Why College is important to Me Essay Example | Topics and Well Written Essays - 250 words

Why College is important to Me - Essay Example College is important to me as it will tell me who I really am and what I can do towards changing the world dynamics. I will study the different subjects and thus choose a career pathway for my own self, in light of the subject areas that I will study at college. I will thus gain hands on experience of what I will be doing in the future – which will eventually be my profession at the end of the day. The college will be significant to me as it will tell me how to exchange ideas and viewpoints with people, how to interact with them and will also tell me the exact way under which I need to conduct my own self at the best of times. It will give me the much needed exposure that I need in order to move about freely in this world. Thus college is important to me as it will give me the insight and knowledge that I desire for and the truth which is hidden from me, when it comes to knowing all about the world in

The Street And Being One Of The Essay Example for Free

The Street And Being One Of The Essay Robert Swindells shows us that the life of being a dosser and being one of the invisible people is a grim one. Throughout the book he reminds us that living on the street is dangerous, tiring and uncomfortable. This is illustrated by the main character, Link, being homeless and having to doss in doorways. Link is the main character of the novel, Stone Cold. He is sick of his Mothers new boyfriend, Vince, Hes changed her. Thats one of the things I hate him for. He is then pushed over the edge and decides to become homeless. At first Link decides to remain in his home town of Bradford, in Yorkshire. For a while life is not too bad. He went to his sisters house, Carole, to get a weekly bath and cut his hair. After a while Caroles boyfriend Chris no longer wanted him around. He got resentful of my visits. He didnt actually say anything to me, but I could see it in his eyes and hear it in his tone of voice. It was because of this that Link decided to leave for London. During Christmas Link is invited back to stay with Carole and Chris. This may seem kind but as Link says it It was the worst Christmas Id ever had. This was because of his Christmas present. It was a sleeping bag. This told him that Carole and his mum thought of him as a dosser and a person that will always be a dosser, even if they were just trying to make his life on the streets as comfortable as possible. Later, when Link goes back to London he rents a room from Rat face, a unpleasant character who takes from Link of what little money he has. Fridays rent day, sunshine. But I moved in on a Monday I protested. And paid two weeks. That makes the room mine till Sunday night. Rat Face kicks him out. This is Links biggest mistake, spending money on a room instead of on food and also arguing with someone who is bigger than him.

Comparing Narrative of the Life of Frederick Douglass and Invisible Man

Comparing Narrative of the Life of Frederick Douglass and Invisible Man      Ã‚  Ã‚   The Black Revolution has occurred for quite some time and in many different ways, the most prominent being in literature. Two primary examples of the struggle and yearn for change among African Americans include Narrative of the Life of Frederick Douglass, An American Slave, the autobiography of Frederick Douglass and Invisible Man, a novel written by Ralph Ellison. Although both have the same foundation, the difficult task of being black and trying to make something of one's life, many important differences exist between these works. First, the language used by the authors is strikingly dissimilar. Next, the time periods in which these pieces of literature were written have a difference of over one hundred years. Finally, the main characters are faced with different circumstances and injustices. First, the language and literary devices used by the two authors are very different. In his autobiography, Frederick Douglass uses a very educated language and makes his story able to be un...

Challenges Facing Fashion Industry in Ghana

CHAPTER ONE BACKGROUND TO THE STUDY The environment in which the fashion industry operates the world over has become turbulent, unpredictable and therefore, difficult to exert managerial control. Cultures around the world are constantly influencing each other; hence, the world’s cultures are changing fashion constantly. Also, social, economic, political and legal factors keep changing than before. Competition in the fashion industry is so rife such that the survival of fashion organizations cannot be guaranteed (Stuart, 1995). During the last decade, the developments of new technologies all over the world and growing globalization of countries economies have produced the fastest changes ever. The fashion industry in Ghana, especially, the clothing sub sector (which is the focus of this study) has not been without the effect of economic, political, social, cultural and legal pressures brought to bear on all organizations. In recent years, protectionism has given way to globalization. With that change, Ghanaian clothing sector of the fashion industry has had to compete with imports from low wage countries. Retailers, unencumbered by protectionism, have also seized on the opportunity, often choosing to go directly to offshore manufacturers. As retailers become larger and more globally connected, they continue to build global brands marketed around the world. In doing so, they eliminate many Ghanaian clothing companies from their supply chain. The result has been major market share declines and job losses in the industry. Aug The Ghanaian clothing sector of the fashion industry faces many challenges. he rise of low-cost goods from Asia, a slowdown in consumer spending, difficulty in accessing capital, lack of innovation from entrepreneurs, relatively high prices of products due to high unit cost, poor distribution channels and inability to promote local brands. It is without doubt that low-cost Chinese imports have increasingly dominated the local fashion scene. As a result some local manufacturers, in an attempt to remain competitive, have subcontracted their production processes offsho re. The issue of access to capital for the industry is not new. For years, industry players have indicated that they feel there is a lack of support for their industry from the banking community. Under these circumstances, it is not a surprise that many companies cannot secure financing. as a result of banking formula-based lending practices, financing remains a challenge to many well-run clothing companies and small businesses in general. Brand DEVELOPMENT HAS BEEN A MJOR ISSUE IN THE clothing sub sector in the fashion industry in Ghana. Many Designers have not been able to design unique Ghanaian designs that would bear their own brand name in order to project their business. However, a few creative ones have had their product design copied wrongly and produced cheaply from China, thereby destroying the brands they have developed. These and other factors have created serious marketing challenges for the clothing sub sector of the fashion industry in Ghana. This study would go into detail to look at the nature of the marketing challenges facing the industry in Ghana. STATEMENT OF THE PROBLEM There are growing signs Ghanaian garment and fashion industry is approaching a serious crossroad. Increasing numbers of mainland Chinese manufacturers are taking Ghana’s role of mass-producing quality fashion items at reasonable cost. Industry players, also have difficulty securing financing from other lenders. For example, asset based lenders often require substantial premium interest rates. Other larger non-traditional lending institutions and professionals that can assist prefer working with larger companies where greater fees and returns can be earned. The traditional financing problems will likely become further exacerbated as companies implement new models that do not generate assets that can be collateralized. The problems enumerated above, as well as western cultures, globalization have created internal marketing challenges for the clothing industry in the area of promotion, pricing and distribution of products. The study seeks to unravel the challenges and make recommendations to solve the problems. OBJECTIVES OF THE STUDY The objectives of the study were: 1. To investigate how foreign cultures have influenced the Ghanaian brands in the clothing industry. 2. To assess the challenges associated with clothing design ( product development) 3. To investigate the challenges industry players face in their pricing of products . To assess how they promote their products. RELEVANCE OF THE STUDY It is hoped that the study would benefit clothing sub sector of the fashion industry in Ghana. Also, it will serve as a pedestal upon which future researches in the area would be based. CHAPTER TWO LITERATURE REVIEW Eusebio (2007) carried out a research on the topic â€Å"Internal key factors in export pe rformance: A comparative analysis in the Italian and Spanish textile-clothing sector† The purpose of this paper is to analyze the key factors in the international performance of textile manufacturing companies. The study provided a comparative study of the main factors that have affected the export performance of the Spanish and Italian clothing sub sector of the fashion businesses. A wide range of factors has been studied, such as size, dispersion of sales and export experience. In order to compare Spanish and Italian cases, the empirical study used a standardized questionnaire for collecting data. The cases analyzed were respective geographical zones with a great tradition in textile-clothing industry in their country, Catalonian (in the Spanish case) and Lombardian business (in the Italian case). It was found that international experience was the main factor in the export performance for both cases but the investment in R&D and the export experience have been the keys for explaining the major export performance of the Italian businesses. The paper explained why the Lambardian textile-clothing companies exported more, in relation to total sales, than the Catalan companies in the same sector. . Research limitations – The sample was formed basically for small textile-clothing businesses (with less than five employees). Eusebio (2007) STUDIED Top of Form Management perception and marketing strategy in export performance: A comparative analysis in Italian and Spanish textile-clothing sector The purpose of the study was to focus on the key factors in the international performance of textile manufacturing companies. In order to compare Spanish and Italian cases, the empirical study used a standardized questionnaire for collecting data. The cases analysed were respectively geographical zones with a great tradition in textile-clothing industry in their country, Catalonian (in the Spanish case) and Lombardian business (in the Italian case). Research limitations/implications – The sample was basically from small textile-clothing business (with less than 500 employees). It was found that international experience was the main factor in the export performance for both cases but investments in R&D and export experience have been the keys for explaining the major export performance of the Italian businesses. The study was of value in that it provides a comparative study of the main factors that have affected the export performance of the Spanish and Italian businesses. A wide range of factors has been studied, including characteristics of the business, such as size, dispersion of sales and export experience. Freeman (2007) carried out a survey on the topic â€Å"Fashion marketing to women in Kazakhstan†The purpose study was to explore consumer behavior regarding women's decisions concerning fashion in the emerging marketing of Kazakhstan. Literature review formed the basis of the questions asked to several focus groups and in-depth interviews of 48 Kazakhs representing the average age of Kazakhstan. The approach of the paper was exploratory as there was not a lot of research concerning the Kazakhstani marketplace. The work revealed that Kazakhstani women were becoming aware of their rights to choose clothing and location of purchase. They expected to be treated with respect. The women were value conscious, thinking brand names enhanced the value of clothing and will shop sales regardless of the actual discount. Kazakhstani women we extremely fashion conscious and looked to the media current fashions. They were wary ything coming out of China. There were five market segments into which these women can be divided. Practical implications – Kazakhstan is opening as a marketplace. In order to understand how to market in Kazakhstan, firms must understand what is wanted and this paper begins this exploration. This market is unexplored both academically and by many clothing manufacturers. This market is opening and thus information concerning the marketplace is necessary. Chong (2007) carried out a survey on the topic â€Å"Central and Eastern European countries and North Africa: The emerging clothing supplying countries to the EU†. The purpose of this study was to examine the delocalization trend of the EU's clothing production to Central and Eastern European Countries (CEECs) and North Africa, focusing on the geographical shift of outsourced clothing production pattern within the two developing regions. In total, 14 CEECs and North African countries were selected and classified into 1st-tier and 2nd-tier regions according to their GDP/capita values. Clothing trade statistics were obtained from the Eurostat database, and the clothing trade pattern was examined during 1995 to 2004. Trade Specialization Coefficient (TSC) was employed to measure the international competitiveness of clothing exports of the selected CEECs and North African countries. Results concluded that the EU's clothing production had significantly delocalized to the proximate CEECs and North African regions, with further geographical shift to less-developing 2nd-tier clothing supplying countries in recent years. The TSC analysis reflected that the competitiveness of clothing industry in 2nd-tiers had outperformed the 1st-tier economies, indicating Western European firms had shifted their sourcing practices to those lower-waged countries. Koksal (2007) studied on the topic† references regarding children's clothing in Turkey† The aim of this study was to determine the factors affecting the consumer preferences and behavior in the children's clothing market in Turkey, a country where the majority of the population is under 18 years old. Whilst the study investigated the purchasing preferences and behaviour of parents, such as shopping frequency and period, type of retailer and the effect of reference groups in the children's clothing market, it also explored some children's purchasing characteristics, like shopping decision age. This study offered some academic results on consumer behaviour and preferences in the children's clothing market: There is no set shopping period; consumers prefer shopping from independent shops; in the selection of retailers, consumers consider payment conditions, pricing, and range of merchandise; in the family the parents mostly make the buying decisions for their children's clothes; the age of children making their own clothing decisions varies between six and ten; the most important factors affecting consumers' decisions towards shopping for children's clothing are the price, quality, convenience, payment conditions, and size of the clothing. Kilduff (2007) carried out a research on the topic â€Å"Analysis of comparative advantage in the textile complex: A study of Eastern European and former Soviet Union nations† This research aimed to present an exploratory investigation into ten-year (1995-2004) patterns of trade specialization among Eastern European and former Sovie t Union Nations, assessing patterns of comparative advantage across the textile machinery, man-made fiber, textile, and apparel sectors of the textile complex to determine whether these conform with both trade specialization and industry evolution theories. A revealed symmetric comparative advantage index was employed to evaluate international competitiveness for 27 Eastern European and former Soviet Union Nations over a ten-year period. A repeated measure ANOVA was used to determine the significance of the observed patterns across four income-defined groups of nations. Overall, the pattern of export development and RSCA generally reflected expectations regarding factor proportions theory and industry evolution models. The RMANOVA partially confirmed the observations. The analysis indicated that income group did not independently affect comparative advantage; however, the nature of products was the significant factor influencing national comparative advantage. According to the researchers, the established models may be better at understanding those nations which have established relatively stable political and economic environment, and been experiencing earlier stages of industry development, but appear less useful in predicting development patterns for those nations experiencing dramatic transitions from regulated to de-regulated markets. The patterns of national comparative advantage in a vertical textile complex are identified for Eastern European and former Soviet Union Nations. The dynamics of change over a ten-year period following economic reforms are revealed. Karpova et al (2007) looked at the topic â€Å"Making sense of the market: An exploration of apparel consumption practices of the Russian consumer†. The purpose of this study was to examine and interpret post-socialist consumer xperiences in relation to clothing consumption practices when consumers shop, acquire, and wear clothing and other fashion-related products. Th e in-depth interview was the primary data collection tool. Data collection was conducted during summer 2004 in St Petersburg, Russia. College students formed the sample for the study. In total, 17 students (four males and 13 females) were interviewed. The hermeneutic approach was used to interpret the meanings of the participant life experiences. In comparison to consumers in an established market-based economy, consumers in this post-socialist market have unique perceptions of clothing attributes (quality, brand name, country of origin, retail channel) critical for buying decisions. Overall, appearance and clothing play a special role in the emerging Russian market as they help construct and communicate new identities more than any other product category. Identified challenges of the Russian apparel market indicate opportunities for domestic and foreign apparel businesses. The meanings Russian consumers attach to clothing attributes can be used to develop product positioning and promotional strategies. Discussed implications of the research findings can be extended to other post-socialist emerging markets. This study explored how Russian consumers have adjusted to the new economic reality after almost fifteen years of transition from a socialist to a capitalist society from the perspective of the consumer. Whereas previous research findings were confirmed, the present study provides rationale for perceived importance of quality and unimportance of brand name in the Russian apparel market. Curran (2007) studied the topic â€Å"clothing's big bang: the impact of the end of the ATC on developing country clothing suppliers†. Prior to the liberalization of the clothing and textiles sector under the Agreement on Textiles and Clothing (ATC) fears had been expressed about the potential impact on developing country suppliers. This study sought to establish the actual impact of the liberalization of the EU and US clothing markets. Comparison of trade figures pre and post liberalization. Was the basis for the research design The research revealed that, as forecast, significant changes occurred in sourcing patterns in the EU almost overnight. The big winners were India and China. Almost all other developing countries lost market share, although often not as much as had been feared. The impact of the liberalization was mitigated somewhat by the new quantitative restrictions negotiated with China half way through the year, which resulted in a redistribution of market share to other developing countries. Comparisons with the USA indicated that trends are rather similar, although on that market more developing countries saw increases in their exports, partly canceling out losses in the EU. Johnson (2007) carried out a survey on â€Å"The role of focal suppliers in strategic networks for internationalization: Perspectives from small and medium-sized Italian and Thai silk suppliers† The purpose of this research was to examine the role of focal suppliers in strategic networks for internationalization from the perspectives of small and medium-sized Italian and Thai silk suppliers. Multiple case studies of small and medium-sized suppliers within the silk industries of Italy and Thailand were undertaken. In total, seventeen interviews and three observations were conducted with directors or managers of silk suppliers and a range of government agencies, associations and institutes involved with the silk industry, to identify significant current issues within the sector. Conceptually clustered and role ordered matrices were used as coding frameworks to reduce, structure and analyze the data. The research showed that Silk suppliers' networks may be co-ordinated by a focal supplier that assumes the role of strategic leader. The involvement of a focal and strategically-focused supplier may strengthen and integrate the resources and capabilities of silk suppliers in their networks and enable them to improve their international network development and position. Further investigation is needed on the details of specific roles of focal suppliers in strategic networks. In the view of the researchers, Silk suppliers, their customers and government agencies involved with silk suppliers should: advocate and actively support the development of focal suppliers in their networks to enhance the effectiveness of their internationalization process and strategy. The researchers also indicated that there tends to be a consensus in the literature about the influence of focal customers and larger organizations in strategic networks. This study highlighted how small and medium-sized silk suppliers adopt the roles attributed to focal firms and gain positioning advantages for themselves and other suppliers in their network. Karmenidou (2007) carried out an exploratory study on the reasons for purchasing imported high fashion apparels: The case of Greece. The purpose of the study was to examine the reasons that Greek consumers purchase imported high fashion apparel over Greek designers high fashion apparel. The specific objective of the research was to detect the underlying factors that affect their purchasing behaviour. Qualitative research was conducted through discussions with consumer focus groups, all purchasers of imported high fashion apparel. Quantitative research was undertaken by means of a questionnaire with 28 items referring to the reasons for purchasing imported high fashion apparel. The sample consisted of 200 high fashion consumers from the city of Larissa, Greece. Data analysis includes descriptive statistics, reliability, as well as factor analysis by principal component analysis with Varimax rotation. This research was exploratory in nature and employed a non-probability sampling method. Results indicated that the consumers perceive that the imported high fashion apparel have better aesthetics, a better line and are produced from quality textiles, compared to the domestic high fashion apparel. Four factors derived underpinned the purchasing reasons of imported high fashion apparel: â€Å"status and image†, â€Å"quality of the product†, â€Å"marketing reasons† and â€Å"in fashion†. This study provided a useful source of information, which can be used by Greek high fashion apparel designers regarding the reasons why Greek customers of high fashion apparel purchase imported over domestic ones. The study suggests which elements Greek designers of high fashion apparel should focus upon in order to gain a larger market share. This study was important in terms that it was the first one to explore the reasons for purchasing imported high fashion apparel over domestic ones in Greece. It highlighted 28 reasons (items) derived from qualitative research. In addition it suggested appropriate quality and marketing actions to be undertaken by Greek high fashion apparel designers. Baker (2006) looked at the topic â€Å"Fashion industry facing challenges†. According to him, the Australia’s fashion industry faces many challenges including the rise of low-cost goods from Asia, a slowdown in consumer spending and the need to respond quickly to changes in trends. crippling household debt and low-cost Chinese imports increasingly will dominate the local fashion scene. â€Å"With house prices stagnant and the ongoing threat of an interest rate rise, people are readjusting their spending habits. Having spent beyond their means for many years, the debt to income gaps need to diminish, which means shrinking the value of goods bought on credit. According to him, the clothing industry is set to bear the brunt of a consumer slowdown in spending which would spell disaster for some local manufacturers. The ability of local production to respond quickly to changes in fashion trends is also crucial for survival. In his view, manufacturers will need to build closer relationships with retailers to help them respond more appropriately to consumer demand. Another challenge came from rapidly rising imports, particularly from China which accounts for 59 per cent of industry imports. Smaller, independent operators should always be on the lookout to increase efficiencies, develop effective branding and market strategies and attack key niche segments to make financial gains. One growth area for smaller players was on line selling, or e-tail, with its low set-up costs. Online sales currently account for just two to five per cent of retail sales in Australia but predicted that figure will increase with rising levels of broadband penetration. Revenue is leaking from our fashion industry as retailers who have been slow to catch on to building an online presence are losing out to overseas labels that are selling direct to the Australian public online. A survey undertaken by logistics group DHL found that the trend for local designers to go offshore could have a negative effect on the Australian fashion industry. The Business of Fashion survey showed that 90 per cent of respondents, which included designers and manufacturers, believe more garment manufacturing is headed offshore. The survey found that the industry needs better business training and more help to export if it is to remain competitive. Kalman (1999) wrote an article on how globalization has affected the fashion industry in the West Coast. While the West Coast sewn products industry is not exempt from downward domestic production trends faced by the rest of the United States, the region continues to stay one step ahead of the game thanks to its strengths in quick-turn fashion and flexible production. Suppliers to the market are focusing on these strengths as well as the challenges facing West Coast producers – namely the lure of low-cost sourcing south of the border – as they prepare to participate in the 1999 Sewn Products Expo – Los Angeles, which takes place April 22-24 at the Los Angeles Convention Center. Looking at the factors that have driven the West Coast industry's growth, Lectra Systems Inc. vice president of marketing Rick Ludolph observes, â€Å"As West Coast firms have always been more fashion-driven, they have adapted better than more traditional manufacturing regions of the country to the need for fast, flexible production. †¦ Southern California, in particular, maintains a favorable value proposition with good labor availability at relatively low labor costs when compared to other U. S. regions. † Likewise, Mike Grogan, vice president of Apparel Machinery & Supply Co. notes that despite the migration of production offshore, the We st Coast apparel industry â€Å"still [has] a good core of smaller manufacturers, particularly in the Asian community, which can offer quick response to sudden fashion trends and short production runs. † The source of most West Coast production is California, which continues to lead U. S. apparel industry employment with a 1998 work force of approximately 168,700. The state is home to some 7,400 fashion-related companies that account for $47. 7 billion in annual wholesale sales, the California Fashion Association reports. Yet the growth of manufacturing activity in Mexico has had deleterious effects on apparel jobs, even in California. â€Å"This is particularly true in the most basic product line. People on the lower-priced budget end are almost completely forced out of the U. S. It's very difficult for them to make the high-volume, low-cost products here anymore. Moreover, From anywhere in Mexico you can be anywhere in the United States on the ground in four days, so transportation issues aren't really a problem anymore either. † Tight retail margins also are driving more production to Mexico. As Byte Systems director of sales and marketing Brad Mikes asserts: Retail price points are still the defining issue. Sewn products will continue to move to Mexico because of its proximity to the U. S. , the industry growth in Mexico, and because of the labor cost reduction [associated with] manufacturing there. Still, California has assets, such as its highly skilled work force and quick-turn manufacturing capacity that Mexico has yet to match. With regard to the state's growing apparel work force, Ludolph emphasizes: â€Å"This is a result of the strong demand for skilled labor, which is required to produce much of the women's wear and sportswear that is dominant in the region. †¦ [Subsequently] the availability of skilled, efficient labor is key to maintaining the apparel industry on the West Coast. † As the region's labor pool is fueled by an influx of Latin American immigrants, it promises to have a positive impact on maintaining jobs that might have otherwise moved to Mexico. With regard to flexible manufacturing, Robison-Anton Textile Co. president Bruce Anton notes that streamlined logistics and just-in-time production are playing an increasingly important role in the success of California's apparel industry, whereas â€Å"Mexican manufacturers have not adjusted to this yet. † Isenberg adds that with fashion-oriented orders, California contractors can maintain an edge over those of Mexico, which has very few â€Å"fashion factories,† as well as Asia, which requires long lead times. While â€Å"the days of having big runs come into domestic factories are all but over,† he says, California firms can still win if they are willing to run many different styles and small cuts. Indeed, without the security of big runs, many West Coast companies have had to become more acutely attuned to the caprices of the marketplace. As Joe Hollander, president of AC/Automated Components observes: â€Å"We have noticed that some factories are downsizing their operations and gearing themselves toward smaller production runs with an emphasis on quality and quick turnaround. We also see an emphasis on the ability to make subtle changes in the product to customize it for specific stores, chains, etc. † From a financial perspective, JBA International's Joe Facenda, senior consultant for apparel and footwear, concludes: â€Å"Our region is more influenced [than others] by the constant flow of new companies. Our designers and supplier network make us the Silicon Valley of the apparel industry,† he emphasizes, and this status breeds â€Å"a great need for more capitalization† so that start-ups and established companies alike don't â€Å"stay behind the capit al curve. † AHRC (2007) IN THE STUD OF Key Challenges in Adapting to New Models in the fashion industry ASSERTED THAT While companies are managing to adapt to offshore sourcing, they are slow to become world class in other parts of the value chain. Challenges are both company specific and general to the industry. The Study indicated that most participants had â€Å"operating basics† right, including being able to produce a value for money product that meets the end consumer needs at the right quality level, delivered on-time, with the proper service that retailers demand. However, the same study noted several weaknesses. A startling 58 percent of companies did not have the financial acumen, information or general expertise to identify the true profit drivers in their company. Without this information, these companies have been unable to distinguish profitable versus unprofitable segments of their business, and thus often unable to identify the most profitable niches to grow;58 percent of companies did not have a strong management team, implying that their own internal management competencies may be preventing them from reinventing themselves;While 67 percent of apparel companies operate within a niche, 62 percent do not offer the customer anything that differentiates them from the competition. Contractors were specifically noted to have even greater internal challenges, including:Extremely weak sales and marketing capabilities: Many companies tend to be dependent on relatively few longterm customers; These companies do not have an owner or key employees with significant sales capabilities;Weak financial and costing which impede their abilities to determine profitable contracts from unprofitable ones;Poor workforce cross-training capabilities / flexibility. A World-Class Focus of Excellence Key challenges per company will also vary based on the model being pursued. In general, the following table illustrates the key challenges depending on whether a company intends to maintain an element of the value chain in-house and make it a core focus or whether it intends to outsource it: Beyond specific business model challenges as noted above, certain general challenges will impact industry players as well:Decreasing Domestic Supply Chain As manufacturing continues to move offshore, domestic apparel manufacturer suppliers (textile companies, label producers, thread companies, etc. ) will face greater challenges; In all likelihood, these suppliers will continue to face consolidation and closures; As the supply chain erodes, it will become increasingly difficult for those apparel companies wishing to manufacture domestically to do so. The 2003 AHRC LMU noted that while most industry executives were aware of the coming industry restructuring, 87 percent did not have a strategic plan to deal with the issues. The 2007 AHRC Study confirmed this still to be the cases at the onset of the program, some three years later. While the 2007 AHRC Study provided assistance to 130 apparel companies, presumably there continues to be many apparel companies without well-rounded management teams. Beyond specific value chain shortcomings, key weaknesses tend to be in the areas of strategic and financial management. Of all participants in the 2007 AHRC Study, 27 percent will face a succession issue within the next 5 years; 42 percent within the next 10 years:Most of these companies do not have succession plans;There is a strong correlation between companies that have succession plans and strategic plans; i. e. , if a company does not have a winning strategy in place, it likely does not have a succession plan;Without succession plans, many of these companies will face business continuity issues in the short to mid-term. The issue of access to capital for the apparel industry is not new. For years, apparel companies have indicated that they feel there is a lack of support for their industry from the banking community. While there may be some truth to this, it may be for good reason. As previously noted, consider that of the 2007 AHRC Study participants: 56 percent did not have a strong management team in place; 58 percent were not able to determine the true profit drivers of their business; 87 percent did not have a strategic plan that could be acted upon; 61 percent were not willing to reinvest in their businesses. Under these circumstances, it is not a surprise that many companies could not / cannot secure financing. Nevertheless as a result of banking formula-based lending practices, we believe that financing remains a challenge to many well-run apparel companies and small businesses in general. SMEs at times, also have difficulty securing financing from other lenders. For example, asset based lenders often require substantial premium interest rates. Other larger non-traditional lending institutions and professionals that can assist prefer working with larger companies where greater fees and returns can be earned. The traditional financing problems will likely become further exacerbated as companies implement new models that do not generate assets that can be collateralized. Consider: Soft cost expenditures are often required to implement new models (i. e. esigners, marketers, sales and service personnel, increased travel, training and marketing costs, These expenditures offer no collateral security to lending institutions and as a result, are difficult to finance; Inventory financing costs are increasing, often as a result of shifts to imports; Requirements to fund export receivables are increasing. To further exacerbate the issues, many executives appear to often strip equity from their companies as opposed to maintaining this capital for future reinvestment. Employment will shift from predominantly production jobs to balanced or predominantly white collar positions. New models will require companies to hire world-class talents in areas such as design, marketing and logistics. According to the 2007 AHRC Study, positions to be most in demand include: Sales professionals (sales managers, brand managers, sales representatives); Marketing professionals (marketing managers, marketing analysts, merchandising technicians); Designers (product developers and design technicians); Import / export specialists; This talent appears to be in short supply and in demand by other industries as well. Apparel companies will be challenged to recruit, train and retain these key personnel. Financing such salaries will also be a challenge to companies. According to the 2003 AHRC LMU, 87 percent of Canadian apparel companies had less than 50 employees. Less than 7 percent of companies employed more than 100 personnel. This SME industry structure partly explains the lack of management sophistication in the industry. In order to reinvent themselves, many companies will need to increase their size in order to support greater white collar needs. We believe that this will lead to: Further industry consolidation; Continued merger and acquisition activity (for companies that have established a niche but need greater volume to expand and operate on a larger scale); Partnering / allying / creating joint ventures with world class specialists in order to remain competitive. Such partnerships are likely across the entire value chain in the areas of design, marketing, manufacturing, sales, logistics and distribution. As in the banking sector, much of the professional expertise in this area (business brokers for example) may be out of reach to many SMEs. Professionals in these areas prefer to work with large organizations whereby they can generate substantial fees as opposed to the SME marketplace. There are relatively few barriers to entry in launching an apparel company. As a result, the industry is constantly regenerating. Consider that nearly one third of all participating companies in the 2007 AHRC Study were established within the last ten years. Many of these companies are being founded by new designers graduating from colleges or individuals who have identified an underserved niche. Unhindered with the baggage of yesteryear, many of these companies have viable new business models. In these cases, the challenge is often to secure adequate industry specific managerial talent and financial resources to grow the company. CHAPTER THREE METHODOLOGY 3. 1 RESEARCH DESIGN The research used the survey design. Independent variables which were assessed cultural, globalization, pricing, product design and promotion challenges in the clothing sub sector of the fashion industry. Assessment was made to see their effect on the industry. Both qualitative and quantitative tools were used for the research. The design factored in large scale fashion designers, medium scale designers and tailors/seamstresses. The stratified and simple random sampling methods were used. 3. 2 POPULATION AND SAMPLING 3. 21 Population and Sample The research targeted large scale cloth designers, medium scale designers and tailors/seamstresses in Accra. The large scale designers are those who produce on large scale for the Ghanaian market and still export some. The medium scale are those who produce for the Accra market and a few for other regions. The tailors selected were those imitate and create designs based on the specifications of others. A sample of 120 was chosen. It was made of 10 large scale, 50 medium scale and 60 tailors/seamstresses. 3. 22 Sampling Strategy The research stratified the population into 3: large scale designers, medium scale designers and tailors/seamstresses. Simple random sampling was then used to select the sample in each stratum. A List was obtained from the Association of Fashion Designer and the Association of Tailors and Seamstresses. They then given codes and put in a basket. The sample was then selected randomly through the lottery approach. 3. 3 RESEARCH PROCEDURE A letter of introduction was taken from the Methodist University College. Copies were made and addressed to the leaders of Associations to seek approval for preliminary interview to have insight into the challenges of the industry. The leaders of the associations gave out the list of members, location and telephone numbers. With the help of the leaders, 120 respondents were selected. The researcher upon meeting the respondents explained the topic under study, stated the purposes, relevance and benefits of the research. Upon the approval of the Heads, the respondents were given the questionnaires. The researcher and his research assistants used a period of four (4) weeks to collect the questionnaires from the respondents. Out of the 120 individuals identified and given the questionnaires, 108 responded to the questionnaires, representing a response rate of 90%. 3. 4 RESEARCH INSRUMENT The primary data was collected through the administration of questionnaires based on our aims and research questions The questions were in †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. The questions used in this research were two types: open-ended and closed-ended questions. The reason for the open-ended questions was to allow respondents to express their views in the way they desired. The closed-ended ones were used to ascertain specific answers. 3. 5 STATISTICAL ANALYSIS Qualitative and quantitative methods were used in this research. These two methods complement each other. Qualitative research can be used in all disciplines and subject matters and its main aim is to gather an in-depth understanding of reasons and human behaviour. It investigates the why, what, how, where and when of decisions making and human behaviour. The research used bar graphs and frequency tables to analyse the data. The researchers also used the Statistical Package for the Social Sciences (SPSS) for the analysis. REFERENCES APPENDIX 1 METHODIST UNIVERSITY COLLEGE DEPARTMENT OF MARKETING QUESTIONNAIRE INTRODUCTION I am a student of the Methodist University College, Department of Marketing, pursuing Bachelor of Business Administration. I am carrying out a research on the topic â€Å"Marketing challenges of fashion industry in Ghana: perspectives of clothing sector. in partial fulfillment for the award of the degree. It is the aim of this research to find out the challenges of the fashion industry in relation to globalization, cultural influence, product development, pricing, distribution and promotion. The information you provide would be treated with the confidentiality and anonymity it deserves. You are assured that the information would be used for purely academic purposes and nothing else. I would be grateful if you respond to this questionnaire as objectively and honestly as possible. SECTION A : Demographic Data 1. Age†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2. Gender: Male†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Female†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3. Educational background: Basic Education†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Secondary education†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Tertiary education†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4. How long have you been in the fashion industry†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5. Industry classification: Seamstresses/Tailors†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Medium scale†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Large scale†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ SECTION B: Cultural Challenges 1. Clients like European designs Yes†¦.. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2. American designs have adulterated indigenous Ghanaian designs Yes†¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦ 3. Women mostly like western clothes that expose their bodies Yes†¦. No†¦Ã¢â‚¬ ¦ 4. Cheap foreign clothes are collapsing the Ghanian fashion industry. Yes†¦ No†¦.. SECTION C: Challenges of Globalization 5 Unfair global trade affects the fashion industry in Ghana. Yes†¦ No†¦Ã¢â‚¬ ¦. 6. The fasion inudtry in Ghana uses very little IT in its operation. Yes†¦.. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7. Designs on the net has a lot of influence in the choice of clothes. Yes†¦.. No†¦Ã¢â‚¬ ¦.. 8. Globalisation has changed the taste and preferences of consumers in the fshion industry in Ghana. Yes†¦.. No SECTION D: Product development Challenges 9. the industry has innovative designers with a sense of originality. Yes†¦. No†¦Ã¢â‚¬ ¦ 10. The clothes designed are of high quality. Yes†¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11. Clothing brands do not have trademarks. Yes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12. Designs and clothes are durable. Yes†¦Ã¢â‚¬ ¦.. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. SECTION E: Pricing Challenges 13. Consumers compain about the prices of clothes. Yes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦. 14. Prices of Ghanaian clothing designs are higher than that from the west. Yes†¦. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15. Chinese clothes of the same quality are less expensive than Ghanaian clothes. Yes†¦. No†¦Ã¢â‚¬ ¦ 16. Designs do not have standard prices. Yes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ SECTION F: Promotion Challenges 17. Industry players cannot afford to advertise clothes on TV. Yes†¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 18. Medium scale clothing producers do not take part in trade exhibition. Yes†¦.. No†¦Ã¢â‚¬ ¦.. 19. Most clothing designers are not known. Yes†¦Ã¢â‚¬ ¦ No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20. Stakeholders do radio advert to advertise new designs. Yes†¦.. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. SECTION G: Distribution Challenges 21. Cloth designer do not have many sales outlet. Yes†¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 22. There are not many retailers who deal in made Ghana clothes. Yes†¦Ã¢â‚¬ ¦ No†¦. 23. Made in Ghana clothing designs are not easily accessible on the local market. Yes†¦Ã¢â‚¬ ¦ No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.

Counter Reformation

Counter Reformation, begun by the Catholic Church with the opening of the Council of Trent, 1545, had two sides. One, the Counter Reformation proper, was a struggle against Protestantism. The other—sometimes called the Catholic Reformation—was a movement for spiritual and moral reform within the Catholic Church (Reardon, 1981). For nearly a century many Catholic leaders had pleaded for a reform of the church â€Å"in head and members. † Little could be done, however, because key church appointments remained in the hands of political leaders.Spain was one of the earliest and strongest supporters of the Counter Reformation. Francisco Ximenes de Cisneros (1436- 1517) as archbishop of Toledo enforced drastic reforms in the church. Shortly before 1517 Giovanni Pietro Caraffa, later Pope Paul IV, helped found in Rome the Oratory of Divine Love, a society of priests committed to prayer and self- reform. In 1524, they disbanded and some of its members founded the Theatin es, an order of priests dedicated to reforming the church. The order spread through Italy, exerting growing influence (Bainton, 1983).In Spain, Saint Teresa of Avila, a Carmelite nun and mystic, reformed her order and exerted much influence through her writings. Another Spanish mystic and monastic reformer was Saint John of the Cross. Adrian of Utrecht, a Dutch cardinal, was elected pope, Adrian VI in 1522, but died 20 months later. He had tried to make institutional reforms in the church hierarchy and to keep church affairs independent of continental politics, but his efforts were fruitless. Clement VII (pope 1523- 34) was an intelligent clergyman, but timid and indecisive (Reardon, 1981).Paul III (pope 1534- 49) was committed to reforming the church. He was not influenced in church matters by pressure from continental leaders. Paul appointed many reformers to positions of authority. During Paul’s papacy, Ignatius Loyola founded the Society of Jesus, an organization dedicate d to reforming and strengthening the church. Members, called Jesuits, worked as theologians to help clarify and reform church doctrines; as teachers to educate youth in these doctrines; and as missionaries to spread the Gospel to foreign lands.Paul approved the society as a religious order in 1540. The Jesuits guided the Catholic revival and led the Counter Reformation (Bainton, 1983). The Council of Trent marked the beginning of the Counter Reformation. As early as 1534, Paul III had called for an ecumenical council to institute the reform, but his plans were obstructed by corrupt church officials and various continental leaders who wanted to maintain their influence over the church. The council finally convened 1545 and sat for three sessions (1545-47, 1551-52, and 1562-63).It reaffirmed Catholic doctrines, implemented reforms to prevent abuses, and tightened papal discipline over the church. It also gathered church forces into a united front against Protestantism. In 1555 Caraffa became Pope Paul IV. To demonstrate his commitment for reform, he broke with the papal tradition of worldliness and began a life of austerity, a standard which later popes maintained (Reardon, 1981). References: 1. Bainton, R. H. The Age of Reformation. Krieger, 1983. 2. Reardon, B. M. G. Religious Thought in the Reformation. Longman, 1981.

Business Management Plan

Business Management Plan General description of the business The business will be structured as a limited liability company. The international hotel business has a lot of potential as more people are moving across borders for leisure, business or tourism purposes. United Arab Emirates (U.A.E) has been categorized as 18th among tourism competitive businesses by the World Economic Forum (WEF).Advertising We will write a custom research paper sample on Business Management Plan specifically for you for only $16.05 $11/page Learn More The UAE is well known for its great shopping facilities, hotels and other tourist destinations. All the year round, tourists and business people flock the UAE to catch a glimpse of the splendid world out there and spend some money too. The hospitality industry in the UAE is experiencing a boom in business as new and returning customers are flocking the local hotels causing an influx of patrons. Travelers, such as tourists are in pursuit of comfort, which th ey are willing and able to part with a fortune, while businessmen are in search of convenience and the business opportunities the region offers. Considering the hospitality industry in the UAE, there is still a lot of potential although the market is quit dominated by established brand names. However, for new entrants into the market there is still a lot of potential. We intend to establish a startup company in Dubai, by the name C-Zones Bar Breakfast. The BB is a charming facility that would be located in a remarkable region recognized as a trendy tourist and traveler target, it is well appropriate for this use. In addition, the locality is recognized for its magnificence and focus of such facilities. Tenancy, income and room rate analysis are confirmed by broad research carried out over a four year period. The analysis consists of certified data and information obtained through countrywide commerce associations and the personal market analysis. Expenditure management procedures h ave also been acknowledged through industry connections. From these connections, the facility will be able to gain from reserves which were not available to a smalltime purchaser. An growth map is also in position that will let the Bed Breakfast to expand its client blend and enhance revenues. The premise has an amazing common lounge where the patrons may hang out, a private garden courtyard, and the adventurer Culinary Centre.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The market Within the hospitality industry, C-Zones will be competing directly with other Bed Breakfast facilities and indirectly with hotels. C-Zones will be targeting three main categories of clientele: the holiday travelers. This category of visitors to the UAE is increasing at 12 percent a year with 14,000 prospective clients. The second category is the business travelers, which is growing at 10 percent with a lot of potential. The last category is the locals. Competitive edge C-Zones has two main cutthroat edges that distinguishes it from the opponents. The first is to provide a first class facility with attention to detail and client service. The employees realize that their mission is to make sure that the clients have the best stay with them and are happy. Their second competitive edge is the uniqueness of the premises whereby, the premises has a wonderful structure that is located in a unique place. Mission The task of C-Zones Bed and Breakfast is to offer an amazing bed and breakfast experience within UAE. We intend to attract and retain customers and get a market niche. Our facility is expected to go beyond the expectations of our clients by providing a contemporary, world class experience, through never-ending commitment to the advancement of our affiliates and products to attain optimum growth and profitability. Company Summary C-Zones is an amazing inn located at Dubai. We are a startup company that will provide several furnished rooms to our clients who are looking for the finest service. All the rooms are individually furnished with antiques and overlooking the town’s splendid scenery. We will offer a full breakfast every morning to our customers at our competitive prices. Ownership The C-Zones Bed Breakfast is owned and managed solely by Jamaal and Aziz. They have renovated an old house that can accommodate 105 visitors at a time. This is a new start-up company for the partners who are equal owners in the business in terms of capital contribution and share of liability. Jamaal and Aziz bought the premises a little over a year ago and have renovated the place to become a wonderful facility. Strategies and objectives The goals of  C-Zones B B for the first  three years of existence are: To create a Bed Breakfast whose main objective is to go beyond the client’s expectations together with the guideline of unprecedented hospitality and service standards. The  C-Zones B B  will attract more visitors on a weekly basis at any time of the year. To raise the number of customers by 10 percent every year through deluxe service to 90 percent occupancy in the third year. To create an ongoing concern, which carry’s on off its individual cash flow Create a customer satisfaction rate of over 90 percent. Advertising We will write a custom research paper sample on Business Management Plan specifically for you for only $16.05 $11/page Learn More Strategies According to (Wheelen and Hunger 30-66) strategy for business falls under a hierarchy of three levels, a company’s most important strategy that determines the overall direction of the organization which are called corporate strategy and can be fulfilled by formulating and implementing business/divisional strategies which occur at the product level and go ahead to give businesses an advantage over others as far as t heir product offering is concerned. Furthermore (Wheelen and Hunger 82) suggest that for business strategies to be successful functional/operational strategies which aim to maximize productivity within various functional areas must be formulated and implemented. Therefore strategies are divided into 3 classes. The top most level of strategy includes corporate strategies which are the overall set of strategies that define the overall direction which a business is to follow. Corporate strategies may consist of growth, stability, or retrenchment strategies. Startup businesses in this case, the hotel, employ a strategy which is known as a stability strategy in its first years of operations, this is because in most cases entrepreneurs who operate start up businesses understand that during the initial year of their businesses they expect to make no profits because of the huge costs that are involved in setting up the businesses. This is therefore why startup businesses employ a stability strategy that intends to take a pause and rest because of the usually large investments that investors might have put in the business. If managers of these businesses do not do so, they may exhaust all resources and end up with no further resources to operate their businesses forcing closure. As time goes on, the hotel can then adopt a pause and precede strategy that is dependent upon the actual situation on the ground. After a period of say 2 years, the hotel may then decide to adapt a growth strategy or settle upon serving a smaller market depending on the situation on the market then. Hotel’s business strategy is a cost leadership model that intends to sell its products at a low price. In order to achieve these corporate strategies, the hotel will be required to put strong policies, programs, budgets and procedures that will go to ensuring production schedules and sales targets are met in time without and delays. Functional strategies intend to foster quality, cost saving, and differentiation.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Tactics that will be used to achieve strategic goals Keeping the Customers is quite important once the hotel acquires a customer, it will be best if it attempts to maintain a relationship between itself and its consumers in order to retain its customers. The company will need a loyal customer base, and the loyal customers are the most important factor of their company. The company has to device some important promotional strategies so that the customers always come back to their concern. These strategies include providing a superior customized service for its products at the cheapest possible prices that is consistent with the specific consumer needs (Case 220-238). Trying to acquire new customer will mean that the hotel will device means to allure new customers and try to retain them as far as possible. These will increase the boundaries of the company in a new level. Furthermore, the hotel will encourage existing consumers by using various techniques to bring in new customers and therefore the importance of maximizing the consumer experience is critical so that consumers will always have something good to say. When consumers use Word of mouth and lure other consumers it is cheaper than using other means of acquiring consumers. Safety is a key concern for consumers and therefore in recent times security has been a very important concern for the individuals who use hotels (Kotler ‘Principles of Marketing’ 20-50). The company therefore, will take strong security policies that will ensure the safety of consumers and their property Trying to acquire new properties by expansion and is a long-term corporate strategy that involves either acquiring and opening up new branches with the aim of serving a larger market in order to increase revenue. It is therefore necessary if the hotel wants to expand to acquire new properties. Keeping an eye on the competitors is a very important tactic that leads to technical excellence especially since every day new orga nizations are entering into the hospitality market with a very huge financial backing. It is therefore necessary to use competitive intelligence to gather useful data that will be used by the hotel to achieve a competitive advantage (Case 210). Promotion is a critical part to a brands success and therefore entrepreneurs and companies should appropriately apply various parts of the promotion mix in order to increase the chances of the product selling in the market. Promotional activities aim to educate, inform, remind, persuade and encourage repeated purchase about products and brands at the end of the day. A good promotional mix should always target the consumers and sellers. Consumer promotional activities encourage consumers to buy more of the product. And therefore consequently the hotel will use advertisements, brochures and direct selling to achieve its objectives and stimulate sales and revenue growth. Liabilities and risks The hospitality industry is faced by many risks. For C-Zones just like any other player, the market is still an open place. Management Team The C-Zones Bed Breakfast can only attain its missions and objectives through the management. Jamaal is an experienced entrepreneur with work on invaluable business experience.  While Aziz has earned his MBA giving him amazing insight and experience directly related to what he is doing now. The  C-Zones Bed Breakfast  will be able to leverage  its wonderful facility and turn it into a beautiful, deluxe Bed Breakfast catering the entire city.   This will be done  through the commitment and business skills of the two partners.   It is expected that the Bed Breakfast will be doing so by the third month in operation and will make reasonable returns by the end of year one. Organization Structure Organizational structures trys to explain the relationships between authorities and communication lines in the organizations hotels (Kotler ‘Principles of Marketing’ 20-50). Organ izational structures within companies cause or allow views to be brought forward, or presented as a model to be studied on how those businesses are managed and run. If an organization has a clear framework/structure put in place, it is made very clear within the departments in the organization on who does what and so forth thus leaving no room for sloppy work and blame games erupting due to unfulfilled objectives. Different organizations employ different organizational structures depending on their objectives and what they intend to achieve after a set period of time. These structures may either be flat or tall for example the Hotel’s organizational structure takes a flat format. The organization structure of the hotel is a flat structure that will assign the duties of management between all the partners. It is vital that entrepreneurs closely monitor start-up businesses during their initial years of operation by dedicating a lot of time to oversee their smooth running. There fore all the employees and supervisors will be directly answerable to the partner who is sitting as the managing director. It will therefore be the responsibility of the partners to perform all relevant managerial duties and consult with other partners to make well guided decisions. Personnel plan The final personnel mix will consist of both permanent and part-time employees thus enabling the company save costs. If work and demand for lodging facilities increase according to demand and supply patterns depending on the situation, the company may the make a decision to lay off or employ more part-time workers. The existence of permanent employment contracts goes ahead to instill loyalty amongst employees which can be used to the benefit of for the hotel. Services The C-Zones facility offers three-star lodging on the amazing Dubai coast. We are an all inclusive B B facility with a full complimentary breakfast served every morning. â€Å"Impeccable rooms, each with its own theme are r eady to embrace the individual who is looking for solitude, or the more adventurist person who likes to be active.† We organise trips around the city for those who are interested. Market Analysis Summary The C-Zones B B  has  various target groups that it is intending to draw.   The first are the local residents who just want to have a weekend getaway.   Kotler, (141) notes â€Å"they may have activities planned for the weekend on the coast  or just chose to relax in a homely environment. The second category is the travellers and vacationers who choose to stay in Bed Breakfasts instead of a hotel, or onboard their boats.†Ã‚   While others just want to experience  a themed weekend.  However, our target customer could include others outside these categories though these are our target groups. Market Segmentation Our clients can be generally grouped into three categories: Weekend getaway customers.   These local residents looking to get away from their l ife so they come to  the C-Zones B B  to escape. Travelers/vacationers. Experience Executive B B Service.   These people are mostly delighted returning customers who will be looking to experience our deluxe services. Market Analysis Year 1 Year 2 Year 3 Potential Customers Growth Travelers/Vacationers 9% 964,982 1,051,830 1,146,495 Weekend-Getaway Customers 9% 241,245 262,957 286,623 Come to see museum and tour 8% 1,200 1,296 1,400 Want Executive Chef Experience 5% 24,124 25,330 26,597 Total 8.92% 1,231,551 1,341,413 1,461,115 Market analysis Segmentation and market analysis Segmentation is a process by which an organization partitions a market in order to make products that are specifically meant to cater for the needs that are specifically meant for that portion of the market hotels (Kotler ‘Principles of Marketing 82). Companies may either choose to serve the whole market and therefore have a mass market orientation or else decide to serve a given portion of the entire market. It is therefore appropriate to state that the hotel will serve the lower end of the market which consists of individuals who desire to spend less in accommodation and therefore save funds. The hotel will consequently design bed and feeding packages that will match the needs and resource capabilities of clientele who fall within this specific segment. Competition It is highly important that every business operates with a certain degree of competitive advantage. It is also vital that the hotel comes up with an overall competitive strategy that the hotel will pursue in order to compete with other industry participants. According to Michael porters, there are generic competitive strategies that participants within an industry are allowed to pursue. These strategies either concentrate on a narrow or a wider perspective of the total market and at the same time either adopts a low cost strategy or a high differentiation approach (porter 64). The choice of competitive strategies has an impact on the price strategy followed by an organization. Companies who don’t adopt a differentiation approach may at the end of the day adopt a mass market strategy end up pursuing a market penetration strategy which is basically a pricing strategy that aims to sell affordable low priced products to the market. When Companies follow a differentiation strategy they are most likely to adopt a skimming/milking price strategy which involves charging high rates for a product in order to recover extensive funds that may have been involved in the process of product research and development stage of product design. Marketing Research will be gathered continuously and the subsequently obtained Information that will be used in the process decision making and policy selection will be attained from industry research publications and other sources of data. Marketing research firms can be contracted from time to time depending on the actual situatio n to achieve more specific information nevertheless the company can also use its resources to serve the same purpose (Kotler ‘Principles of Marketing’ 222). Diagram 2: A diagram of generic competitive strategies that can be pursued by businesses. Adopted from Wheelen and Hunger strategic management (2002) and business policy printed with permission of Free Press from the Competitive Advantages of Nations by Michael E Porter 1990. The ability to operate on cost leadership is advantageous because it means the hotel will use less capital that is usually high in the case of differentiation, the company will in turn go ahead and offer its products and services at a low price and therefore attract a lot of customers ( Porter 12-23) To further understand forces driving competition within the industry Porter’s model can be used to look at the five forces which shape any industry. These five forces that will determine how well a company can operate in a given environment and be able to satisfy its customers and realize a profit by affecting either the floor or ceiling price for goods and services. The forces in porter’s model include Threat of new entrants Barriers are placed by existing companies and regulatory authorities to prevent new entrants from causing abnormal profit flows for existing companies, some of the threats include government policies, exploiting cost advantages, access to distribution, capital requirements. In this case the hotel industry is known to be very capital-intensive since acquisition property to build hotels is quite expensive. Making this venture of the hotel industry an excellent one is vital since the higher the capital structure of an industry is, the more harder is it for new entrants therefore, companies venturing into this industry can experience some sense of security Intensity of competitive rivalry among existing firms firms within the same industry always compete for the available market this can be th rough powerful competitive strategies, innovation, structure of industry costs, switching costs, degree of product differentiation and so on and therefore the hotel intends to place itself strategically to compete with rivals (Case 11). Threat of substitute products or services-consumers can opt to go for substitute products if quality is better, price is relatively better, or the cost of switching is favorable. The hotel also expects to set strategies that will also compete with any substitute services and products at the same time using its low cost strategy to achieve competitive advantage. The bargaining power of customers-the bargaining power of buyers depends on the number of buyers within the industry who purchase from the available suppliers. The hotel will develop suitable strategies and products that will enable it satisfy consumers while at the same time spend less therefore leaving them feeling as if they have a high bargaining power. The bargaining power of suppliers-Su ppliers who provide raw material can determine the profitability and viability of an industry by setting prices of implements which in turn affect the profit margins (Case 190). Therefore the hotel will devise strategies which will involve multiple sourcing strategies to reduce the barging power of suppliers that may be disadvantageous to the hotel by imposing extravagant expenses. Swot analysis External environment Strategic planning be it short or long term, is done in the light of company’s strength, weaknesses, opportunities and threats. A company’s strengths and weaknesses take a critical look into internal factors such as company resources, culture and structure while on the other hand opportunities and threats take a look at a company’s external environment (Wheelen and Hunger 2002). In business management, external analysis is one of the most important factors of the existence of the company this is because only in the light of what the external environm ent is all about that a company can successfully formulate and pursue strategy. The basic external analysis is an attempt to match an organization with the outside impacts in which the business is situated and how this influences overall strategy. To understand the external analysis on the Hotel International, we have to concentrate on one property of the hotel. Opportunities-The availability of massive tourists and individuals flying into the U.A.E to conduct business is a perfect opportunity that the hotel is expected to pursue and make a profit out of it. Furthermore the economic integration of U.A.E and other countries within Asia is good advantages that can be exploited in the long run to increase and expand the level of business enabling the hotel even go multinational depending on the business environment (Porter 88-120). Threats The increasing level of competition within the Dubai hotel market presents a threat for the hotel. Much bigger and better hotels that have more reso urces may have the ability to imitate and even steal potential clientele. Furthermore, increasing government regulations on the hotel industry is more likely to limit the level of business operations simply because the law has made it clear that there are many compliance rules that the hotel must put in place before operations begin and these compliance regulations may have a quite costly impact on business of the hotel. Internal Environment The internal analysis of a company basically focuses on the strength and weaknesses of the organization itself, and how they impact the total business scenario of the concern and company strategies (Wheelen and Hunger 2002). In this aspect one thing is very important, what can be determined as strength can change into the weakness in another aspect. There are factors like finance, marketing, and the service providing capabilities, the macroeconomic factors, the technological changes and most importantly the different legal matters that come with the maintenance of the properties. Strengths A key strength of the hotel is expected to come from the highly experienced partners who all have had a background in doing business or either the corporate world. The partners are expected to import their wide variety of knowledge and apply it into the hotel to make the hotel business become successful. Furthermore the use of a flat organizational structure means that the managing partner together with other partners will be able to keep a close and keen eye on the business and therefore be part of day to day decision making. This will enable more valid and practical decisions to be made to the advantage of the business (Wheelen Hunger 44). Lastly since the hotel is new it will be much easier and simple for the leadership to mold the most suitable corporate culture into the mindset of their employees. Companies with a good culture are more likely to be effective and highly efficient in the process of service delivery and therefore cons umers of the service may end up being very pleased and highly satisfied (Case 180-188). Weaknesses Constraint financial resource may limit the level of growth that the hotel may intend to achieve during its operations. This is simply because every partner has made it clear that they are willing to operate on a given budget and they are no longer willing to increase the overall capital structure. They instead intend to wait for returns and plough them back into the business. It is this situation that may hinder the hotel from competitively competing with other hotels who are key players within the same segment of the industry. Additionally, lack of previous direct experience by the business partners in the hotel industry may prove as a challenge to the hotel and may at some point present itself as a weakness. Financial analysis Assumptions The business will operate smoothly for the first 3 years. Only 40% of all costs are fixed costs while the rest are variable costs. The business will realize growth in revenues is subsequent years. Table 1: List of total expenses (2010-2013) 2011 $ 2012 $ 2013 $ Rent and lease of property $60,000 $50,000 $50,000 Plant and machinery $60,000 $30,000 $50,000 Advertisements 5,000 4,500 5,000 Promotions and discounts 20,000 8,500 17,500, Training costs 10,000 7,500 7,500 Salaries 20,000 5,500 6,500 Tax 5,000 2,500 3,000 Literature, catalogs and websites 5,000 4,000 5,000 Sponsorship agreements 5,000 5,000 2,000 Administrative costs 10,000 9,500 4,000 Total Sales and Marketing Expenses 200,000 130,000 150,500 Sales Forecast Table 2: Sales Forecast for years (2010-2013) Year 2011 2012 2013 Sales $300,000 $400,200 $500,880 Expense Forecast Expenses will be incurred on labor costs, equipment and departmental costs, as well as advertising and promotional activities. Labor costs for the company are not expected to rise drastically since employees may be re-assigned to operate in the new department. New personnel may be sourced for if need arises. Labor, advertizing and promotional expenditures are estimated to be around 20 percent of the proceeds from the department. Breakeven Table 3: Contribution Margin Forecast (2010-2013) Year 2011 2012 2013 Total Revenue $300,000 $400,200 $500,880 Total Expenses $200,000 $130,050 $150,500 By assuming that 40% of all costs are fixed costs and the rest are variable costs then the breakeven point in dollars using the formula break even=fixed costs/total variable cost/total sales revenue will be Year 1 =$ 133,333 Year2 =$64,621 Year3=$73,415 Pro forma Profit and Loss Statement XYZ Hotel YEAR 1 Year 2 Year 3 TOTAL SALES $300,000 Total sales $ 400,200 Total sales $500,880 Total expenses $80,000 Total expenses $50,050 Total expenses $50,050 Net profit Net profit Net profit $100,000 $270,150 $350,750 NB: When adding up the total expenses it is advisable to subtract any capital expenditures that may have been used to acqui re assets which will be used to realize future benefits for XYZ hotel. Therefore prepaid rent is an asset and so are plant equipment and machinery therefore they will not be included as expenses. Until the end of the financial period falling under year one pre-paid rent will be then entered into financial records as an expense once it has been fully consumed. Pro forma Balance sheet for XYZ Hotel Assets Cash 130,000 Prepaid Rent 60,000 Plant and equipment 60,000 TOTAL Assets 250,000 Liabilities Equity Capital (500 shares @ $50) 250,000 Total Liabilities 250,000 Implementation Milestones The brand management department will constantly evaluate its performance levels, which will be measured in comparison to the anticipated contribution margins in the three years of operations. Implementation will start by setting simple short term goals which by using special tactics which will be incrementally applied in order to achieve, long term objectives of department and the company as a whole. Follow up will be done on a periodical basis so as to make sure that initiatives are complete and targets realized. The plans made should be specific, so that performance can be measurable and realistic enough so that they can be achievable. Once a concrete plan is set upon, milestones will be agreed upon to aid in the implementation process. Therefore key performance indicators such as month to month customer traffic, sales levels and inventory levels, consumer satisfaction reports can be used in the process of changing and altering strategy. Conclusion Businessmen and entrepreneurs can no longer ignore the importance of business planning and strategic planning because they are a key pillar of success for both startup and mature business organizations. It is therefore important to develop plans and ensure that implementation is done within time, furthermore it is important to continuously evaluate progress of business plans and also make strategic adjustments when necessary in ord er to achieve overall organizational objectives. Case, James. Competition: The Birth of a New Science (180-236). New York, NY: Farrar, Straus and Giroux, 2008. Print. Kotler, Philip. Marketing Insights from A to Z: 80 concepts every manager needs to know, New Jersey: John Wiley Sons Inc, 2003. Kotler, Philip. Principles of marketing, (2nd edn), New York: Prentice Hall, 1999. Porter Michael. The Competitive advantage of nations, illustrated edn, Northampton, MA: Free Press, 1990.Print. Wheelen, Thomas. Hunger, David. Strategic management and business policy. New Jersey: Prentice Hall, 2002.

Mideval heros essays

Mideval heros essays During the medieval era, many different heroes proved to be chivalric. Three of these heroes are Beowulf, Sir Gawain, and King Arthur. All these men have won great battles, which in turn endow them with hero status among their faithful subjects. These three heroes possess chivalric qualities, but none of them are perfect. All three have weaknesses and strengths, which give them the ultimate challenge of proving themselves chivalric. Beowulf exhibits many weaknesses and strengths, which he portrays in battle. He doesnt believe in using weapons in battle. When he fights the dragon, he becomes mortally wounded because of his old age and slow reflexes. On the might of his hand, as a man must do who thinks to win in the welter of battle enduring glory; he fears not death (Shaw 1). His beliefs have proven to be unwise. He should have realized sooner that letting his fate overthrow his wisdom would get the best of him in the end. There is no question that he is a great warrior, however, he lets his courage overtake his good judgment. The infamous killer fought for his freedom, wanting no flesh but retreat, desiring nothing but escape; his claws had been caught, he was trapped (Anonymous 31-32). By leading his army into successful battles, Beowulf proves his chivalry. He understands what needs to be done to win, and this is one of his greatest strengths. However, while Beowulf has good intentions, his wea knesses outweigh his strengths. Sir Gawain, from the story SGGK, also has many strengths and weaknesses. When the Green Knight challenges King Arthur, Sir Gawain tells him: This affair is too foolish to fall you (Shaw 1). Sir Gawain knows that the possible death of the king would be destructive to the community. His honor is set by his loyalty to his king. His downfall comes soon after: When the lord returns on the third day, Gawain gives him a kiss but does ...

Quotes About What a 50th Birthday Means

Quotes About What a 50th Birthday Means If you are turning fifty, my hearty congratulations on the golden jubilee celebrations! Let the wine pour and the music roll, as you watch your life unfurl. Now that you are free of several responsibilities, you can sit back and enjoy the fruits of your labor. Here are some wonderful 50th birthday quotes to keep you rocking for the next decade! Victor Hugo: Forty is the old age of youth; fifty is the youth of old age.TS Eliot: The years between fifty and seventy are the hardest. You are always being asked to do things, and yet you are not decrepit enough to turn them down.Sophie Tucker: From birth to age eighteen, a girl needs good parents. From eighteen to thirty-five, she needs good looks. From thirty-five to fifty-five, she needs a good personality. From fifty-five on she needs good cash.Coco Chanel: Nature gives you the face you have at twenty, but its up to you to merit the face you have at fifty.Elizabeth Cady Stanton: The heyday of womans life is the shady side of fifty!Bob Geldof: I do think I feel it but you dont think you are cause at a certain time you are no age but you dont think you are anything. You feel the life you have lived. I feel that. Its been a long fifty years.Dawn Wells: Just because a woman is over fifty does not mean she no longer has anything to offer. If anything, we have so much more to offer! We have lived life, we get better with age. I do my best work now in my 60s. Sure, I could retire; but what would I do? Play Bingo? I think not! Cindy Crawford: The face you have at age twenty-five is the face God gave you, but the face you have after fifty is the face you earned.

(Marriage and Family) - No Matter What Essay Example | Topics and Well Written Essays - 1500 words

(Marriage and Family) - No Matter What - Essay Example strategies for creating and sustaining safety in a relationship, and is specifically focused on the marriage relationship, from a primarily Christian Baptist perspective. Abraham Maslow’s theory suggests that safety is a priority need, right after we satisfy the basic needs of the body. Until safety needs are met, a person is not motivated to develop social belongingness, status and self-satisfaction, and to develop their highest potential (abraham-maslow.com, 2008). Applying that theory to marriage, the most primary need, right after establishing and consummating a legal union, is to cultivate safety in the relationship. If one or both partners do not experience the relationship as being safe, then there is no motivation for maintaining the connection, no motivation to have a family and define accomplishments, no reason to struggle toward developing into something extraordinary. When deficiency needs are unmet, growth cannot be prioritized (abraham-maslow.com, 2008). One foundation for a healthy relationship, in which safety prevails, is to develop a relationship with the right person. This necessitates having a close relationship with Jesus Christ, and recognizing the leading of the Holy Spirit. God has a plan for everyone’s life. If we live according to that plan, then we have a major motivation for building a healthy relationship, and safety is imperative in a healthy relationship. If both partners are tuned in to God, then the relationship has a safety-encouraging container. The Bible has given instructions and role models for having a good marriage relationship. The husband is placed in a leadership role, being the head of the house, and women are expected to support his authority. However, men are told to honor and love their wives, so leadership is not an excuse for bossiness, selfishness or abuse. The Song of Solomon provides a model for the importance of healthy sexuality, and Proverbs indicates that the woman whose value is beyond

BIOL 232 Human Physiology - assignment Essay Example | Topics and Well Written Essays - 1000 words

BIOL 232 Human Physiology - assignment - Essay Example The ACE inhibitor corrects this problem by inhibiting angiogenesis-converting enzymes, which in turn lower the activity level of the renin-angiotensin-aldosterone system (RAAS). This allows renin from the juxtaglomerular apparatus to produce angiotensin, which tells the adrenal glands to produce aldosterone. The ACEI tells the body to do this, thus keeping the blood pressure under control. If the woman was to start taking this, and blood and urine samples were taken, I would see an abnormal level of both sodium and potassium. The woman’s sodium levels would be higher, due to the fact that by using angiotensin produced by the body via the ACEI, it will create more aldosterone, which in turn will cause her kidney tubules to retain more sodium ions. For the same reason, her potassium levels would be lower, as the aldosterone causes kidney tubules to excrete potassium. The ACEI will affect the woman’s cardiac cycle by constricting her arterioles. This will cause arterial bl ood pressure to rise, while decreasing the blood flow. Regardless of the dosage, the woman will have an increase in myocardial capillarization. The glomular filtration rate is the same, which in turn increases her capillary filtration, in spite of lowered kidney blood flow. ... Explain in detail how this weapon would affect the following: a) heart rate, b) kidney function, c) absorption of nutrients following digestion. This weapon would affect the Na/K pump’s action by raising the person’s heart rate, as the Na/K pump’s action would reduce. In addition, it would increase the person’s atrial fibrillation, chances of heart failure, and atrial fluttering. The Na/K pump would no longer be able to assist with myocardial contractility, increasing stroke possibility, decreased tissue perfusion, lowered hemodynamics and worsening of the ventricular function curve. The weapon would affect the kidney function by decreasing renal blood flow, thus raising the glomular filtration rate, which decreases capillary filtration. This in turn will reduce to amount of aldosterone secreted by the body, decreasing sodium absorption and increasing potassium ions within the body. This is because the aldosterone has been reduced; therefore, the kidneys d o not secrete enough potassium. This lowers blood volume and lowers blood pressure. Finally, the weapon would affect nutrient absorption in the rumen of the small and large intestines due to a decrease of cellular sodium levels due to the reduced activity of the Na/K pump. This lowers sodium instability in the gastrointestinal system, lowering the body’s ability to absorb nutrients properly. Question 3. Organophosphates are chemical agents that bind to and inhibit acetylcholine esterase. Explain the effects of exposure to high levels of organophosphates on the somatic nervous system and the parasympathetic division of the autonomic nervous system. Be sure to explain the physiological mechanisms behind these effects. Explain why a person who has

Investgative Report Essay Example | Topics and Well Written Essays - 1500 words

Investgative Report - Essay Example e terraces to have a better view of both the interior and external sections of the restraint as I took notes of how the premises operates together with other notable things that I would be able to witness. To begin with, the hotel is strategically located in Fort Lauderdale with a perfect view of the ocean whereby the fresh breeze blows off to create a beautiful ambiance for the revelers. Casablanca cafà © is conveniently located in the sense that it is easily accessible and at the same time convenient since anyone who intends to visit the restaurant can conveniently access it either through bus or the numerous taxi that are available along 3049 Alhambra Street. The restaurant is housed in a beautifully restored ancient home that has a perfect finish both in the interior and exterior that creates a sensational ambiance for visitors that come in. The interior dà ©cor is designed in a manner that makes it perfect for dinner outings and romantic dates since it is cozy and with some jazz music playing from the music bar. The cafà © offers a wide variety of cuisines as I would observe from their menu. The range includes food from various cultures for instance; Mediterranean, French as w ell as the indigenous American cuisines. It is an advantage to the restaurant since it does not limit its services to an individual culture of foods but packages its services in a manner that will attract clients across cultures due to the room for choice that is available. The services at Casablanca cafà © are impressive, personally I asked for a coffee latte and within the next one minute my order was already processed and I was enjoying my drink. I notice the joint is a favorite spot for many people reason being the time I spent at the establishment close to one hundred clients checked in a majority of who were coming in for an early dinner. I observed a significant number making out with takeaway food an impressive phenomenon that I noted. It is prudent to notice that some clients may

What strenghts do you have that will allow you to succeed as a Essay

What strenghts do you have that will allow you to succeed as a Physician assistant - Essay Example Being detail oriented is key for physician assistants, for example, when doing diagnoses and administering treatments. I am also strong and can act fast which gives me the capacity to respond to various issues. Physician assistants need to be humble – a quality that comes in handy especially when there is need for one to know their limits. They should also have the ability to handle stress. Furthermore, they should have the capacity to make sound judgements fast as they sometimes work under a lot of pressure and have to multi task. A self examination reveals that I am always keen to detail, can effectively handle stress, and can respond well to pressure and situations that require multi-tasking. Yet again, I am a good communicator. Effective communication goes a long way in helping establishing good relations between the different stakeholders. In conclusion, I have several strengths that make me fit for a physician assistant position. I am compassionate, humble, keen to detail, a good communicator, strong and can manage stress effectively, just to mention a few of my

World of coffee Term Paper Example | Topics and Well Written Essays - 1250 words

World of coffee - Term Paper Example After trying to make the same drink using several leaves unsuccessfully, he travelled to Ethiopia and came back with leaves that he plucked from a coffee plant. He did not produce very good coffee, but he noted a big change. This drink has since gained popularity and is the most popular beverage product in the world, and it will maintain this popularity in the future. As the years passed and coffee became common to people, its description also became clearer. Coffee species fall into two main classes, Arabica and Robusta. Arabica’s scientific name is Coffea Arabica L. while Robusta’s scientific name is Coffea canephora. The coffee trees or shrubs measure between 2 to 7 meters and have leaves that are alternate, oval, pointed, and shiny. Leaves measure between 7 to 20 centimeters long and 3 to 7 centimeters wide. Coffee shrubs produce white flowers that have thick clusters on their axils. The shrubs produce fruits that are yellow, dark red, or pink in color when ripe. When the fruits dry, they turn to brown, fleshy, and ovoid berries that are between 1.2 cm and 1.6 cm in length (Virginia, Smith, Steiman, & Elevitch, 2013). Today, coffee has evolved from an elusively understood shrub to a widely farmed plant in Africa, South America, and other regions. Since the discovery of coffee by Kaldi, farmers in various parts of the world have practiced coffee farming. Most of the coffee emanates from subtropical regions and areas that lie along the equator. Equatorial regions and subtropical countries that fall on either side of the equator are humid and warm, thereby suitable for coffee farming. Arabica coffee, for instance, performs best in these subtropical environments. Coffee farmers exist in more than fifty nations within coffee bands, all over the globe, subsuming myriad developing nations. Coffee plantations exist in areas as far as South America, India, Indonesia, Africa, and

Did the board act ethically Research Paper Example | Topics and Well Written Essays - 750 words

Did the board act ethically - Research Paper Example Patients demand for services of the machines are more than the hospitals capacity. As a result, decision is to be made on the patients that are to be offered services from the facilities. Some hospitals have formed boards consisting of medical personnel and members of their communities to help in deciding on the people to be offered the limited services. Though the medical condition of the patients are taken into consideration, other factors such as personal and social characteristics such as age, job, number of dependants, status of the patient’s job among others are prioritized by the boards whose common aim is to maximize the utility of the limited machinery. The boards should have an ethical decision making process. This would begin by collecting necessary information about the problem followed by definition of the problem, selecting patients for care. All the relevant stakeholders in the case would then be considered before identification of available alternatives. The board would have then weighed the merits and disadvantages of each alternative before making a decision. A suitable ethical decision would however be based on consideration of ethical principles as discussed bellow (Potts and Mandleco, p. 40). One of the ethical principles that are applicable to the case is the principle of autonomy. Autonomy refers to a person’s authority over factors around him. The ethical principle induces the concept that every individual has the power to make decisions on matters affecting him or her (Brunner et al., p. 40). Another ethical principle that is applicable to the case, the doctrine of beneficence, is defined as a person’s responsibility to do good to other members of the society. It is base on actions of individual that are expected not to cause harm to others in the society. Professional fidelity is another principle that is directly applicable

World of coffee Term Paper Example | Topics and Well Written Essays - 1250 words

World of coffee - Term Paper Example After trying to make the same drink using several leaves unsuccessfully, he travelled to Ethiopia and came back with leaves that he plucked from a coffee plant. He did not produce very good coffee, but he noted a big change. This drink has since gained popularity and is the most popular beverage product in the world, and it will maintain this popularity in the future. As the years passed and coffee became common to people, its description also became clearer. Coffee species fall into two main classes, Arabica and Robusta. Arabica’s scientific name is Coffea Arabica L. while Robusta’s scientific name is Coffea canephora. The coffee trees or shrubs measure between 2 to 7 meters and have leaves that are alternate, oval, pointed, and shiny. Leaves measure between 7 to 20 centimeters long and 3 to 7 centimeters wide. Coffee shrubs produce white flowers that have thick clusters on their axils. The shrubs produce fruits that are yellow, dark red, or pink in color when ripe. When the fruits dry, they turn to brown, fleshy, and ovoid berries that are between 1.2 cm and 1.6 cm in length (Virginia, Smith, Steiman, & Elevitch, 2013). Today, coffee has evolved from an elusively understood shrub to a widely farmed plant in Africa, South America, and other regions. Since the discovery of coffee by Kaldi, farmers in various parts of the world have practiced coffee farming. Most of the coffee emanates from subtropical regions and areas that lie along the equator. Equatorial regions and subtropical countries that fall on either side of the equator are humid and warm, thereby suitable for coffee farming. Arabica coffee, for instance, performs best in these subtropical environments. Coffee farmers exist in more than fifty nations within coffee bands, all over the globe, subsuming myriad developing nations. Coffee plantations exist in areas as far as South America, India, Indonesia, Africa, and