Effectiveness of Relapse Prevention Therapy - 1009 Words

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Definitions Of A Computer Network - 2783 Words

Define and explain the following terminologies Computer network: In a computer network, relevant equipment is interconnected through the usage of wires or wireless mechanisms in order to exchange data. In particular, a computer network allows for info and data to be exchanged, at an instance, from one interconnected spot to another. In such case, a client/server system applies; a terminal is directly connected to a relevant local area network (LAN). In contemporaneous business-doing, computers are usually connected through LAN to shared office resources (i.e. software) located on a relevant office server that allows for interconnection of users, who can use available office resources via terminals that act as connection points (Kuross †¦show more content†¦In a LAN, terminals can be connected to a central terminal (i.e. computer) that may act as the means for the particular network to achieve external intercommunication as well. In such case, a LAN of a certain building A can be interconnected to the LAN of a certain building B through a local area network-to-local area network infrastructure. Such interconnection is highly useful and significant when in need to save cost by sharing a printer, for example, between departments that would need, otherwise, separate printing devices (Kuross Ross, 2005, p.34). Metropolitan area networks (MANs) In a Metropolitan Area Network (MAN), parties (i.e. companies, individuals, etc.) can be interconnected with each other and connect to the Internet in an area of up to 50 kilometers. In a MAN, local area networks can be interconnected with a metropolitan area network through appropriate network infrastructure consisting of fiber-optic links that allow for fast interconnection between client/server LAN and for a connection to a relevant Internet Service Provider. The usage of a MAN, allows for companies to have access to ISP services and to the software that is being hosted in an ISP although being off site (Kuross Ross, 2005, p.35). Wide area networks (WANs) Wide Area Networks constitute the next stage of MANs; interconnections between computer networks have no geographical limit and can extend to cities, prefectures, countries and the whole world. Through the usage of a wide

Business Plan African Second Kitchen Free Essays

1Executive Summary 1.1 Description of Business This restaurant/ethnic food business plan is a candid disclosure of African Second Kitchen business proposal. Our intent is to set realistic business expectations, and eliminate any questions about the profitability of this business venture. We will write a custom essay sample on Business Plan: African Second Kitchen or any similar topic only for you Order Now Entrepreneurs have a tendency to paint the restaurant business plan with a very optimistic brush, highlighting strengths and camouflaging the risks. We, as business owners, have a vested stake and financial commitment in the success of this restaurant. Our intent is to have a definitive business, financial, and marketing plan that not only serves our need for capital financing, but is utilised as our daily business roadmap. We have taken all precautions to validate our business and financial models, focusing on realistic projections. 1.2 Finance Required The total capital requirement to launch African Second Kitchen is ?40,000 of which ?35,000 is allocated to start-up capital, and ?5,000 as business operations cash reserve. This Plan is being submitted in order to secure a Business loan for ?25,000. The loan will be used towards Equipment purchase, Design, Construction, and Operational Start-Up expenses. Owners, Mr. Ajetunmobi Ajayi and Mr. Paul Sangosanya are investing ?6,000 in personal capital. Private Investors, who will be part owners with a non-managerial interest in the business, will contribute the remaining ?9,000. As owners, our commitment is to take personal accountability for all financial debt. We have taken the necessary precautions to ensure the business is fully capitalized, and have addressed all financial shortfalls to ensure a successful business start-up. Under a realistic scenario, the company should have over ?5,000 in cash balance the third year. Even with the worst-case sales scenario, we reach a Net Worth break even at the end of Year 5. On a linear projection, the entire financial debt will be retired by Year 7. 1.3 Business Differentiation Our concept combines variety, ambiance, entertainment and a superior staff to create a sense of ‘place’ in order to reach our goal of overall value in the dining/entertainment experience. We offer fair profits for the owners and investors, and a rewarding place to work for the employees. Our unique mode of business operations which we value as keys to Success are: Unique, Innovative Contemporary: The creation of a unique and innovative fine dining atmosphere will differentiate us from the competition. The restaurant will stand out from the other restaurants in the area because of the unique design and decor. We will offer a fine dining experience in an electric atmosphere. Product quality: great food, great service and atmosphere. ‘Spice of Life’ Menu: The menu will appeal to a wide and varied clientele. Our eclectic menu features regional specialties in African dishes from Ikokore-Ijebu, Asharo, Pounded Yam, Eba, Lafu-isu, Lafu-Elubo, Bokoto, Abodi, Gbegiri, Egusi-Ijebu, Efo-riro, Efo-Elegusi, Roasted Meat, Suya, Fresh Fish, Crabs, to Rice, Beans and Fried Plantain . Employee Retention Focus: Employee retention and development programs will be a primary focus and success platform for this business. Through these programs, we will be able to draw seasoned and elite professionals and build a committed work force. We have budgeted for a stock option program for Chef and Management positions to subsidize a lower salary base. This lowers our immediate overhead and attracts quality staff. Cost Control Focus: We will control costs at all times, without exception. Cost Control will be an integrated function of the restaurant from the onset. Cost control is about managing the numbers – interpreting and comparing the numbers that impact the bottom line. 80 percent of the success of a restaurant is determined before it opens. Our focus is to reduce the cost of goods sold to meet our profit margin goals by managing the following crucial elements of cost: Purchasing, Receiving, Storage, Issuing Inventory, Rough Preparation, Service Preparation, Portioning, Order Taking, Cash Receipts, Bank Deposits and Accounts Payable. We will use of this restaurant/ethnic food business plan to track actual costs against our forecasts in managing the business. Due to intense competition, restaurateurs must look for ways to differentiate their business to achieve and maintain a competitive advantage. Barking Dagenham redevelopment requires a place that will fit into the ‘new look’ of the community, one that is contemporary and entertaining. African Second Kitchen will fill that niche. 1.4 Business Credibility Entrepreneurs have a tendency to paint the restaurant business plan with a very optimistic brush, highlighting strengths and camouflaging the risks. We, as business owners, have a vested stake and financial commitment in the success of this restaurant. Our intent is to have a definitive business, financial, and marketing plan that not only serves our need for capital financing, but is utilised as our daily business roadmap. We have taken all precautions to validate our business and financial models, focusing on realistic projections. We have accomplished this as follows: Our financial model is rooted in industry facts, not optimism. We have based costs on our vast industry and practical experience with similar ventures, validation against National Restaurant industry cost averages, and analysis against local Barking Dagenham market averages. We have taken a collective look at all figures to make solid business estimates. Our business concept was derived from detailed Market Analyses. Instead of building a business around a preconceived concept, we analysed the market findings and built a concept around our consumers. In other words, our business is built to service an unmet consumer ‘want’. A buffered financial plan that ensures adequate capitalization. A contingency buffer is included in the start-up cost to ensure the business is not under financed, as well as giving the business adequate funding to sustain it in the first six months of start-up. Our industry experience confirms a longer ramp-up stage for restaurants over other retail/service businesses. A common mistake for new entrepreneurs, but fully addressed in this business plan. A solid Risk Mitigation Plan. We have evaluated traditional and non-traditional risks associated with Restaurant failure and accounted for them directly in the business plan. Instead of dismissing the risks, we have identified valid mitigation strategies for each. Deep Management Experience. Our management team has 20 years combined experience, involved with over 86 restaurant openings, and deep involvement with the Barking Dagenham restaurant industry. 2The Company and its Industry 2.1 Purpose of the Company 2.1.1 Mission African Second Kitchen will be an inspiring restaurant, combining an eclectic atmosphere with excellent and interesting food. The mission is to have not only a great food selection, but also efficient and superior service – customer satisfaction is our paramount objective. African Second Kitchen will be the restaurant of choice for a mature and adult crowd, couples and singles, young and old, male or female. 2.1.2 Objectives African Second Kitchen’s objectives for the first three years of operation include: Keeping food costs at less than 35% of revenue Improving our Gross Margin from 65.41% in Year 1 to 67.10 in Year 2 These are attainable targets; our ‘stretch’ is to attain 70.73% by Year Keeping employee labour cost between 25-27% of total sales Remaining a small, unique restaurant with eclectic food and service Averaging sales between ?525,000 – ?630,000 per year Promoting and expanding the African Second Kitchen concept as a unique Midtown destination restaurant. Expanding our marketing and advertising in Barking Dagenham and in the neighbouring Boroughs to increase our customer base Achieving a profitable investment return for investors for Years 2 – 6. 2.2 Company founders and Skills sets The restaurant will start out as African Second Kitchen Limited, owned by its founders, Ajetunmobi Ajayi and Paul Sangosanyaa. Mr. Sagosanya will function as the General Manager and Executive Chef, and Mr. Ajayi as Managing Partner. Mr. Ajayi and Mr. Sangosanya have a long-standing professional relationship in the restaurant industry, stemming back to Nigeria. Mr. Sangosanya is an accomplished restaurateur, having owned several full-service restaurants. He currently owns Currys Restaurant in Ijebu-Ode, and Mr Biggs in Lagos. Mr. Sangosanya is also an international Restaurant Consultant for top organizations such as Chicken Republic and Pizza hut. Mr. Ajayi has a background in International Business Management, and is certified in Restaurant and Hotel Management. Under the management of Mr Ajayi, Mcdonalds was a feature restaurant in London, and distinguished as a top 10 restaurant while under his management from 2002 – 2010. 2.3 Competitive Differentials Unique, Innovative Contemporary: The creation of a unique and innovative fine dining atmosphere will differentiate us from the competition. The restaurant will stand out from the other restaurants in the area because of the unique design and decor. We will offer a fine dining experience in an electric atmosphere. Product quality: great food, great service and atmosphere. Employee Retention Focus: Employee retention and development programs will be a primary focus and success platform for this business. Through these programs, we will be able to draw seasoned and elite professionals and build a committed work force. We have budgeted for a stock option program for Chef and Management positions to subsidize a lower salary base. This lowers our immediate overhead and attracts quality staff. 3Products / Services 3.1 Distinctive Qualities 3.1.1 Services Our food will be of the finest quality and prepared with exotic flare. Customer satisfaction is the driving force behind our success. We will change our menu every 4 months, but maintain the ‘favourites’ for loyal patrons. Portions will be modestly sized, garnished with stunning presentation. The kitchen staff will have the best in culinary education and work experience. Their creative talents will compliment one another. The lounge and restaurant staff will offer the finest service in an electric atmosphere and offer customers an extraordinary dining experience. 3.1.2 African Second Kitchen Menus The menu flows together to create complementary elements. Normal dining will have a reduced Appetizer and Entree selection, while the Fusion Dim Sum menu will have special items featured only for after-hours dining. The final menu will be defined by the Executive Chef and paired with the wine menu. We have carefully selected a premium wine, beer, and alcohol listing, from which we will choose a modest rotating selection. The menu will appeal to a wide and varied clientele. Our eclectic menu features regional specialties in African dishes. The list below offers a small selection of our opening menu offerings: Ikokore-Ijebu, Asharo, Pounded Yam, Eba, Lafu-isu, Lafu-Elubo, Bokoto, Abodi, Gbegiri, Egusi-Ijebu, Efo-riro, Efo-Elegusi, Roasted Meat, Suya, Fresh Fish, Crabs, to Rice, Beans and Fried Plantain. 3.1.3 Main Dish Amala Gbegiri with roasted Meat or Fresh Fish; Pounded yam Efo-riro with roasted Meat or Fresh Fish; Pounded yam Efo-elegusi with roasted Meat or Fresh Fish; Pounded yam Egusi-Ijebu with roasted Meat or Fresh Fish; Rice with Roasted Meat or Fresh Fish; Rice Beans with Fresh Fish or Roasted Meat; Rice Fried Plantain with Fresh Fish or Roasted Meat Bamboo Chicken Satay w/ kaffir lime and Sesame marmalade 3.1.4 African Second Kitchen Appetizers Suya, Crab, Pepper soup with fresh fish; Bread basket served with Olive oil, Black Pepper, and Goat Cheese dip; Blue Crab Fritters with Mango-Tamarind sauce; Crab Cake medallions w/ Shrimp Lobster; Mixed Seafood served with couscous siding 3.1.5 Salads Mixed Greens with Spanish sherry wine vinaigrette; Asian pear and Endive Salad with Blue Cheese Walnuts and Banana Leaf; Herb Roasted Chicken with Coo-Chee (House) spices 3.1.6 Desserts Chocolate Chunk Bread Pudding w/ Bourbon Cherry sauce; Second Kitchen Chocolate Explosion – Milk, Dark and White chocolate; Second Kitchen Fruit Plate; Specialty Drinks Coffees (?2.5 – 6.5) A key source of revenue for the restaurant will be alcohol and bar sales. The restaurant will feature exotic drinks on a separate menu. Alcoholic drink specials will be featured, as well as a large non-alcoholic selection. After-hours bar service will feature selections of non-alcoholic drinks to increase bar sales during lunch and after regulatory hours. Bar pricing is competitive; prices range from ?2.50 to 4.85. Non-alcoholic drinks will be in the higher price bracket due to preparation requirements. Prices will range from ?3.25 to 6.50. 3.2 Market Analysis Summary Instead of building a business around a preconceived concept, we conducted market research and built a concept around our consumers. Our market analysis identified the following key drivers as areas of opportunity to service Barking and Dagenham’s restaurant customers: 3.2.1 Menu Variety Ethnic restaurants are increasing in Barking and Dagenham. The proliferation of international cookbooks, food magazines, TV cooking shows and imported goods offers ample evidence that London and greater London, as a whole, is currently on an international tasting spree. In fact, eating places that identify themselves as ethnic establishments numbered nearly 78,000 in 2009 and recorded sales of ?20.5 billion. Our research results do not identify any single ethnic style of restaurant as desired, but rather suggest that incorporating strong multi-ethnic influences in the menu selection will be popular. Again, variety is the underlying element for this concept. 3.2.2 The Dining Experience Customer satisfaction with food and service has been and continues to be of utmost importance, but our findings indicate that the decor, lighting, bar, and other options to improve the dining experience are also factors in customer decisions. African Second Kitchen takes all these factors in consideration for the design of this cosmopolitan restaurant. 3.2.3 Reasonable Prices This was no surprise given the economic tide. Although the restaurant industry as a whole has seen growth in 2008/2009, customers are demanding value for their dining Sterling. African Second Kitchen’s menu is priced at a mid-tier level, with no Main Dish over ?15. In addition we have an extended Appetizer selection priced between ?2.50 – ?6.50, allowing budget dining in a full-service restaurant. 4Markets 4.1 Target Market Segment Strategy African Second Kitchen intends to cater for a wide customer base. We want everyone to feel welcome and entertained. We have defined the following groups as targeted segments that contribute to our growth projections: 4.1.1 Tourists Barking Dagenham attracts many vacationers during the summer months of May through September. African Second Kitchen will be a destination dining locale, with its attractive atmosphere, international menu, and lounge. A large percentage of the tourist population are vacationing singles, here to socialize and be entertained. This is especially true for the tourist population that visit for sporting and social events – they are not interested in family establishments. These particular market segments are 25-45 years old, have disposable income, and are seeking upscale, trendy, and comfortable restaurant options. These are the types of people who frequent other restaurants and bars in the area. They are likely to spend more on experiences they perceive as unique, cosmopolitan, and sophisticated. They are also the most open to trying something new, foodwise, and will embrace our international fusion cuisine 4.1.2 The Business Person They work hard all day and often stay overnight in a strange city. They need a competent establishment that helps impress clients and prospects. Afterward, they want to relax and use the money they are making (or are expensed by their company). They spend the most on drinks, food and tips. African Second Kitchen’s cosmopolitan flair and comfortable atmosphere will be perfect for sophisticated business people, whether they live in and around Barking Dagenham or are here for work. 4.1.3 Downtown Barking Dagenham’s Couples The restaurant will have an intimate, romantic, enticing adult atmosphere that suggests â€Å"date.† African Second Kitchen will be the best date location in town. These young Midtown couples are generally very successful working professionals. In most cases they are budgeting to eat out on a regular basis, as they don’t have the time to prepare food nightly. 4.1.4 The Destination Customer Barking and Dagenham is a very ‘sectioned’ city, and consumers often look only in their own neighbourhoods for restaurant options. African Second Kitchen will break these habits, using marketing to draw customers from outside the main city limits. African Second Kitchen will be a destination restaurant. Our Destination Clients tend to be new suburbanites that miss the excitement of the inner city. They have disposable income, and will spend quite a bit on such outings. African Second Kitchen will be especially appealing to married suburban couples indulging themselves with a â€Å"date night† downtown, away from the kids. Many of these consumers are new to Barking Dagenham from larger cities, accustomed to dining within the city and at non-franchised restaurants 4.1.5 High-end Singles We will attract them with our eclectic atmosphere and layout. Our international menu, striking decor, entertainment and events, excellent service and engaging clientele will confirm the feeling of being in â€Å"the in place† in Barking Dagenham. These are the individuals that pride themselves on socializing and dining at the premier locations – The Image Seekers. 4.2 Service Business Analysis The restaurant industry is highly competitive and risky. The owners know this through their many years of experience opening, running, and improving restaurants across Nigeria and at the International Scene. Most new restaurants opened by inexperienced owners struggle or fail. However, those based on solid understandings of the market needs, and management of inventory and staff have a much higher chance of success, especially when combined with prior experience in the restaurant industry. Restaurants make money by taking inexpensive ingredients, combining them in creative ways, cooking them properly, and selling them at a much higher price. Any ingredients wasted in the kitchen are money thrown out. Any time wasted in seating customers, taking orders or preparing food is money walking away. While some entrepreneurs think that success is as simple as a good location and a trendy concept, we know the truth: To succeed in the restaurant industry, you need an understanding of the risks and financial conditions, the ability to handle enormous pressure, and the organizational skills to bring off what is essentially a giant catered party, two to three times a day. 4.3 Strategy and Implementation Summary Our strategy is simple. We intend to succeed by giving people a combination of excellent and interesting food in an environment that appeals to a wide and varied group of successful adults. We will focus on establishing a strong identity in our community with a grand opening. Our main focus in marketing thereafter will be to increase customer awareness in the surrounding communities. We will direct all of our tactics and programs toward the goal of explaining who we are and what we do. We will keep our standards high and execute the concept flawlessly, so that word-of-mouth will be our main marketing force. We will create an appealing and entertaining environment with unbeatable quality at an exceptional price. As an exciting and eclectic restaurant, we will be the talk of the town. Therefore, the execution of our concept is the most critical element of our plan. All menu items are moderately priced for the area. While we are not striving to be the lowest-priced restaurant, we are aiming to offer exceptional food at reasonable prices for the average restaurant diner. 4.4 Possibilities for Growth within Market Segmentation 4.5 Competition and Buying Patterns In 2009, the top ten African restaurants shared two things: cosy, hip interiors and reasonably priced, regionally specialized menus. Only one of them offered traditional â€Å"British† cooking. And half of them were located in Midtown. Our competitors are heading in the right direction, but only African Second Kitchen is based on sound market research in the local market. Barking Dagenham consumers are seeking variety and new experiences. Location is clearly important, but so is atmosphere and distinctiveness. Our marketing challenge is thus to stand out from our competitors, not only as the â€Å"new† restaurant, but as one that offers consistently high quality food, menu variety, and a unique atmosphere. Maintaining our edge will depend partly on marketing ourselves as an adult-only destination, and not a family restaurant. 4.6 Failed Restaurant Analysis: Mumbo Jumbo Mumbo Jumbo was a strong competitor that was severely impacted by the patronage demise during the Financial Crisis. I also completed an analysis of this restaurant back in 2009. Several factors led to closing of this restaurant: 4.6.1 Location: This was a very cosmopolitan restaurant located in a core business community. The restaurant was hidden in cross streets and away from the general street traffic. This was a destination restaurant and a secondary selection for the general customer base in this area. Lesson Learned: As part of this analysis, we have determined that the downtown core is not a good fit for the African Second Kitchen concept. We will limit our site selection to Barking Town Centre. Barking Town Centre is major growth area and is developing the residential infrastructure in pace with the business infrastructure. 4.6.2 Customer Segment: The primary customer base is the business person and tourist. The largest percentage of this customer segment will be looking for a restaurant in which to conduct business or a family establishment; Mumbo Jumbo would not be a primary selection in either case. Lesson Learned: African Second Kitchen target market demographics are perfectly in alignment with the Barking Town Centre’s profile. Barking Town Centre has a business core as well as a residential core. We will look to the business core for our primary daytime business, but to our residential core for our dinner and after-hours patronage. In addition, the business core will look to African Second Kitchen as a place of socialization for dinner and after-hours unwinding. Mumbo Jumbo depended on the business segment for their lunch and dinner profits, and customers who would travel from outside the Borough to eat at the restaurant – there was no static dinner segment. 4.6.3 Visibility: Mumbo Jumbo was situated on a cross street behind the main street. Lesson Learned: Although being situated on a main street is not a key in the Town centre, we will ensure that visibility is part of our site selection criteria. In addition, we will use signage and exterior decor as means to attract customers and get noticed. 4.7 Competitors At the end of the day, everyone that sells prepared meals in this Barking is African Second Kitchen’s competitor, because we all compete for the same home meal replacement sterling. However, there are two segments of the restaurant industry that are our main competition: the casual dining restaurant and the fine dining value restaurant. So, if the food and service is better at a fine dining restaurant than a casual restaurant, but price has become a factor as a result of the economic turns, where is a customer more likely to goThere is no absolute answer to the question, but the solution is to deliver the best food at the best price with the highest level of service in one establishment. This is the very definition of value and the concept at the heart of African Second Kitchen’s business model. 5 Marketing 5.1 Promotion and Sales 5.1.1 Building and Signage The most important Marketing tool that we have is the exterior of our building, and our new sign. We budgeted a great deal into the renovations and decor to generate the aesthetic appeal of African Second Kitchen. 5.1.2 Customer Service: In our years within the restaurant industry, customer service has always been the major draw for the dining clientele. Food and atmosphere is far out-shadowed by superior customer service that turns a new customer into a repeat customer. Management will demand the wait-staff provide the very best in quality services to the customer, making certain that they are content and satisfied with their dining experience. Wait-staff are thoroughly trained, and every 90 days they undergo a performance appraisal. This is part of our Employee Manual, and Operations Manual guide. 5.1.3 Advertising and Promotion: Our Advertising Plan and media schedule call for targeting customers directly through local publications aimed at, respectively, singles, couples, and destination customers. Management recognizes the key to success at this time of initial opening is extensive media promotion. This must be done aggressively in order to accomplish our service goals. A healthy budget is allocated for the first year. A primary part of the budget is allocated to create the media and customer buzz for the month prior to opening and the next three months after the grand opening. The full Marketing program is as follows: 5.1.4 Media Objectives and Strategy: Establish our image as a unique Midtown restaurant with great service, value, and great food served in an eclectic atmosphere. We will maximize efficiency in the selection and scheduling of advertisements by: Selecting primary business publications with high specific market penetration, which all reach our targeted demographics Scheduling adequate frequency of ads to impact market with menu items and promotions. Where possible, positioning advertisements in or near entertainment/food related editorial. Redirecting customers to our website to register for upcoming functions, VIP lists, reservations, and flash media promotions. Maximizing ad life with monthly and weekly publications Additionally, we will develop a consistent reach and frequency throughout the year, targeting each specific customer segment within a five-mile radius, and new ‘suburbanites,’ who still appreciate in-town dining. 5.1.5 Promotional Campaign The best way to reach our potential customers is to develop an intense advertising campaign promoting our African Second Kitchen concept of â€Å"Spice of Life.† In addition to standard advertising practices, we will gain considerable recognition through newspapers, newsletters and public announcements. Consumers will be encouraged to visit our website to be greeted with a flash media intro that highlights the restaurant, past happenings, upcoming attractions and our dynamic menu. Our periodic customer surveys and weekly menu item sales evaluations will help us to understand what advertising is working and what is not; basically, who we are reaching. Our goal is to understand our customer, measure the success of our direct marketing and media activities, and redirect advertising as effectively as possible. 5.1.5.1 Publicity Strategy: African Second Kitchen will focus on the following publicity strategies: Develop a sustained public relations effort, with ongoing contact between key editors and top-level personnel at local dining publications. Develop a regular and consistent package update program for the major target media, keeping key editors abreast of all new promotions, and menu introductions. Establish contact with editorial staff for the purpose of being included in entertainment â€Å"round-ups†Ã¢â‚¬â€œproduct comparisons in dining publications and the local papers. Produce a complete African Second Kitchen Restaurant history and menu offering piece to be used as the primary public relations tool for all target media editorial contact. This will also be effective for inclusion in press kits. 5.1.5.2 Press Release/Grand Opening: African Second Kitchen Restaurant will release a series of press releases on the Grand opening. Editorial Visitation: Leading up to the Grand Opening, and over the first 6 months of operations, we will invite the most influential reporters and editors from all local publications to African Second Kitchen Restaurant in order to evaluate our menu, service, and atmosphere. Publicity Revenues: We anticipate at least 10% of our annual sales will be generated directly from our publicity. A full media kit will be sent to all local publications, and releases on new menu items will be made monthly. Community: African Second Kitchen will look for key opportunities to pair with local community development organizations and radio stations to interface with our customers. We will continually look for local community programs in which we can participate, in order to better our community, and give something back. Marketing Program In line with our Marketing strategy, we will employ three different marketing tactics to increase customer awareness of African Second Kitchen: In-Restaurant Marketing, Public Relations Marketing, and Media Marketing. Our most important tactic will be word-of-mouth/in-restaurant marketing. This will be by far the cheapest and most effective of our marketing programs. Word-of-mouth/In-Restaurant Marketing Restaurant Night: Every first Monday of the quarter, we will have a special evening for restaurant people. This will be a perfect night for the local area restaurant’s owners, chefs and staff to get together to discuss the market and food trends and possible Co-operative efforts to promote the Barking Town Centre. This is not a conflict of interest; it is an effort to increase visibility and patronage across the Town. Monthly Dating Connection: With the increasing appeal of Internet and speed dating, the restaurant will offer a monthly dating night. In addition to food and beverages, customers can choose from an array of dating packages up for auction. Wait Area Marketing: Wait staff will service appetizers to customers waiting to be seated or on the wait list. Special Events: Live Entertainment parties Valentine’s Day African Second Kitchen Halloween Masquerade party Wine tasting weekend New Year’s Eve party 5.1.6 Public Relations Marketing Barking Hospitality Tourism V.I.P. Party: We will host a V.I.P. Dinner before the ‘Grand Opening.’ This will serve the dual purpose of training our staff and introducing ourselves to the community. The list of individuals we will invite comes from the Chamber of Commerce, Barking and Dagenham Hospitality Tourism, and Barking Town centre Development group. We want their full commitment to the restaurant to draw the tourist sterling’s. Critics’ Choice: Prior to the Grand Opening there will be two preliminary parties catering to the Media and Critics community. We will encourage the media and restaurant critics to meet at the restaurant and review the decor, service and food. This will be a preliminary review, where we will consider constructive input to make minor revisions prior to the true Grand Opening. This initial review and input will give critics and media commentary a stake in African Second Kitchen’s success, through their contributions to the final design. Brochures: We will make a brochure for the in-town hotels and business establishments to provide to their guests and staff, containing interior pictures of our restaurant, menus and prices. Government Relations: There are several Government offices in the Barking and Dagenhan area. We will approach them to cater business luncheons and private functions. This will offer us higher visibility for future functions and community events. Word-of-mouth referral is very powerful and particularly amongst the business community. Private Functions: Target marketing to businesses for regular business lunch and dinner entertaining, and private functions. 5.1.7 Media Marketing Newspaper campaign: A much targeted media campaign to obtain featured articles about the restaurant in their Living, Entertainment and Dining segments. Notices of all live entertainment segments and special features will be posted to local newspapers’ calendar announcements. Restaurant and Special Events Website: We have contracted with local design teams to deliver a high-quality, navigable, constantly updated website. Billboard Advertisement: One month prior to the opening, distinct billboard ads will advertise the launch of the Restaurant. Inner Outer City Marketing: We will budget to attract customers from the suburbs. Sales Strategy We intend to succeed by giving our customers a combination of delicious and interesting food in an appealing environment, with excellent customer service, whether on their first visit or their hundredth. Our marketing strategies are designed to get critics and initial customers into our doors. Our sales strategies must take the next step and encourage customers to become repeat customers, and to tell all their friends and acquaintances about the great experiences they just had at African Second Kitchen. New restaurants often make one of two mistakes: they are unprepared or under prepared for opening, and initial poor service, speed, or quality discourages customers from returning, or they spend all of their efforts at opening, and are unable to maintain the initial quality customers expect on return visits, decreasing word of mouth advertising and leading to poor revenues. African Second Kitchen’s sales strategy requires consistently high quality food, service, speed, and atmosphere. We can accomplish this by: Hiring employees who genuinely enjoy their jobs and appreciate African Second Kitchen’s unique offerings Continually assessing the quality of all aspects mentioned above, and immediately addressing any problems Interacting with our customers personally, so they know that their feedback goes directly to the owners Evaluating food choices for popularity, and keeping favourites on the menu as we rotate seasonal foods and specials Sales Forecast 6 Design and Development 6.1 Service Development Stages 6.1.1 Milestones The following Milestones table lists important business milestones, with dates and managers in charge of each deliverable. The milestone schedule indicates our emphasis on planning and managing the details. 6.1.2 Web Plan Summary African Second Kitchen (ASK) will have a dedicated website. It will be the virtual business card and portfolio for the company, simple, contemporary and well designed. Our site will offer our menus, prices, reviews and happenings at ASK. We will also have a monthly Paparazzi Review about what did happen at ASK to get new customers interested in our restaurant. Our website will be used to try out new offers, starting with an on-line order feature for the Sunday Market Brunch, and expanding if the concept gains favour with our customers. A customer will be able to order a selection for pickup using a credit card. Selections will be based on our pre-packaged meals available during the Sunday Market Brunch. This is also a potential for customers needing catering. The website will include email capabilities and online reservations and special events scheduling. 7 Management and Operations 7.1 Management Summary The strength of our management staff positions us for success. We have assembled a team that embraces different disciplines, accomplished professionals with expertise in all areas of the business, including marketing and restaurant management. The owners, Ajetunmobi Ajayi (Managing Partner) and Paul Sangosanya (Executive Chef), have considerable experience in the restaurant industry. In Year 2, we will hire a General Manager to handle the day-to-day Restaurant management. This will assist African Second Kitchen to grow even further. You can’t build investor confidence based on what you will do, but you can inspire confidence based on what you have done. Attached is the portfolio of past success. This African Second Kitchen’s Management team has deep roots in the restaurant segment, and have the practical experience to make this venture another great success. 7.1.1 Management Team African Second Kitchen, with more than 48 years of experience between the key officers, understands the importance of a strong management team. The strength of our management staff positions us for success. Day to day operational management will be conducted by Ajetunmobi Ajayi and Paul Sangosanya, as hands on managers. They will be advice and supported by their Advisory Board. 7.1.2 African Second Kitchen’s Advisory Board Stephen Hollier of Hollier Collier Loewenthal: Corporate Attorney John Katz of SSG Financial Services: CPA Robert Shaefer of Shafer Hospitality Services: Restaurant Consultant Mary Zela of the Zela Group: Media Public Relations consultant 7.1.3 Ownership Management Together, Ajetunmobi Ajayi and Paul Sangosanya bring over 20 years of experience in the restaurant industry to their new joint venture. Ajetunmobi Ajayi: Managing Partner (Operations, Marketing, Financial and Business Development) Mr. Ajayi brings to African Second Kitchen an accomplished restaurant background, exceptional business acumen, and a lifetime passion for the restaurant experience. Ajayi has over 17 years of business management in the Information Technology industry. Like IT, successful ventures in the restaurant industry must balance capitalizing on new trends with continual quality assessment. Ajayi’s understanding of day-to-day cash flow planning and staff management will be critical to African Second Kitchen financial success. Mr. Ajayi has a background in International Business Management and Business Start-ups, and is certified in Restaurant and Hotel Management. As co-owner, Ajetunmobi Ajayi is responsible for overall direction and operational management. Mr. Ajayi is a strong business leader responsible for strategic planning and continued growth of restaurant services and business development. In addition, Ajayi will be the management lead for all public relations, financial and investor services. Degrees, Certifications, and Professional Affiliations: MBA in International Business Management B.S. in Computer Science Certified in Restaurant Hotel Management from Ryerson University PMP (Project Management Professional) certification Member of the Midtown Alliance Business partner member of the National Restaurant Association Paul Sangosanya: Managing Partner (Executive Chef and Restaurant Operations) Mr. Paul Sangosanya is an accomplished restaurateur, having owned several full-service restaurants. Mr. Sangosanya is responsible for the concept and the daily operations management, with yearly sales targets of ?5 million. In addition, Paul is the owner of Bauhaus Bar and Nightclub, and former owner of Myth Restaurant, Ouzeri, and Kapilyo Restaurant, all financial and critical successes. Mr. Sangosanya is also an international restaurant consultant for top international organizations. Mr. Sangosanya’s contracting responsibilities for African Second Kitchen included logistics, Site and Lease Negotiations, Concept Definition, Start-Up and Financial forecast, Menu and Operations Management, as well as Implementation and Launch Management. With a degree in Economics and an accomplished career, Mr. Sangosanya contributes the experience of his past successes, and is charged with leading the Restaurant Operations, Staff Selection, Menu Definition and Training initiatives for African Second Kitchen Restaurant Lounge. 7.2 Managing Partner Responsibilities In addition to the management of day to day operations, both managers, as principals within the company, will oversee menu development, purchasing, portioning, pricing and inventory control, including approval of all financial obligations of the company. They will plan, develop, and establish customer service policies and objectives, and write, explain, and enforce an employee’s manual for all employee-related policies. Responsibilities for hiring and firing employees lie solely with the two operations managers, and any decisions in these areas will be made jointly. They will: Manage working capital, including receivables, inventory, cash and marketable securities. Perform financial forecasting, including capital budgeting, cash flow analysis, pro forma financial statements, and external financing requirements. Prepare financial analyses of operations for guiding management, including reports which outline the company’s income, expenses, and earnings. Direct preparation of budgets and financial forecasts and arrange for audits of company’s accounts. 7.3 Personnel Plan We believe the personnel plan is in good proportion to the size of the restaurant and projected revenues. The staff will include 5 full-time employees and 2 part-time employees, who will work a total of 250 man-hours per week and generate an average monthly gross payroll of ?6,500 for the first year in business. The estimated gross annual payroll of ?132,000 (including Partner Salaries) is 25% of total sales. Wage salaries for service personnel (wait staff, busboys, and bartenders) do not include anticipated tips. Kitchen: The Executive Chef will be assisted by: An Assistant Chef from a national search (1) Prep cooks/dishwasher(1) People cleaning the restaurant (1) 7.4 Restaurant Operations: Ajetunmobi Ajayi will manage the Financial Management, Bookkeeping, PR/Media Advertising, and Investor Services. Ajetunmobi Ajayi will also manage the daily Restaurant Operations. Paul Sangosanya will be the Restaurant Manager. He will be primarily responsible for daily Restaurant Operations, taking care of Wait and Bar Staff. Paul will also take lead as the Executive Chef working with the Head Chef. To help Paul, he will have servers that will work as apprentices; they take care of service and make sure the restaurant is in excellent shape Full-time Servers(2) Servers that work as apprentice (2) Full-time apprentice bartender(1). Part-time bartender (1) Full-time apprentice busboy (2). Part-time busboy(1) Operating Criteria The restaurant will be located in Barking Town Centre. The restaurant will service lunch, dinner, and after-hours dining during the week and weekends. The restaurant will operate during peak service time to take advantage of street traffic, and after-hour patronage from the entertainment facilities in the area. Service will be available during the following hours: Lunch:Monday to Saturday, 11 a.m. – 2:30 p.m. Dinner: Monday to Saturday, 5:30 p.m. – 12 midnights Sundays – Market brunch takeout only. 7.5 Important Assumptions The financial plan depends on important assumptions, most of which are reflected in the financial statements that follow. We have been cautious with our projections, and incorporate mitigation for all manageable risks. The key underlying assumptions are: 7.5.1 Economy Slow Economic Recovery. We anticipate a slow-growth economy, recovering from an economic recession. 7.5.2 Business Growth Annual Growth Rate Percentage: We anticipate modest growth over the coming years. The financials account for the following growth projections: Year 2: 6% Year 4: 4% Year 3: 5% Year 5: 4% 7.5.3 Weekly Sales Variance Saturday will typically be our best sales for the week. The sales volume for all other days is represented as a percentage relative to Saturday. Therefore our weekly sales will vary as follows: Monday: 55% Thursday: 95% Tuesday: 60% Friday: 90% Wednesday: 75% Saturday: 100% 7.5.4 Seasonal Sales Variance In Barking, October through the late season is the most productive sales period, while the summer months tend to be the slowest restaurant period. This trend is reflected in the financials though a seasonal variance as follows (where October is targeted to be our most successful sales month): June: 70% October: 100%February: 95% July: 75%November: 95% March: 85% August: 80%December: 95% April: 90% September: 85%January: 85% May: 90% 7.5.5 Industry Start-Up Fiscal Year-1 Ramp-up: Our experience in the industry confirms a longer ramp-up stage for restaurants over other retail/service businesses. Our Annual Sales Growth is based on attaining the following seating capacity percentage per dining period: Year 1: After-Hours = 53%, Lunch = 70%, Dinner = 88% Year 2: After-Hours = 70%, Lunch = 82%, Dinner = 100% (implied wait period) Year 3: After-Hours = 80%, Lunch = 87%, Dinner = 100% (implied wait period) Six-Month Start-Up Stage: As a new restaurant entry to the Midtown market, the ramp-up in customer draw is expected to extend over 6 months. This is reflected in a higher than average monthly sales variance shown as follows (Worst-case / Expected-case): Month 1: 32% / 51% Month 4: 64% / 75% Month 2: 41% / 58% Month 5: 80% / 90% Month 3: 52% / 66% Month 6: 90% / 92% Market Analysis findings are static. We assume that there are no unforeseen changes in findings outlined in the Market Analysis. 7.6 Pricing Cost Control Competitive Pricing Model: Revenue calculations are based upon competitive price comparisons and established menu values in the current marketplace. The following are baseline assumptions on Average Check Totals, and Average Seat Turns: Daily average for lunch spending is ?5.50 per person, dinner at ?17.50 per person; and ?7.50 per person for After-Hours dining (All check totals include Beverages, but not bar). Seat Turn averages are modestly estimated at: Year 1: After-Hours = 0.7, Lunch = 1.0, Dinner = 1.0 Year 2: After-Hours = 0.7, Lunch = 1.0, Dinner = 1.0 Year 3: After-Hours = 1.0, Lunch = 1.0, Dinner = 1.25 Cost Control. Cost of goods sold have been calculated as a percentage of sales and will be monitored on a daily basis in order to keep Cost of Food within the range of 31 – 33%, Bar Costs within 28 – 31%, and Cost of Beverages (Non Alcohol) below 9%. With a focus on Cost Control, we anticipate 6 months to fine tune the restaurant operations and manage our costs within the defined tolerance range. Inventory turnover and Accounts Payable: Accounts receivable turnover is calculated to be 0 days, as payment is rendered with service. Inventory is turned on a 7 day cycle as inventory is used daily within all categories, and accounts payable are projected to be 30 days. 7.7 Risk Analysis/Mitigation How do we allow an adequate start-up period and capital to launch the concept and grow our customer base in a competitive sector Our financial plan is budgeted to support the Worst-Case business scenario. We addressed the financial risk as follows: We looked at our monthly break-even. We calculated worst-case monthly financial shortfall based on the ramp-up sales percentages outlined in our financial assumptions. We budgeted operational shortfall in an operational contingency budget that we will utilize if the need arises. How do we ensure we have addressed all resource gaps, and have the right industry knowledge Owners Ajetunmobi Ajayi and Paul Sangosanya have a combined 20 years of Restaurant Management, Operations and Business Management Experience. We will be recruiting a seasoned chef (national search) whose style is in accord with the Restaurant concept and our market segment. We will be offering an equity interest to our select Chef to maintain the industry knowledge. Our Accounting service will be contracted to a firm specializing in Restaurant accounting. The current Economic slowdown and recovery state was a key consideration in our restaurant concept. How do we manage a successful restaurant in current market conditions Our original effort was to open a restaurant twice the proposed size. As we are in the midst of an economic recovery, we have scaled back the size to reduce business overhead, start-up requirements, and business operating capital. Another risk mitigation strategy has been our overall Restaurant concept. We have the menu priced at a mid-tier level allowing budget dining in a distinguished restaurant. How do we confirm that our Funding Requirement is sufficient Paul Sangosanya has an extensive background in restaurant start-up. He is currently an International Consultant for various restaurant ventures, and we will use his expertise in past projects as a comparative basis. We have leveraged our membership with the National Restaurant Association to look at industry averages for this market segment for Restaurant start-up and Operations. Additionally, we included a contingency buffer in the financial estimates to account for any potential cost variance. We have worked with our Restaurant Consulting firm to validate our cost estimates to their industry knowledge. How do we know we have selected the right location for this concept Again we will draw on the Consulting group that has the expertise in site selection and lease negotiation. In all, there are no guarantees with location, but we took a very objective approach with our concept. Instead of going in with a predefined business concept, we let the Market Analysis define the need. Based on the results, the African Second Kitchen Restaurant concept was formed specific to Barking Town Centre. Site selection was based on space, visibility, and functionality; the city grant award confirmed our decision. What if there is an additional need for Business Capital after the Restaurant has exhausted its 6-month buffer Our intent is to be a self-sufficient business far in advance of the 6-month probation period. But as we are considering all contingencies, we have looked at this risk. We have accounted for an operational contingency budget that will be used to supplement any slow periods. Our next step would be to approach our private investors for capital by extending their return on investment. We would also look to the partners’ capital reserves as another source of funds. References Barrow, C., P. Barrow and Brow, R. (2005), The Business Plan Workbook (5th ed), London, United Kingdom, Kogan page Binks, M.R. and Ennew, C.T. (1997) the Relationship between UK Banks and their Small Business Customers, Small Business Economics, 9(2), 167-178 Mason, C., and Stark, M. (2004) what do Investors Look for in a Business PlanA comparison of the Investment Criteria of Bankers, Ventures Capitalists and Business Angels, International Small Business Journal, 22(3), 227-248 Reuvid, J., Millar, R. (2003) Start Run your own Business, London, United Kingdom, Kogan page Microsoft (2007) Business Plan Template, Microsoft Office 2007 Williams, S. (2010) Financial Times Guides: Business Start up 2010 (23rd ed), Pearson Education, Harlow Williams, S. (2009) Financial Times Guides: Business Start up 2009 (22nd ed), Pearson Education, Harlow Williams, S. (2008) Financial Times Guides: Business Start up 2008 (21st ed), Pearson Education, Harlow Williams, S. (2007) Financial Times Guides: Business Start up 2007 (20th ed), Pearson Education, Harlow Williams, S. (2006) Financial Times Guides: Business Start up 2006 (19th ed), Pearson Education, Harlow Williams, S. (2005) Financial Times Guides: Business Start up 2005 (18th ed), Pearson Education, Harlow How to cite Business Plan: African Second Kitchen, Essay examples

8220To Infinity and Beyond8221 Essay Example For Students

8220To Infinity and Beyond8221 Essay TenNineEightThreeTwoOneThose were the longest ten seconds of my life. Todays the sixteenth of July 1969, 8:32AM and Apollo 11 has taken off under clear skies from Cape Kennedy Florida, destination, the moon. Our lives are at the hands of thousands of scientists and many years of research. Piloted by a three-man crew, lead by me, Neil Armstrong. Im not mad, I just have a dream, a dream since I was two, when my father took me to the National Air Races. From that day I ate, slept, and dreamt of flying. At age fifteen, I began my flying lessons. While other boys my age were learning to drive, I was learning to fly. I even achieved my pilots license before my drivers. Some people feel happy on the ground, but I was just the opposite of that. My happy place was flying, in the sky, with my Aeronca Champions Airplane. In 1949 I would be called to the navy, and I wouldnt have had it any other way. Through the navy I began studying aeronautical engineering and graduated from Purduc University where I received my bachelors in aeronautical engineering. I felt as if something was missing from my life. In 1962 I was one of the nine astronauts to be accepted by NASA to be part of President Kennedys plan to land an American on the moon. This, this is what I wanted to do, no doubt ever, since I was two this is what God had put me on this ea rth to do, and there wasnt a doubt in my mind I wasnt going to came through. So here I am, Commander of Apollo 11 with my two co-pilots Edwin E. Aldwin, Jr. Lunar Module Pilot, be we just call him buzz, and Michael Collins Command Module Pilot. Its 11:49PM and the first critical maneuver mast be made. The Eagle is separating from Columbia and we have to dock the space craft head to head. Right now many things are going through my mind, yet my body is focusing on what Im supposed to do and Im pushing all the right buttons. The docking is successful and we are onto the 3rd stage as we continue on a straight path to the moon. I surrounded in total darkness, I just lay back and listen to the power of the engine and soak up the phenomenon that we are going where no man has gone before. (Tribune, 1, 2)July 19,1969, it is 11:58 in the morning three days after the 3rd stage was completed and I look out the small cubic window to find a wonderful sight. The object which on earth, looks none other then a small ball of green cheese, shocks me a gigantic, massive, piece o f art that no other could have created other than God himself. Two hundred miles above the moon, I fire the rockets to slow us down to a speed of 3,600 mph and we enter the moons orbit 60 miles above the moon. July 20, 12:46PM after 14 orbits of the moon the Eagle seating buzz and I separate from Columbia, leaving Michael, and off to make history. Its 2:08PM and I decide its time to release the landing gear and me and buzz to make out descent to the moon and to part of history. Knowing we have only two burns to drop in a safe landing site, my hands get shaky, and as I make the first burn I look out the window 50,000 ft. above the moons surface. Looking out the window I can see that our destined landing site is a field of boulders the size of New York football field. Then, out of nowhere, a potential serious problem occurs when two of the caution lights turn off by themselves. At this very moment, my whole flying career flashes by my eyes, I started to panic, and then I received a ra dio message that the threat isnt a problem and we can continue. So I wipe the sweat off my forehead and give a reassuring look to Buzz, giving me the thumbs up we get back on track. Buzz then explains we only have five minutes of flying fuel left in the craft. Acting quickly I decided to fly over the field of boulders and take my chances of there being a clear landing spot over them. Houston radios two minutes of fuel. 60 seconds. 40 seconds! a little later I announce, the Eagle has landed. (Tribune, 3)All this time I wondered what I would say the moment I set foot on the moon. I remember my fathers old saying, take a step for others and then yourself. As I leap to meet my destiny I tell the world, thats one step for man, one giant leap for mankind. (Tribune, 3) My right foot touched the surface first them my left. I felt like I was walking on the clouds of heaven, at this moment I turned into the little excited two year old at the National Air Races, jumping and flying in the air. Buzz then reminds me of our task in hand and we pick up 47 pounds of samples, rocks, sands, nothing really unique if you ask me. I take 100 photographs of the moons beautiful surface. Just as I was leaving to board the Eagle I receive a phone call from President Nixon congratulating us on our job well done. To tell you the truth I would rather it been President Kennedy. He was the one truly behind all of this. Reminded of the political side of all this I reached into the back pocket of my suit and pulled out my nations flag. As I set it down deep into the moons crust making sure no alien would mess around with it, I felt it was only fitting that the American flag be set, as the 50 stars blended with the marvelous outer space background.I felt like it was about time to wake up and out of my dream, but it was real! (Tribune, 3)At 4:35PM the Eagle docks back onto the Columbia and Buzz and I am reunited with our buddy, Michael. July 24, 1969, 11:21AM back on earth, back to reality, back home. Eight hundred and twenty miles from Hawaii, in the middle of the Pacific Ocean, I think to myself, earth has its paradises too. I look to my fellow pilots, all safe and sound, and I ask myself where to next?Bibliography:

The Legal Environment of Business Essay Example

The Legal Environment of Business Essay Assume that you are the supervisor of an employee who has been accused of sexually harassing a fellow co-worker. What steps would you take to handle the situation? What are the potential legal issues of which you must be cognizant? How would you help your company avoid a potential charge of discrimination (by the employee bringing the internal charge) and/or retaliation (by the individual charged with the alleged violation)? Harassment of any kind can be down right nasty. The role of a supervisor is twofold. They must protect the well being of the company they represent as well as keep their employees informed and safe. It takes special innate and learned character traits to be an effective supervisor. One important trait I suppose would be the ability to represent three different parties at the same time. The parties being: the company, the staff in which they supervise and self. Let’s take this scenario as a case to study. For the sake of this illustration, I am Ashley. Jamie is hired as a set designer for a major company in L. A. She is a young, educated, spirited and married. One of the things that Ashley liked about Jamie when she hired her was her personal sense of style. We will write a custom essay sample on The Legal Environment of Business specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The Legal Environment of Business specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The Legal Environment of Business specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The company sends Jamie all over the world to build movie and theater sets, whoever, most of her work is done in the companies L. A. warehouses. Given Jamie’s natural personality, she is always smiling, complementing others on their work as well as their personal appearance. A typical greeting from Jamie would be, â€Å"Good morning Gwen. I love your shirt. That color really looks great on you†. Another example would be, â€Å"Mr. Thomas, looking sharp†! That’s typical of what she would say to one of the board members. The industry Jamie works in is all about fashion, style and design and she is no exception. She always wears outfits that show she thought about it. Everything about Jamie demands attention in the most unintentional way. She isn’t loud and grandiose. In fact, even though she loves to give complements and highlight the good in others, she doesn’t like a lot of attention placed on her. Miles was hired one year after Jamie, also as a set designer. He was about five years Jamie’s senior and was recently engaged. Just as Jamie was with everyone, she smiled when she talked to Jamie and complemented his work and his appearance. Well one day, Miles made a comment to Jamie that made her feel uncomfortable. He said, â€Å"Jamie, what is your husband doing that keeps you smiling all the time†. She was really offended but she didn’t want to make a big deal out of what could very well have been nothing. She just ignored him and kept working. She thought that would be the first and last time he would say anything so inappropriate to her again so she just went on about her work as usual. But it didn’t stop. In fact it got worse. The comment that pushed Jamie over the edge if you will, is when the crew was working on a new set in Hawaii. It was during summer so it was really hot and humid. Jamie was wearing a simple white tank top and some blue jeans that had been cut off just above her thigh area. She was sitting straddled about a huge palm tree that had fallen down during the island’s last hurricane. Miles says, in front of everyone, â€Å"Hey Jamie, I sure would like to be that palm tree right about now†. Jamie was livid! She told him off real good and then went to talk to her supervisor Ashley about the sexual harassment she feels she has been experiencing at the hand of her co-worker Miles. Brabners says, â€Å"It is now unlawful for an employer to subject an individual to harassment. Harassment is defined as unwanted conduct on the grounds of a recipients sex or unwanted conduct of a sexual nature. (2008) Ashley is genuinely concerned about the accusations that has been brought to her attention and takes immediate actions. According to the Supreme Court, in order for the company not to be held liable for Miles’ alleged misdeeds, Ashley has to be sure to use reasonable care to prevent and correct the sexually harassing behavior. If everyone involved unreasonably failed to take advantage of the complaint procedure or other preventive opportunities provided by the company and termination, demotion or reassignment is a result, then the company is clear of liability. (391, Beatty) The first thing Ashley did was talk to both Jamie and Miles separately and they gave written statements to their perception of what happened. She was conscience not to take sides or express favor of one side over the other. During this process, she had each of them bring someone out side of the company with them for personal support as well as to be a witness to Ashley’s none biases position. Both Jamie and Miles were instructed to keep the situation confidential and to not discuss any parts of the accusations at work or to anyone in affiliation with the company whether during company hours or not. After a month long internal investigation, Miles was offered a lower paying position in another department. He refused and threatened to sue. He didn’t stand a chance at winning because evidence had proven that he had indeed been sexually harassing Jamie as well as other female and homosexual employees. Ashley really could have fired him but instead she offered him a position that he more than likely would refuse. He voluntarily ended his employment as predicted. The way Ashley chose to handle this situation save the company from a law suit from either Jamie or Miles. She also saved the company from having to pay unemployment because Miles quite voluntarily. He was never denied employment. Even after he was found guilt of sexual harassment, he could have continued working for the company yet he refused. Prevention is the best tool for the elimination of sexual harassment. An employer should take all steps necessary to prevent sexual harassment from occurring, such as affirmatively raising the subject, expressing strong disapproval, developing appropriate sanctions, informing employees of their right to raise and how to raise the issue of harassment under Title VII, and developing methods to sensitize all concerned. Guidelines on Discrimination Because of Sex U. S. Equal Employment Opportunity Commission After that incident, the company had everyone go through sensitivity training which dealt with handling every thing from race to religion in the work place. The company also developed a peer mediation group system. This process is to be used before it goes to upper management. This way an issue can be resolved without the treat of unfavorable consequences. Title VII of the Civil Rights Act of 1964 protects individuals against employment discrimination on the basis of sex as well as race, color, national origin, and religion. Title VII applies to employers with 15 or more employees, including state and local governments. It also applies to employment agencies and to labor organizations, as well as to the federal government. Title VIIs prohibitions against sex-based discrimination also cover sexual harassment. According to The U. S. Equal Employment Opportunity Commission, this includes practices ranging from direct requests for sexual favors to workplace conditions that create a hostile environment for persons of either gender, including same sex harassment. (EEOC) Harassment of any kind is unacceptable and more laws are being passed to protect the civil rights of all people. We all have a responsibility to make where we work safe in every way. This includes sanity. Reference: Beatty, Jeffrey F. nd Samuelson, Susan S. (2008). Legal Environment Third Edition. Thomson Higher Education. Mason, OH. Brabners, Chaffe, and Street. (2008). Discrimination on Grounds of Sex. Retrieved May 5, 2008 from http://www. discriminationonline. com/employer/sex_discrimination. asp Lectric Law Library. (2008). Guidelines For Employers On Sexual Harassment. Retrieved May 5, 2008 from http://www. lectlaw. com/files/emp32. htm The U. S. Equal Employment Opportunity Commission. (2008). Sex-Based Discrimination. Retrieved May 5,2008 from http://www. eeoc. gov/types/sex. html

Bohr Atom Energy Change Example Problem

Bohr Atom Energy Change Example Problem This example problem demonstrates how to find the energy change that corresponds to a change between energy levels of a Bohr atom. According to the Bohr model, an atom consists of a small positive charged nucleus that is orbited by negatively charged electrons. The energy of an electrons orbit is determined by the size of the orbit, with the lowest energy found in the smallest, innermost orbit. When an electron moves from one orbit to another, energy is absorbed or released. The Rydberg formula is used to find the atom energy change. Most Bohr atom problems deal with hydrogen because it is the simplest atom and the easiest to use for calculations. Bohr Atom Problem What is the energy change when an electron drops from the n3 energy state to the 1 energy state in a hydrogen atom? Solution: E hÃŽ ½ hc/ÃŽ » According tothe Rydberg Formula 1/ÃŽ » R(Z2/n2) whereR 1.097 x 107  m-1Z   Atomic number  of the atom (Z1 for hydrogen) Combine These Formulas E hcR(Z2/n2)h 6.626 x 10-34  J ·sc 3 x 108  m/secR 1.097 x 107  m-1hcR 6.626 x 10-34  J ·s x 3 x 108  m/sec x 1.097 x 107  m-1hcR 2.18 x 10-18  JE 2.18 x 10-18  J(Z2/n2)En3E 2.18 x 10-18  J(12/32)E 2.18 x 10-18  J(1/9)E 2.42 x 10-19  JEn1E 2.18 x 10-18  J(12/12)E 2.18 x 10-18  JΔE En3  - En1ΔE 2.42 x 10-19  J - 2.18 x 10-18  JΔE -1.938 x 10-18  J Answer The energy change when an electron in the n3 energy state to the n1 energy state of a hydrogen atom is -1.938 x 10-18  J.

Literature Essay Example | Topics and Well Written Essays - 1250 words - 7

Literature - Essay Example When the Greeks became interested in biography, nothing was recorded about the man to whom they ascribed their literary treasures. It is only a romantic story that he was a blind minstrel. Homer wrote Iliad in an impersonal, elevated, formal verse, employing language that was never used for ordinary conversation; the metrical form used is dactylic hexameter, one form of Versification. In terms of style, there has been no real distinction made between the two works. This writing style of his intensifies the emotion and dramatic effect of the story, giving emphasis on the words that carries the â€Å"clue† bringing suspense and curiosity to the readers. However, since ancient times many readers believed that Iliad and Odyssey were written by different people. If Iliad deals with passion, insoluble dilemmas, having no real villains with an ultimately cruel and tragic universe, the Odyssey is its opposite. In Odyssey, the wicked are destroyed, right prevails and the family is reun ited – with rational intellect. However, this is not so much of an issue because really good writers can write from whatever perspective they want to do the story and Homer is no ordinary writer. In a direct way, Homer was the â€Å"parent† of all Greek literature; drama; historiography and even philosophy all show the mark of the issues, comic and tragic, all raised in the epics and the techniques Homer used. Marcus Aurelius, whose full name is Marcus Aelius Aurelius Antoninus is a Roman emperor and a stoic philosopher. In his domestic policy, Marcus Aurelius was a champion of the poor, for whom he founded schools, orphanages and hospitals and alleviated the burden of taxes. He also tried to humanize criminal laws and the treatment of slaves by their masters. As a philosopher, he is remembered for his 12 books of moral precepts called Meditations. All was written in Greek while

Persuasive Paper Part 3 Research Example | Topics and Well Written Essays - 2000 words

Persuasive Part 3 - Research Paper Example In the United States, as per the Federal legal provisions, every state is required to maintain a sex offender registry. The purpose of this law was to extend the identity, names and addresses of the proclaimed sex offenders to the public so as to empower the common people and enable them to protect themselves and their children from possible sex offenses. However, in a practical sense, the sex offender registry happens to be quiet exhaustive and bulky and it is not possible for the people to commit to memory the names and addresses of all the sex offenders. Thereby extending to the people an exhaustive list of sex offenders replete with the name of people who got involved in varying gravity of sex offenses is not likely to protect the masses against sex offenses (Paludi, 2008, p. 178). Yet, on the other side, having one’s name in the sex offender registry could much harm the life of an individual. ... Hence, it will be totally unreasonable and farfetched to enter the names of such people in the sex offenders list. On the one side such an approach will do no practical good to the people, and on the other side such an approach will only make it difficult for the redeemable sex offenders to enter the social mainstream (Yessine & Bonta, 2006). People are bound to be unsympathetic towards the individuals whose name is in the sex offender registry. Hence, the contemporary sex offender registration laws need to be changed so that only those sex offenders who are liable to indulge in sexual offenses in the future get listed in the registry and the individuals who got listed by indulging in some momentary public indecency could get a chance to lead a normal life (Sullum, 2003). The existing sex offender registration laws happen to be counterproductive in their scope and intention because they are punitive in their spirit (Hodgson & Kelley, 2002, p. 225). The very objective of saving the ci tizens from sexual offenses gets overlapped by the act of labeling people who indulged in varying degrees of sexual offenses in a generalized category of sex offenders. It will be reasonable to conclude that not all sex offenders are beyond rehabilitation. There is a category of sex offenders which is open to social rehabilitation. Thereby, making an individual open to stigmatization by placing one’s name in the sex offender registry and pushing one into isolation is certainly not the right way to rehabilitate a sex offender (Wilson & Petersilia, 2011). In fact it increases the likelihood of a registered sex offender further engaging in sexual offenses. Simply speaking, compiling a long list of sex

Polaroid Advertising Campaign Essay Example | Topics and Well Written Essays - 2000 words

Polaroid Advertising Campaign - Essay Example This market arose due to the increased demand for technology products. It is at this time of history that the world war and competition for the world’s meager resources came to the peak. Technological growth also became a subject of importance an inventions became an order of the day. It is in record that at this point in history industrial revolution peaked (Qualters 2003). The company manufactures films and it is on record that the recent sales were about 50 films and over 100 types of cameras worldwide. The company is famous for instant film cameras that were replaced very recently in the year 2008 due to the onset of digital cameras because of digital technology (Porter 20005). For a start, Polaroid went through the growth phases that any newly established company could undergo. As have been noted above, the growth was propelled by apart from existence of adequate market; the competitors like Kodak Express also enabled the growth of the company. In fact, Polaroid, using it s strong strategies displaced Kodak from the market and made Kodak flee completely from the instant film technology field (Boone & Kurtz 2011). However much Polaroid posed stiff competition to its other competitors in their field of competition, there also existed other firms like the Nixon and Minolta who differentiated and specialized in pro ducts unique enough to file competition for Polaroid. This made Polaroid experience technical difficulties in their operations that resulted solely from competition from these firms. The state went as far as making Polaroid apply for bankruptcy state in the United States courts in the year 2001. The bankruptcy majorly affected their assets due to overtrading that the corporation was engaged in (Bushman 2010). Almost immediately, the firm undertook a reorganization exercise where it considered acquisition procedures, it approached several firms in a bid to strengthen its operations due to partnerships and mergers. This period could not allow Po laroid to be engaged in acquisitions. The company as a result needed to employ better strategies to increase its production of relevant products, the sales of such products to realize better revenue as well as engaging in cost reduction and minimization measures. One way that it identified could help it realize better returns was through thorough marketing campaign (Bushman 2010). Corporate/ Marketing Campaign Normally, corporate have both general and specific corporate objectives and marketing campaign strategies. The general major corporate objectives of any company are profit maximization objective for the shareholders to realize better returns in form of dividends. This is also geared towards ensuring that the investor confidence is busted and well directed (Cant, Strydom, & Jooste 2009). The other objective of establishing any corporate organization is to maximize the wealth off the shareholders. It is in the interest of any realistic shareholder to anticipate growth in form an d nature of their firm. This growth is only achievable if there is profitability and that part of the profits realized is reinvested in prospects like long-term assets that are meant to realize returns to the company. Polaroid during its formation had an objective of being the world leader in film technology. It also had the objective of diversifying its asset base by being one of the participants in

Effect of Technology on De-Skilling

Effect of Technology on De-Skilling Critically assess the contention that the introduction of new technologies into an organisation inevitably leads to de-skilling? As technology becomes ever more prominent in working practices the de-skilling debate is becoming more crucial. The following arguments will look at the effects of new technology with regard to de-skilling from the social deterministic point of view, particularly within the craft and service industries. The social deterministic view is that technology has no impact whatsoever on an organisation, apart from the strategic choices made by those who control the organisation. Marxists believe that the introduction of new technology has negative social connotations, arguing that technology is introduced by management with the sole intention of controlling and de-skilling labour. This perspective has been adopted by Braverman. Managerialists however, favour the positive social impacts of technology, believing it is management choices that determine the effects that technology has. Bravermans (1974) de-skilling thesis, based on Marxist theories, focused on the Taylorist aspects of breaking down complex skilled work into simple unskilled tasks. This enabled the introduction of technology to replace workers. Braverman also theorised that the introduction of new technology into the workplace, was carried out with the intention of replacing workers or making them work faster, as in the case of Fords production line assembly. Braverman argued that together, these were the two principal factors which led to the degradation and de-skilling of work. Braverman (1974:171) states, The unity of thought and action, conception and execution, hand and mind, which capitalism threatened from its beginnings, is now attacked by a systematic dissolution employing all the resources of science and the various engineering disciplines based upon it Braverman argues that the introduction of capitalist equipment is introduced with the intention of de-skilling workers by simplifying task s in a Tayloristic manner, or by simply replacing workers roles with technology. Much of Bravermans theory was based upon his own personal experience as a sheet metal worker, and subsequently an office worker. Bravermans de-skilling theory is associated mainly with the craft and service style proletariat industries. However, skills today can be perceived as something very different to skills in the 19th century. Certainly the jobs today differ greatly from those in the past. Barron and Robinson (2007) use the more recent example of the catering industry. New technology has enabled the outsourcing of production, provisions and labour. In essence this has lead to the de-skilling of catering workers, through the removal of many of their tasks. For example, chefs in many of the hospitality industry sectors are no longer allowed to demonstrate individuality and creative flair, but instead produce a standardised product. . Standardisation, or industrialisation, in foodservice, aims to guarantee consistent output while controlling the production process. Typically, this involves the replacement of skill with technology. (Barron and Robinson, 2007). Here the Tayloristic aspects of Bravermans de-skilling thesis are evident as the production process is broken down into simple controlled tasks, whereby new technology can replace workers. This process may be even more evident in multi-national corporations, where the same standard of product and service is expected worldwide. The Tayloristic principles adopted by many fast food restaurants, particularly noticeable in McDonalds, have led to repetitive and un-skilled tasks (Ritzer:2004). Ritzer argues that many of these have been made possible by developments in technology. Bravermans theory is demonstrated perfectly here. A Tayloristic management style coupled with the introduction of new technology has led to the simplification of jobs and ultimately their de-skilling. Ritzer also examined how the principles implemented in McDonalds were becoming more apparent in other sectors of society, such as call centres, supermarkets and even hospitals. The development of technology alongside Tayloristic management principles has meant it is possible for companies to outsource call centres, from Western European and American countries to India and other developing third world countries. Marxist theorists view the introduction of capital as a way for managers and companies to control and de-skill labour by reducing bargaining power and use value (Corbett:2009). The outsourcing of call centres is removing jobs from employees in Western Europe and America. Employees and knowledge are replaced by technology, so diminishing the bargaining power of the labour force. Outsourcing also employs lower skilled labour which translates to reduced wages and increased profits. Hence, the capital introduced has been employed to control and de-skill workers. Marxists have a radical perspective of how workers should accept the means and ends of a firm, arguing that workers should resist against the firm. They argue that the introduction of capital is exploiting workers as a higher value product is created, but wages are generally not increased (Roberts:2009). Profit made by workers is disproportionately divided between employees, managers and owners and as such a conflict of interest arises (Roberts:2009). Bravermans hypothesis and Marxists views on social determinism are not without detractors or limitations. The social -deterministic managerialist perspective of new technology holds the view that technology has no impact whatsoever on de-skilling. The decisions to de-grade or up-grade the skill of workers are the strategic choices of those who control the organisation. This perspective is supported by the New Technology Power Loop, which demonstrates that the design and choice of new technology, that is the strategic choices of management, can shape the control of a workforce. This in turn defines the level of expertise needed for implementation. The social-deterministic managerialist perspective holds the view that the expertise of the workforce has an influence over the design and choice of the technology at the beginning of the loop. Looking back to the example Barron and Robinson use of the hospitality industry it can be said that it is managements decision to standardise product s and menus through the simplification and de-skilling of jobs and the subsequent introduction of new technology. Wood (1987) considers the decisions of management regarding the introduction of technology, Certain tasks may be de-skilled in content because of technological changes, yet this may not amount to the de-skilling of any particular individual. Unskilled men may be allocated to these jobs, which for the purpose of argument may require a higher level of skill than they previously exercised, and skilled men who occupied the job prior to the change might be moved to superior skilled jobs, for example, the maintenance of new technology. Here Wood argues that, with the right job reorganisation technology can lead to the upgrading of skill. Atwell (1987) examines the work of data entry clerks in an insurance company. These are relatively unskilled workers who are able to enter the insurance claims onto the system and then pass them onto the examiner to process. In this example the examiners job is upgraded as the lower skilled tasks have been removed. The data entry clerks have also gained ne w skills as the introduction of technology has enabled them to begin entering insurance claims, a more highly skilled task than they were previously completing. The de-skilling effect, which the introduction of new technology can bring, can be revoked by managements strategic choices. The introduction of new technology, and the de-skilling effect it may or may not have, cannot be fully divorced from the context in which it occurs. The social-deterministic model also supports the theory that the successful introduction of new technology can be reliant on the tacit knowledge and skills of employees, as the choice of technology made by managers is affected by the expertise of employees. Wilkinson (1982) uses the example of the optical lens manufacturer. When new technology was introduced, the highly skilled staff were retained in order to exploit their knowledge and experience of the production processes. This indicates that not all skills can be degraded with the replacement of workers with technology. Jones and Wood (1984) also argue the importance of existing working knowledge and tacit skills to the effective implementation of new technology. As a result, it is impossible to say that new technology completely de-grades workers skill as the tacit knowledge that many have would still be regarded as a skill. Furthermore, the social-deterministic technology power loop model suggests that the tacit knowledge is ne cessary for successful introduction of new technology. Although some aspects of a workers job may have been de-skilled the worker has the ability to enrich their job with other tasks, perhaps more complex than their prior job, thus wholly up-skilling their job. Managerialists support the social -determinism theory and talk of technology as enabling organisational change and improvements (Corbett, 2009) Fincham and Rhodes (2005 need to check whether this is a direct quote and add page number) stress that technological development should be seen as a positive force, as part of the progressive elimination of alienating working conditions and their replacement with work which is more socially integrating is happening more or less as part of industrial evolution. In the instance of outsourcing, although the introduction of new technology is initially de-skilling, it is removing the lower skilled jobs from the economy and making way for more highly skilled jobs to be created as part of the economic development. Therefore, although in the short term technology has increased job mobility by providing temporary job cuts, it can have positive effects, such as en-skilling, as workers learn new trades. New technology may well have had an effect on the increasing number of career changes, but if this is leading to workers gaining new skills in new careers then surely it is re-skilling (the growth of wholly new skills) in the long term. Littler (1982, 1990) and Littler and Salaman (1982) critiqued Bravemans work arguing that if industrial capitalism itself can create new skills there can be no simple de-skilling process Fincham and Rhodes (2005:396). The managerialist perspective holds the view that, technology has no impact on people or performance in an organisation independent of those who would use it and the responses of those who have to operate it (Jones, 1982:199). This suggests that the introduction of technology has no impact on a firm, unless a resistance against technology is made by those who have to use it or operate it. Managerialists have a unitarist perspective on workers co-operation with management decisions. They believe that management should be able to make strategic choices that benefit the firm and that will have the desired economic outcome. Workers, from this perspective are required to co-operate with the means and ends of the firm as management will have the workers best interests at heart. The means of a firm relates to how work is organised, and the ends, the creation of private profit (Roberts:2009). In relation to the introduction of new technology, the managerialist view is that workers should co- operate with the strategic choices made by firms. It can however, be said that it is un-realistic to presume that managers always have employees best interests at heart. From this point of view a Marxist approach can be adopted, holding a negative opinion of the social impact of technology. They believe that management introduce capital with the sole intention of control and de-gradation of working practices and skill. Thus to conclude, the managerialist social-deterministic view that technology can have a positive social impact on working practices, disproves the contention that the introduction of technologies inevitably leads to de-skilling. Managements strategic choices, regarding job re-organisation, job numbers, and the type of technology employed, will always have an effect on the level of de-skilling which occurs. Subsequently, the level of de-skilling cannot be divorced from the context in which it occurs. Many factors can revoke the level of de-skilling, be it the tacit knowledge of existing employees or managements re-organisation of job roles once technology has been introduced. Furthermore, managerialists hold a unitarist perspective of how workers should re-act to change. The underlying belief that managers have workers best interests at heart would encourage employees co-operation with the means and ends of a firm. In addition, managerialists view the introduction of technology as a method of enabling change and economic development within an organisation, and should be viewed as a positive force.

Late April, Early May :: Personal Narrative Writing

Late April, Early May Eileen was special. At least, that's how all of the teachers described her. But all of the kids knew that saying she was "special" was really just a nice way of saying that she was handicapped, or retarded as most of the kids said. The problem with Eileen was that she wasn't completely retarded so she knew when she was being made fun of, which was often. Whenever I'd see her in the halls there would always be a string of kids behind her making jokes and doing impressions of her. She acted as if she didn't notice, but I could always tell from the look on her face that she heard them perfectly, and I could tell that it hurt. I had seventh period gym with Eileen. This is where, for the first time, I was able to see firsthand the torment and ridicule that Eileen had to go through. We were doing pull-ups on a large metal bar one day. When it was Eileen's turn to go, she got up on the bar, went down, and then began with all of her might to pull herself back up. All of the kids began to chuckle as she struggled terribly, all red in the face. It was at this point that we all saw something fall from Eileen's shorts and plop down on the floor beneath her. "She's shit herself," someone exclaimed. It was true. Eileen was pushing so hard trying to pull herself up that it came out right there in front of the entire class. After she had gotten down the class was still laughing hysterically. She looked more confused than embarrassed really. To be honest, I couldn't tell if she was indifferent about what had just happened or if she was horribly embarrassed but just didn't quite know how to react to the situation yet. She bolted out the door in tears just moments later. In the weeks following that incident I didn't see Eileen much. Maybe she couldn't handle coming back to school so soon after what had happened, or maybe I was just lucky enough to have a break from seeing her being constantly belittled and mocked. Not that anyone would ever admit that they really cared, but during those weeks I heard a few kids inquire as to where she was. I think that people liked having her around because she was almost like a safety net for them.