Responsibilities of a team leader Essay

Four responsibilities of a team leader in our organization: 1. Food alert files (Health and Safety, Food and Safety). First of all, to make sure that all work environment is safe for employees and customers. Second, to check if all departments are providing good Food alert standards set by government at work place. As well, to make sure that all legally required documents would be up to date. 2. Communication. All team leaders constantly need to be in good communicational skills, if you want to run successful business. Everyday you have to communicate with Head office as well as other restaurants, to know what’s happening in all company, using phones or e-mails. And don’t forget to pass important news for team members. Inside the house, usually, Managers team is communicating though the LogBook, and with team members during briefing times before sifts. 3. Motivation is the driving force, which help courses us to achieve goals. Leaders using motivation will satisfy individual needs and team will have inspiration to complete the tasks. It’s very important point in running business. Depending on how motivated teams are, it may further determine the effort they put into their work and therefore increase the standard of the output. 4. Presenting good example and standards or the company. Team Leader always needs to be as example how to act at work, and that other team members would be able to take some experience. If everyone will represent good company standards and will look after the customers well, they will not only think well of the team but also of the company in general. Two examples of the problems you would need to refer to someone with more authority: 1. Racism. It is illegal to discriminate against anyone of the grounds of their race. If it would happen in work place, management team needs to investigate. Just GM or Head office member has authority to take action on  such a complaint. 2. Reconstruction. Every business has yearly budgets, if someone wants to reconstruct the building outside or inside it has to be approved by GM. Feedback on own performance Collected feedback to identify one of my strengths as a team leader and one area for improvement: †¢ Strength – Organized team supporter. Always supporting team and showing organizational skills. †¢ Area for improvement: rudeness, toughness. Sometimes, choosing wrong way of speaking + plus very demanding on the things to be done. Establishing trust One thing to describe what you can do to establish and maintain trust within the team you lead: Respect for others. One of the most important points to work on. If it will be trust and understanding in the team, there will be respect and good atmosphere for work, witch will course business to run smooth. To maintain trust you have to work on couple of following points: †¢ Time- set aside time to be with these people, work with them, talk with them and even play with them. In the end you will gradually start to realize that there personality or point of view aren’t that hard to get along with after all. †¢ Patience – The truth is that the best people, the smartest people and the most successful people take a good long look at other people and express empathy and selflessness towards the people they associate with. †¢ Listening- always to have time to listen for the others, to step aside and to take a look at their opinion. Maybe some examples can be even better then yours. †¢ Laughing- it’s one of the important points, to build the team, not just to be a working robots. With the laugh in the teamwork will run perfectly, plus good relaxed atmosphere. †¢ Honesty- if you will be honest with them, they will be the same with you.

Closing the Gap Between Science and Ethics Essay

The rapid development of nanotechnologies has already become the distinctive feature of the postmodern technological reality. Societies live in the atmosphere of the rapid technological advancement, and new technological achievements and small revolutions are no longer a surprise. Nanotechnologies have a potential to become the source of revolutionary waves in contemporary society. The effects of such revolutions, however, will depend on how well the existing scientific, political, economic, and social institutions can mediate the society-nanotechnology relationships and whether they can promote public acceptability and positive expectations regarding nanotechnology. The current state of science is characterised by the growing gap between nanotechnologies and ethics. Equity, privacy, security, and environmental aspects remain the issues of the major scientific concern. Today, professionals in nanotechnology need to reconsider the basic standards of their scientific performance and develop effective cooperation frameworks, which will help societies meet their ethical needs and will speed up the integration of nanomaterials with all spheres of human development and growth. In his article, Douglas Parr asserts that nanotechnologies are likely to produce a revolutionary wave of innovations in society. That nanotechnologies are breaking the ice of scientific illiteracy in the postmodern society cannot be denied. To a large extent, nanotechnologies mark the beginning of a new stage in the society’s movement toward scientific and human perfection. Recent advancements in nanotechnology confirm the need for the scientific community to develop effective cooperation ties with the rest of non-scientific population, and there are several reasons for that. First and foremost, research and advancement in nanotechnologies have resulted in the major advances in material science, microscopy, and better understanding of the borderline between quantum and classical physics, which produce significant effects on society. Second, nanotechnologies will lead to a major revolution and produce serious scientific and social shifts in society. Third, the most developed countries readily integrate nanotechnologies with their innovation systems and consider nanotechnologies as the basic driver of wealth creation. Fourth, numerous nanotechnology applications will be introduced into the market. In this atmosphere, society must familiarise itself with the recent advances in nanotechnology. Moreover, society must realise that nanotechnologies can be equally good and bad. As a result, the question is in how to obtain the good of nanotechnologies without the bad and whether it is possible at all. Unfortunately, the current state of nanotechnologies makes it difficult for scientists and society to distinguish the good effects of the nanotechnological revolution from its negative implications. The problem is not only in that â€Å"debates about nanotechnology from governments have been dominated by the simple metric of the amount of money being put into nanotechnology for international competitiveness reasons. † The problem is in that a large gap between ethics and nanotechnologies exists and influences negatively the development of the postmodern science. The number of scientific publications on nanotechnologies rapidly increases, but the number of publications that discuss ethical and social implications of nanotechnologies is at least scarce. The funds available for ethical research in nanotechnology are not being used. The lack of effective dialogue between granting bodies, research institutes and the public may turn nanotechnologies into the source of devastating effects on society. More often than not, research institutes and public bodies do not realise that nanotechnology is associated with a whole range of ethical issues. These issues cover equity, security and privacy, ethical implications, and even metaphysical questions. One of the first questions is who will benefit from nanotechnologies and how these benefits are to be distributed among society members. Nanotechnologies have a potential to reduce and resolve the most difficult social controversies, including poverty and animal species extinction; however, this is possible only in case the products of scientific evolution are managed properly. Security and privacy are also among the issues of serious scientific concern. Nanotechnologies will contribute to the development of radically new weapons and surveillance systems; and people must decide how it will protect individual privacy against the presence of near invisible surveillance mechanisms. The effects of nanotechnologies on the environment are yet to be discovered. The incorporation of artificial materials into human systems requires profound ethical and social analysis. To ensure that nanotechnologies work for the benefit of the whole society, a close dialogue must exist between research institutions and the public. Such dialogue will allow prioritising the most important areas of technological research. Such dialogue will also let scientists justify the choice of the most important research areas against direct determinations of societal and public aspirations in these areas. Social and ethical implications of NT research are easy to address through appropriate funding, the development of large-scale interdisciplinary research platforms, intersectional approach, the involvement of developing countries in NT research, as well as the continuous engagement of the public in all major aspects of NT evolution. These changes will reduce the negative potential of nanotechnologies and will turn them into a successful instrument of meeting the most sophisticated society needs. Conclusion The rapid development of nanotechnologies has already become the distinctive feature of the postmodern reality. Unfortunately, the current state of nanotechnological research is characterised by the growing gap between science and ethics. Society lacks resources needed to familiarise itself with the bad and good sides of nanotechnologies and to reduce their negative potential. Today, scientists must engage in a close dialogue with the public and actively engage the public into NT evolution and research. Appropriate funding, interdisciplinary research platforms and intersectional analysis will help to reduce the existing gap between nanotechnologies and their ethical implications. BIBLIOGRAPHY MNYUSIWALLA, A. , DAAR, A. S. & SINGER, P. ‘Mind the gap’: Science and ethics in nanotechnology. Nanotechnology, 14: 2003: R9-R13. PARR, D. Will nanotechnology make the world a better place? Trends in Biotechnology, 23(8): Aug. 2008: 395-398.

David Carson: Renowned for His Inventive Graphics

He was born September 8, 1952 in Corpus Christi, Texas. Carson and his family moved to New York City four years later. Since then he has traveled all around the world but has maintained New York as his base of operations. Carson now owns two studios; one in New York and another in Charleston, South Carolina. Because of his father, Carson traveled all over America, Puerto Rico, and the West Indies. These journeys affected him profoundly and the first signs of his talent were shown at a very young age; however, his first actual contact with graphic design was made in 1980 at the University of Arizona on a two week graphics course. He attended San Diego St. University as well as Oregon College of Commercial Art. Later on in 1983, Carson was working towards a Bachelor of Arts in Sociology when he went to Switzerland, where he attended a three-week workshop in graphic design as part of his degree. This is where he met his first great influence, who also happened to be the teacher of this course, Hans-Rudolph Lutz. He became renowned for his inventive graphics in the 1990s. Having worked as a sociology teacher and professional surfer in the late 1970s, he art directed various music, skateboarding and surfing magazines through the 1980s. As art director of surfing magazines and more famously style magazine Ray Gun (1992-5), Carson came to worldwide attention. His layouts featured distortions or mixes of ‘vernacular' typefaces and fractured imagery, rendering them almost illegible. Indeed, his maxim of the ‘end of print' questioned the role of type in the emergent age of digital design, following on from California New Wave and coinciding with experiments at the Cranbrook Academy of Art. In the later 1990s he shifted from ‘surf subculture' to corporate work for Nike, Levis, and Citibank. During the period of 1982–1987, Carson worked as a teacher in Torrey Pines High School in San Diego, California. In 1983, Carson started to experiment with graphic design and found himself immersed in the artistic and bohemian culture of Southern California. By the late eighties he had developed his signature style, using â€Å"dirty† type and non-mainstream photography. He would later be dubbed the â€Å"father of grunge. † Carson went on to become the art director of Transworld Skateboarding magazine. Among other things, he was also a professional surfer and in 1989 Carson was qualified as the 9th best surfer in the world. [1] His career as a surfer helped him to direct a surfing magazine, called Beach Culture. This magazine lasted for three years but, through the pages of Beach Culture, Carson made his first significant impact on the world of graphic design and typography with ideas that were called innovative even by those that were not fond of his work. Not afraid to break convention in one issue he used Dingbat as the font for what he considered a rather dull interview with Bryan Ferry. 2] (However, the whole text was published in a legible font at the back of the same issue of RayGun, complete with a repeat of the asterisk motif). From 1991-1992, Carson worked for Surfer magazine. A stint at How magazine (a trade magazine aimed at designers) followed, and soon Carson launched Ray Gun, a magazine of international standards which had music and lifestyle as its subject. Ray Gun made Carson very well-known and attracted new admirers to his work. In this period, journals such as the New York Times (May 1994) and Newsweek (1996) featured Carson and increased his publicity greatly. In 1995, Carson founded his own studio, David Carson Design in New York City, and started to attract major clients from all over the United States. During the next three years (1995-1998), Carson was doing work for Pepsi Cola, Ray Ban (orbs project), Nike, Microsoft, Budweiser, Giorgio Armani, NBC, American Airlines and Levi Strauss Jeans, and later worked for a variety of new clients, including AT&T, British Airways, Kodak, Lycra, Packard Bell, Sony, Suzuki, Toyota, Warner Bros. CNN, Cuervo Gold, Johnson AIDS Foundation, MTV Global, Princo, Lotus Software, Fox TV, Nissan, quiksilver, Intel, Mercedes-Benz, MGM Studios and Nine Inch Nails. He acted as the original design consultant for the tourism magazine Blue in 1997. In 2000, Carson opened a new personal studio in Charleston, South Carolina. In 2004, Carson became the Creative Director of Gibbes Museum of Art in Charleston and designed the special â€Å"Exploration† edition of Surfing Magazine and directed a television comme rcial for UMPQUA Bank in Seattle, Washington. Carson became interested in a new school of typography and photography-based graphic design and is largely responsible for popularizing the style; he inspired many young designers of the 1990s. His work does not follow â€Å"traditional† graphic design standards. Carson is emotionally attached to his creations. Carson's work is considered explorative of thoughts and ideas that become â€Å"lost† in the subconscious. Every piece is saturated, but Carson still manages to communicate both the idea and the feeling behind his design. His extensive use of combinations of typographic elements and photography led many designers to completely change their work methods and graphic designers from all around the world base their style on the new â€Å"standards† that have distinguished Carson's work. Carson's work is familiar among the generation that grew up with Raygun Magazine and its progeny such as huH and xceler8, and in general, the visually savvy MTV generation, but his work still receives criticism from a generation that refuses to engage with his connotative excesses. Carson has been one of the greatest influences on modern graphic design in the last twenty five years. He took photography and type and manipulated and twisted them together and on some level confusing the message but in reality he was drawing the eyes of the viewer deeper within the composition itself. In November 1995, Carson published his first book the End of Print. It sold over 200,000 copies in five different languages and soon became the best-selling graphic design book worldwide. His second book, 2nd Sight, followed in 1997. It is said that this book simply changed the public face of graphic design (Newsweek). In 1998, Carson worked with Professor John Kao of the Harvard Business School on a documentary entitled â€Å"The Art and Discipline of Creativity. † The third book that Carson published was Fotografiks (1999) which earned Carson the Award of Best Use of Photography in Graphic Design. Carson’s fourth book, Trek, was released in 2000. Carson has also helped in the development of The History of Graphic Design by Philip Meggs and The Encyclopedia of Surfing by Matt Warsaw.

The Downsizing of Unions Research Paper Example | Topics and Well Written Essays - 1500 words

The Downsizing of Unions - Research Paper Example    This paper illustrates that management theorists contend that downsizing is an act, which reduces the size of the  firm with respect to job opportunities or possession with a goal of performance improvement. Critics supporting the process of downsizing argue that it is a means of improving organization competitiveness and effectiveness. The ever-changing economic situations have necessitated various organizations reorganize the models of operation in order to fit in the new environment. Many critics contend that downsizing and other structural reforms are options taken to avert the challenges of the ever-changing economic situation. The process of downsizing differs from other structural changes that organizations take because of the following reasons; first, the decision is deliberate and second, it intends to improve cost-effectiveness. However, critics have argued that layoffs may result into disposal of human resource who posses crucial skills thereby leading to disruption of o rganization memory. This means that the survivors of the downsizing will also suffer along-side the employees who have lost their job opportunities. Research on organization reforms has demonstrated that consequences of the organization restructuring may increase the uncertainty of the employees. It is probable that the above case can apply in union downsizing. During union downsizing job insecurity appears to be a stressor that would not only haunt employees who constitute the union but also the effectiveness of the union. The fear projected whenever unions think of downsizing is the continuity in the unstable situations. Research indicate that downsizing often generate a negative influence on employees who are members of the union. These influences are evident through the morale of employees to address their grievances or champion for change within their organizations. The insecurity of jobs is another concern that often features whenever the concept of downsizing of unions featur es. Job insecurity has consequences that transcend various facets of life i.e. from work association to individual’s health. Thus, the challenge that the concept of downsizing creates to the union might pose similar challenges as observed in organization downsizing. Although some critics argue that market trends may influence the operation of an organization into adopting downsizing as a structural reform, trade unions mandate differs from organizations, which offer job opportunities to employees. Downsizing in organizations lead to accelerated workloads. It reduces the number of employees while retaining the same functions discharged by the dislodged employees. This exposes the employees to strenuous activities, which might reduce their morale. Arguing on this assumption union downsizing would create a situation where union members fail to cast there faith on union ability to advocate for the workers. However, some critics oppose this view by arguing that union could be larg e but might fail to deliver its services to the employees. In such cases, downsizing of the union would be an option that aims at strengthening its mandate.

Healthcare Marketing Research Paper Example | Topics and Well Written Essays - 1000 words

Healthcare Marketing - Research Paper Example There are some success factors that when considered will lead to success, the kind of success that leads to happy healthcare consumers, happy healthcare marketers and even happy providers. Regardless of the market, innovation is a major part of healthcare marketing. Healthcare providers need to know that the healthcare market is a very divergent market with needs being as many as the number of customers in the market. Each individual, each family, each community has different needs from those of the next person, next family and the neighboring community. Unlike other businesses such as manufacturing businesses that can manufacture just a small range of products which will then serve the entire community, healthcare providers have to deal products that serve individual unique needs of the customer and be able to satisfy each person. Buying healthcare is not like buying piece of manufactured product. The healthcare needs of each individual are almost as unique as their DNA and for such an individual to be satisfied, he or she must get a healthcare product that serves these needs. What is useful for one person does not work for the next person. The problem in this case is to make sure that these individuals are served while the providers are able to make sustainable profits. This conflict between meeting the individual healthcare needs of every individual and the cost of meeting these individual needs is what requires innovative products.

What evidence is there of application of the materiality concept in Research Paper

What evidence is there of application of the materiality concept in the report - Research Paper Example The most conspicuous evidence of the materiality principle in the preparation of JB Hi Fi’s financial report is minimal disclosure overload. According to the International Accounting Standards (IAS), most of the listed companies are expected to follow the structure as presented in paragraph 114 of IAS 1. However, JB Hi Fi is a conglomerate and deals with large volumes of financial information. Therefore, the company deals with complex financial information that requires sophisticated and alternative structures of presenting financial information. The company’s structure is different from the one proposed by international accounting standards, and better communicates the links between different pieces of information. Consequently, the company has enhanced its reflection of the financial position as well as the risks associated with the operation of the business. IAS proposes that listed companies should list intangible assets followed by trade and other receivables and finally trade and other payables when preparing the balance sheet. However, JB Hi Fi has a different order of items when preparing its balance sheet. The company lists trade and other receivables, intangible assets and trade and other receivables in an ascending order. JB Hi Fi bases its list of the balance sheet items on the importance of information presented in the financial report. Furthermore, the company cautions users of financial information not to read the financial statements in isolation. Rather, the company suggests that users of financial information should analyze financial statements in additional to reading notes to financial statements. The company’s statement of financial position has the three standard categories including assets, liabilities and equity. Each of these categories contains information about items related to each other for the sake of

Project Evaluation Assignment Example | Topics and Well Written Essays - 1500 words

Project Evaluation - Assignment Example The document also summarises the theories and concepts learnt in the unit, how these theories influenced my work, example/case study of a successful IT project and its comparison with the developed database. Lastly, the document includes the impact of these lessons on my future work, and what I would do differently along with its rationale. Database of Local Recruitment Agency A local recruitment agency requested to have a database in order to store their business information and access the information in the form of reports. The agency deals with the information of customers (job applicants), jobs (currently available and archived) and tracks contact between customers. In order to fulfil the requirement of the agency, I have developed a database in Microsoft Access 2007. As mentioned in the (previous) assignment, the agency has the following requirements: i. A database to be developed in Microsoft Access that is able to store, retrieve and update the information regarding customers, jobs and track contacts between customers. ii. The agency should be able to add new customers, jobs and their information or details in the database through a form (separate for each) of MS database Access. iii. The agency wants several reports to be produced from the database; however, they specified only three reports that include the customer list; jobs list grouped by job type and the report showing contacts and track follow up. iv. The database tables should be populated with data of at-least 20 customers, 10 jobs and 20 contacts. To fulfil the requirements of the agency, I have developed a database in MS Access 2007 that has four tables, which include tblCustomer, tbljobs, tblContact, and tblJobType. The agency can store all the relevant information in these tables (requirement â€Å"i" fulfilled). I have developed three forms to add/update new customers and jobs along with their details (requirement â€Å"ii" fulfilled). I have developed three specified reports that show t he customer list, jobs list and contact group by the customer (requirement â€Å"iii" fulfilled). I have populated the database with required data in the respective table (requirement â€Å"iv" fulfilled). Features of a Smart Database The developed database should also be evaluated in terms of the characteristics of a high quality database as given below: Accuracy The database is considered accurate if the values stored in the fields of the database are correct. After developing, the database for the agency presumes that the information that is input into a database is faultless as well as accurate. Completeness The end user (agency) of the database has to be aware of the information to be provided to the developer(s) for the development of the database, as if they provide less or inaccurate information, the developed database would definitely be useless and inaccurate. In our case, the information of the customer has to be complete in every aspect, for example the customer profil e, education and experience etc. is missing in the developed database, which has not been asked by the agency. Consistency The consistency is as important as the accuracy and completeness of a database. As in our case, the database is considered to be consistent as we have stored the information/data of one item in a single field only. Uniqueness The data in one field must represent

Orgabizational analysis---TOYOTA Research Paper

Orgabizational analysis---TOYOTA - Research Paper Example The philosophy of lean aimed at preserving value with less work done. This philosophy has been driving the Toyota Company for decades. Lean manufacturing emphasizes on efficiency by optimizing the flow of work, ensuring that there is minimum waste and use of intuition to make decisions rather than accepting the idea that existed before (Jeffery, 2004). Historically, there were changes that took place in Japan which forced the Toyota Company to restructure its operation and management systems in order to meet the needs of its customers. Towards the end of 1949, a collapse in sales made Toyota to layoff part of its workforce. Toyota engineers came to a conclusion that Taylor’s scientific management theory of mass production was not effective and efficient. From this conclusion, they came up with Toyota production system that emphasized on quality control and aggressively sought to eliminate waste and other causes of production defects. Japan had just lost the world war two, so Toyota president aimed at competing at the same level with America in terms of production and quality within three years. The principle of just in time was applied so that there was continuous flow process; the right parts needed in assembling hall reach the destination at the right time and only in amount needed. The other principle is automation which meant that there was dramatic improvement in productivity in that whenever a defect product was detected, the machine stopped automatically to shield the operation from producing more defects. Also, in the Toyotas assembly, assembly lines pulled liens were introduced which allowed operators to detect a problem whenever it occurred thus making everyone in the assembly hall aware of the problem (Jeffery, 2004). The success of Toyota Company in the market has been attributed to lean production system. The basic concepts that

Assess which foreign policy crisis issue, North Korea or Iran, is the Essay

Assess which foreign policy crisis issue, North Korea or Iran, is the paramount one for the United States today - Essay Example We have removed the Taliban regime from Afghanistan, which Iran viewed as a mortal threat and We have removed Saddam Hussein in Iraq, which Iran viewed as a mortal threat† (Showdown with Iran). According to reports the Iran has on many occasion tried to reach out to U.S to find a solution to the exiting problems of military power, terrorism and U.S interference in Middle East. The prominent one was the fax received in Washington after the U.S victory over Iraq in 2003, the fax described various way to make a peace treaty between U.S and Iran, but the fax was neglected and no initiative was taken from the U.S government. The recent developments in Iran with regard to its work in the area of nuclear weapons, firstly the Iran’s new arrangements near to the city of qom in Iran to accomplish its need for higher amounts of uranium has the raised concerns around the globe. Secondly Iran’s plan to build nuclear weapon supported with missile has put the Obama administration in great dilemma. The Iran has not responded well to the steps taken by USA to hold talks regarding these matters. USA has then come forward and said that irresponsible actions of Iran in relation to nuclear weapon development is leading International community to charge a hike in costs to the Iran. â€Å"The Obama administration is now involved in a diplomatic campaign to further isolate Iran and apply pressure to encourage a change in the Iranian government’s behavior. The united states is urging a board of international approach on economic sanctions said the secretary of the state† (Kaufman). As per report s of International Atomic Energy agency (IAEA) in march 2010 Iranian government has denied to provide any information in regard to its work on nuclear development and at the same time has not obeyed the U.N security council’s statement on Iran to stop work on Uranium and heavy water related projects that will enhance the production of

Translation Studies Essay Example | Topics and Well Written Essays - 1750 words

Translation Studies - Essay Example With the advent of television, dubbing of TV programs also became popular, so that by the late 1970s, most major European and Latin American markets were watching television and cinema productions made in Hollywood in their local languages. Today, in Austria, France, Germany, Italy, Spain, Switzerland and Turkey-and increasingly in the major East European nations-audiences see Hollywood productions in their local languages, rather than subtitles, as a result of concern for audience size and linguistic purity.1 As Ramez Maluf the director of the Beirut Institute for Media Arts at the Lebanese American University comments that subtitling required readers to read and gave them a feeling that they were watching a foreign production and could not attract a huge market. Dubbing was used sufficiently and persuasively in this regard. The revival period of the Disney animations resulted in production of all time hit genres like the Beauty and the Beast, The Alladin, The Simpsons and the Lion King. These animations were popular throughout the world and were translated in a number of languages to suit the needs of varying publics. The research proposal aims at studying the translations of English versions of Disney Genres into Arabic through dubbing. 'The Simpsons', the popular American animated series for more than seventeen years now, will be studied and analyzed as part of the study. 'The Simpsons' The 1990s saw the beginnings of a new wave of animated series targeted primarily to adults, after a lack of such a focus for over a decade. In 1989, The Simpsons, based on a short animated cartoon segment of The Tracey Ullman Show, became the first prime-time animated series since The Flintstones to capture a sizable viewing audience. It was the first major hit series for the fledgling Fox network, and it caused a minor sensation, entering popular culture and gaining wide acceptance. Currently, The Simpsons appears to show no signs of stopping and at this rate may surpass Gunsmoke, as the longest-running fictional program in American television history. The Simpsons success has been attributed by many to the two faced quality of its theme. It is a silly cartoon with witty socio-political commentary. Micheal Hastings of All Movie Guide describes it in following words "A tale of five-member, four-fingered, dysfunctional nuclear family" Simpsons popularity could be deemed by the fact that it is responsible for the introduction of a number of phrases and words into the American Culture like D'oh! Jebus, Kwyjibo, Meh, Okily-Dokily and Yoink! These phrases have found their way into popular use, to varying degrees and are a norm for any American adult. Simpsons attained worldwide popularity primarily in America, as it highlighted various social and historical

Employee Law and Relation Assignment Example | Topics and Well Written Essays - 2000 words

Employee Law and Relation - Assignment Example This article analyses the basic requirement or what qualifies to bring a claim for unfair dismissals and reviews the recent judgments on termination of employment contract and leads to a broad understanding of what courts consider fair and unfair dismissals. The law explains employee as a person who is employed to provide services to a firm or company on the continuous basis in return of some compensation, who doesn't provide the same services as a part of the independent business. A contract of the employment consists of express terms and implied terms. Express terms explain the terms agreed between the employer and employee, which includes wages and anything, which is related to it. The express contracted terms may not be written one. The express terms may be found in pay slips, letters given to employees before or after he or she started working or in any letter the employee was asked to sign during the course of work. When a particular employment problem crops up it has to be ascertained that whether the employer is a worker. However, any document like, pay slips, the job advertisement any letter sent by the employer in possession of the employee itself will prove that he or she is a worker of that company. The employee must have 12 months continuous service, there are exceptions to this rule. Even if the employee has less than 12 months service he/she may bring a claim for unfair dismissal if he/she is dismissed for the reasons mention under unfair dismissal clauses. To bring a claim under unfair dismissal act the employee must have worked under a contract of service or employment and must have been dismissed in order to raise a claim. In constructive dismissal, the employee resigns, but claims that his employers conduct towards him was the reason to resign the job. If the employer disputes the dismissal, the onus of proving the dismissal lies with the employee, and then only the claim will continue to the next stage. If the employee qualifies under the unfair dismissals legislation he may bring the claim to The Rights Commissioner or Employment Appeals Tribunal.  Ã‚  

Petrucio commands Essay Example for Free

Petrucio commands Essay Biancas suitors and the general people who lived in Padua spoke of her badly because of what they had heard and did not know the real person. Because of the lack of relationship with Kate that they had they would have not been able to do anything. The difference is family and friends wanted her to stop being so horrid and fiendish but hey didnt actually do anything about it. Petrucio on the other hand had tactics and wanted to tae Kate because he liked her, and they were married. The fact that someone for once was taking interest in Kate and not Bianca made Kate feel special and as if she had something or someone to change for. The fact that Kate knew someone cared started to change her thinking. Kates character is one that would play along with a game, which was trying to trick her but be able to make him think that she was being real. However by the end Kate realises she likes Petrucio and wants to be a proper wife to him, because hes the first person to have actually cared about her. She has not just given up but she has actually found someone who cares for her that she actually likes. Some would say that this theory is not true because of her behaviour toward him on their first meeting but she behaved in the same manor she does to everyone as a result of the expectations upon her.. Petrucio however responds in a way that would only cause Kate more annoyance. Petrucio does not run off and cast Kate off as a helpless cause he notices something special about her. Petrucio forces Kate to marry him but in all truthfulness Kate need not of married him as she could have just ran off, but instead it seems part of Kate wanted to marry Petrucio. Even when they are married Kate begins to listen to Petrucio more than she had done anyone else. She still argues but not in the same way. She doesnt hold up as much of a fight against Petrucio she never does even when he says they are to be married. At their own wedding reception she eventually gives in to him demanding they take their leave with minimal arguments. Even though her sister is left to show off in Kates embarrassment. Kate is treated badly on the journey, even denied food and rest but because Petrucio reckons nothing to be good enough for Kate. Again this is Petrucio showing his caring attitude. Kate argues civilly as Petrucio throws her food on the floor. Although Kate is hungry she doesnt want to show it to Petrucio. A true showing of her untouched spirit, as she begs Grumio for food, not wanting to appear weakened by the way he ahs treated her. A battle is taking place in Kates mind since they met, Kate likes Petrucio but doesnt want to give in to him. She wants to be civil and live a happy normal life but wants to do it in a way, which she still has, her pride. It is as Petrucio says to Kates family when he is forcing her into marriage, Tis bargaind twixt us twain, being alone, that she shall still be curst in company. Although at the time they had not agreed it this is secretly what Kate wants. She has to find away that she will still appear strong to her family whilst at the same time she wants to show off to them. Shes a married woman and is expected to be dignified, but then it will just appear that Petrucio was right and that he can tame anything and that he has had his way with her. Kate realises that to be happy she ahs to find a good balance between the two. She cant completely disregard the person that she is but she cant carry on the ways he is she needs to find a compromise. The first time we see her psychological game plan come into action is on the road to Padua to visit her family. Petrucio starts to speak about the sun and the moon. Instead of arguing Kate does the complete opposite of what is expected, instead of gradually changing which would indeed make her look weak she jumps from one extreme to the other and agrees with whatever Petrucio thinks. However her manor is cleverly sarcastic, Petrucio cant believe it and tests Kate once more when Vincentio appears, asking her to say hello to the lady. Kate takes part in his game and Petrucio feels confident that his tactics are working whilst Kate slowly thinks my games working. They are both playing each other at the same game. Kate eventually instead of becoming normal from being horrible goes form really nice to normal. She simply wants to show off to her parents and be happy with her marriage. Kate has to let Petrucio know now that she can be nice and will be but he has to give a little back. Whilst Petrucio think shes tamed shes not she has just learnt to find a compromise after all its what she actually wants. Kate has been badly behaved and angry simply because no one cared enough for her. Kate shows Petrucio in her speech and all her family just ho he is. People who have written it off as a piece of dramatic irony or her giving up were simply wrong and underestimating Kates intelligence and character. Her speech was to show to Petrucio thats eh will find a compromise with him and that they will be all right. When Petrucio commands Kate to come, normally Kate would have flown in up in arms shouting and creaming but instead she came because thats what no one expected she was proving them all wrong and putting them all to shame. She had the chance to show up her sister and to look better than her.

Shangri La Hotel Competition and Business Analysis

Shangri La Hotel Competition and Business Analysis Introduction Shangri-La Hotel is a world class deluxe Asian hotel chain which provides services and places for business and leisure travelers according to its Asian standards of hospitality. Shangri-La Hotel provides customers with a number of excellent services. More specifically, guests may enjoy high quality room services and resort, facilities such as sauna, Jacuzzi gym, lounge and pub. Moreover, the hotel chain also provides different and unique products like, The Spa at several hotels and resorts. Through its high quality services, Shangri-La receives international awards and recognition from prestigious publications and industry partners. Historical data Shangri-La Hotels and Resorts was founded in 1971 by the Malaysian-Chinese tycoon Robert Kuok and managed by Westin until January 1983. The headquarters are located in central Hong-Kong. Its name was inspired by James Hiltons legendary novel Lost Horizon. In 1982 the company incorporates Shangri-La Hotel and Resorts. Business Description Shangri-La Hotel is highly recognized for its service excellence. The hotel chain highly supports its mission statement, according to which customers should be delighted each and every timeÂÂ » More specifically, the company focuses on offering customers an unforgettable experience by blending cultures, exotic art and lively ambience. . Shangri-La Hospitality has developed five core principles: respect, humility, courtesy, helpfulness and sincerity. These core principles have positively affected the successful running of the business and thus they have as a result the creation of pleasant customers and employee relations. The service principles that Shangri-La has developed is consistent to every country they operate. In other words, customers receive the same level of services and treatment in every hotel no matter the country of location. This is very important as the customers identify Shangri-La hotels as high quality and trustworthy. The company operates 62 deluxe hotels and resorts under the Shangri-La and Traders Hotel brands in Asia and Middle East. Moreover, the company is willing to expand in Europe and North America. Apart from Shangri-Las ownership and operation of hotels, the company also leases commercial office buildings, retail space, apartments, real estate development and operation and golf club ownership and operation. Competition Competition in general is one of the factors that affect companys existence and growth. Even though Shangri-La is one of the top luxurious hotels in Asia, there is still fear from other top companies operating in the diversified hotel management industry. The profitability of every company depends on efficient operation because many costs are fixed and on effective marketing. The top three competitors of Shangri-la hotel are: The Hong Kong and Shanghai Hotels Ltd which also operates in Asia, Australia and North America with 24 deluxe hotels, commercial and residential properties. New World Development is the second competitor of Shangri-La; the company develops and invests in properties in Hong Kong, mainland China, and Southeast Asia. Its property and infrastructure developments include apartments, office buildings, hotels, department stores, roads, and water and power plants. The third competitor is Mandarin Oriental Hotel Group which is incorporated in Bermuda and owns, manages and operates 40 upscale hotels in two dozen countries. The 2008 Olympic Games Event has affected Shangri-La Hotel since premium hotels such as Regent, Ritz-Carlton, Hyatt and Sheraton expanded in various cities in China, particularly in Beijing and Shanghai. Since Shangri-La is an Asian Company, it is highly recognized in Asia, the hotel chain had a competitive advantage as far as brand awareness is concerned. However, as many prestigious and luxurious hotel chains started expanding in the Asian continent Shangri-La faced more intense competition than before. The primary competitor of Shangri-La could be identified as the Marriott chain, which operates the Ritz-Carlton, Renaissance and Courtyard brands (26 hotels in China and expanding its portfolio to 100 by late 2010.) Driving forces in the company In order for the company to continue to compete within in the industry, Shangri-La decided on expanding its hotel chain. It went through a rapid expansion in the early 1980s and built 29 hotels over the next decade, and by the end of 1999, it was announced that they were operating 35 hotels within the Asian continent. Shangri-Las management group decided on expanding even more aggressively and therefore took advantage of their current success and raised fund during this period of time for further expansion. As a result during the early 00 Shangri-La began entering new markets through both management contracts and owner/operator development. In 2003 Shangri-La Dubai and Sydney were opened. The innovation of core brands of Shangri-La Asia Ltd, including the four-star Traders which was established in 1989, provides luxurious experience and sophistication to the business traveler, Rasa Resort and Spa which was launched in 2006 as a new brand spa provides treatment and relaxation based on Chinese principles, Far Eastern Plaza Hotel and Shang Palace are the force driving the changes in the industry. These hotel chains provide differentiated and unique products to a niche market. Key Success Factors: The key success factors of Shangri -La Hotel are the following: 1. Unique characteristics of Asian hospitality and high luxury quality of service and products offered to its customers 2. Differentiated products (spa and treatment in hotels and resorts) 3. The use of culture training program in everyday performance More specifically, Shangri-La Care Modules that line out what a service personnel should do and how to serve their customers in the best possible way Care 1: Shangri-La Hospitality from Caring People Making the guests feel special and important during their stay in the hotel and focusing on the core values of Shangri-Las hospitality. Care 2: Delighting Customer Delighting guests consistently not just the first time they visit but every single time in order to achieve srotng customer loyalty. Care 3: Recover to Gain Loyalty The importance of recovery when mistakes happen. A well done recovery may be an opportunity to gain further commitment and loyalty, and the other way round if recovery is poor. The five steps to recovery as developed by Shangri-La hotels: Listen, Apologies, Delight, Fix the Problem and Follow up. 4. Take Ownership. Effective promotion and special offer to attract the customers attention about the Shangri-La hotel. Promotion and special offer build long term relationship between Shangri-La hotel and their loyal customer. The promotion and special offer by the Shangri-La hotel include special festival, weekend special, value rate and value vacation. 5. Effective process management perspective. This refers to the system used to assist the organization in delivering the service. Shangri-La demonstrates processes involved in delivering the services provided into six encounters including among others check-in, room encounter, restaurant and breakfast, vacation trip, spa and check out. Check in Encounter: Shangri-La ensures that guests will be served directly at the receptionist counter or online. Room Encounter: it provides extra room accommodation for guests. For example, they provide extra bed for children under 12 to stay with their parents in the same room. Restaurant and Breakfast: Shangri-La provides Childrens Meal Plan; this accommodates hotel guests under 12 can enjoy complimentary meals in Coffee Shops and Pool Cafes. Vacation Trip: Specially trained staff is assigned in handling booklets with valuable information concerning rooms, airfare and car rental at popular Shangri-La destinations, in order to make guests planning vacation easier. The Spa: provides unique service for treatment activities such as massage, aroma therapy and bathe. Check-Out: same as check-in but may be crucial to determine the final outcome of satisfaction. 6. The use of effective advertising through television and online commercial 7. Compensation and Career Growth: this is a driving force for the employees to perform high standard performances within the company and making its employees valuable. If employees are motivated they are willing to provide and satisfy customers in any circumstances, therefore gain customer loyalty. Resource strengths and competitive capabilities of the company: Valuable organizational assets Organizational design is an important aspect in every company. Without an organized Chain of Command severe issues could occur in the company. Shangri-Las organizational design consists of five major levels in order to group its employees. More specifically: Level 1: Divisional Manager Level 2: Departmental Manager Level 3: Sectional Manager Level 4: Front Front-Line Supervisors Level 5: Front-Line Employees Note: Decision comes from the upper level of the structure Valuable intangible assets The employees are one of the most important intangible assets of Shangri-La. Therefore, Shangri Las corporate management heavily invests in employee development (to gain know-how asset) Another intangible assets of Shangri-La is its brand name, a synonymous for providing services with the unique characteristics of Asian Hospitality Unique products such as spa and treatments could also be considered as their intangible assets Valuable physical asset One of the most important and crucial physical assets of Shangri-La hotels are its architectural design externally and internally. Every single hotel of the chain has different characteristics and features that differentiate it from other Shangri-La hotels in the world. The design of every hotel matches the culture and environment where it operates. For instance, a typical Shangri-La hotel set in lushly landscaped tropical gardens with huge swimming pools that creates an oasis from the city thriving business and social center. Moreover, Shangri-La hotels and resorts provide hotel facilities like Airport Transfer, Parking, Foreign Exchange, Non-Smoking rooms, baby-Sitting or Child Care, Facilities for Disabled, Dining and Entertainment, Restaurant, Bar/Lounge, Sports Leisure, Spa, Sauna, Steam Room and Fitness Center. They have invested in these assets so as to provide customers with great experience during their stay in the hotel. Competitive Capabilities One of the strongest competitive advantages of Shangri-La hotel is the service quality that is provided to its customer. Shangri-La is an award winning hotel as it is highly praised for offering world class service and gracious hospitality that has earned a reputation of excellence throughout Asia. Identifying strongest and weakest points of competitive forces Competitive pressures created by the rivalry among competing sellers Competing with other world class luxurious hotels in the world is a strong competitive force that affects Shangri-la hotels. These other hotels have strong competitive strategies to maintain their position in the market. These hotels also provide the same high quality of service to the same target group. Competitive pressure of new entrants New entrants have always been considered as a threat by the existing ones. This is a strong force for the company since they target the same customers in the market. Competitive pressure from the sellers of substitute products High quality Motels and other local hotels are considered to be substitute for Shangri-La. This is a weak competitive force in the company since Shangri-La customers seek for high and unique quality of service Competitive Pressures Stemming from supplier bargaining power and supplier-seller collaboration Supplier bargaining power is a strong competitive force to Shangri-La hotel. Shangri-La has numbers of different suppliers; for example, food suppliers, material suppliers and information suppliers. If these suppliers increase price of goods and services to its customers then Shangri-la would also increase its operating costs .As a result, Shangri-La would increase prices, in order to cover its operating costs. Competitive Pressures stemming from buyer bargaining power and seller-buyer collaboration. Buyers bargaining power is a weak competitive force for Shangri-La Hotel since Shangri-La has a fixed price charge; and this cannot be negotiated. Business Strategy Strategy for Expansion to the East and West The companys main strategic plan is to incorporate the goal of expanding the Shangri-La brand globally with a strong foundation and reputation for its excellence in Asia, the Middle East, Europe and North America. According to industry analysts, China was one of the most attractive destinations for tourists in 2008 since The Olympic Games were held there. For this particular reason new hotel developments started to pour in the region. Shangri-Las strategy to expand in the East is an asset since their core principles of cultural values matches most of the countries in the Asian market but is still a challenge since most of the luxurious top hotels in the world have the same approach. In general Shangri-La has slow expansion growth in other part of continents like Europe and North America. Nevertheless, it was announced that the company decided to expand its hotel chains in different parts of the world particularly in Europe, North America and Australia as to be able to compete with their major competitors in the market. Even though the company constantly enters new markets, they still maintain and provide its worldwide service quality standards to its customers and ensure that Shangri-Las quality and service standards are translated to new hotels in new markets in order to deliver consistent experience of Shangri-La Hospitality. When Shangri-La enters new markets in new countries, the company brings new cultural understanding and expectations to these markets. This is a challenge for the company since bringing the essence of the brand to new cultures is tough. Another strategy of the company is to enhance Corporate Social Responsibility activities in five key areas: Environment, Health and Safety, Employees, Supply Chain Management and Stakeholder Relations. In the Environment section its main focus is in climate change, water use management, waste disposal management, ozone depletion and indoor air quality. Shangri-La has recognized that resource conservation, biodiversity and pollution prevention are ways to maintain a sustainable environment. By providing safe and healthy environment, Shangri-La protects its customers, employees, suppliers and the public. This includes training employees for emergency situation like fire, earthquake and any other natural disaster. Also, the company promotes wellness program to improve the health and well-being of the employees. As mentioned before, Shangri-La management recognizes that staff is one of their most important assets and so they are committed to providing fair employment opportunities, dignity and staff development. Shangri-La will provide an environment where employees may achieve their personal and career goals and fair labor practices as to avoid any activity that results in human right abuse. For the company to be able to mange its direct and indirect impacts in the environment, Shangri-La has to work effectively with its supply chain partners. The suppliers need to meet the local legal requirements relating to the environment, human rights and other regulatory work practices. Also, suppliers are expected to be part of the system to ensure that the food served is safe and of high quality. According to CSR all stakeholders include customers, employees, members of the communities in which they operate, shareholders and suppliers will engage in a clear, honest and respectful way to the company. SWOT Analysis: Strengths Brand recognition Unique services and products quality (Shangri-La Hospitality) Expansion network in Asian Continent Luxurious facilities like the Shangri-La Spa and Trader Expansion globally Strong suppliers relationship Innovation of unique products Weaknesses: Not having enough number of hotel chains in Europe and N. America to compete with other luxurious five star hotels operating there. Shangri-La is dependant on other hotel owners companies since it doesnt own all of its hotel chains One of the problems that Shangri-Las hotels in China faces is the fact that front-lines employees are uncomfortable in making decisions. Chinese employees are dependent on operational guidelines Opportunities: Its market positioning in China; since China has become the worlds fourth largest economy and one of the most attractive destination as far as tourism is concerned Training program facilities to prepare first-line employees to more effectively utilize decision-making authority The Olympic Games Events in China increased Shangri-Las sales Expand to other geographic destinations Acquisition of local hotels Threats: Intense competition Local Hotels are considering forming alliances with international brands to manage and operate the business. Pressure on wages (expanding into high-wage economies) Since Shangri-La is an Asian company and has been operating in Asian territory, its management group is used to having lower labor costs compare to Europe and N. America Global recession Since Shangri-La is expanding with its principles values, its a great challenge for the company to expand beyond its Asian territory where cultures are different. Is the company able to adapt in a different environment..? Target Market Shangri-La Hotel operates in the five class hotels industry associated with luxury and well-being for customers. Hence, the target market mostly comes from the upper class. We focus on this section to the two Shangri-La Hotels and Resorts that produce greater profitability to the company. The Golden Sands Resort that is located in Batu Feringgi Beach that is mostly visited by tourists who come from European and Western countries. It is believed that these travelers have high consuming ability compared to local travelers. Therefore, Shangri-La management targeted the tourists that are of higher financial and consuming ability. The target market for Trader Hotel mostly consists of business travelers and those that come from the upper class groups of society. Business travelers can afford to purchase services from high quality hotels as their expenses are accommodated by their companies. Strategic Positioning All of the hotels and resorts of Shangri-La are located at strategic locations that are frequented by a high number of people, either for business purpose, travelling or other reasons. The location selected usually consists of places that are well known for their tourism industry and that are highly visited each year. Business Model For the fiscal year ended in December 31, 2006 the management reported that Shangri-La net income was 202.2 million dollars from its services and products. The companys sales continued to improve in 2006 with 1,002.9 million dollars sale compared with 842 million dollar in 2005. The company owns 50 hotels in Asia and the Middle East and more or less of 40 projects under development in Europe and North America. The company employs approximately 18,400 employees worldwide. Shangri-Las case is unusual among international hotel companies since it owns a significant proportion of its hotels, As shown in the table below, Shangri-La performance in the industry seem to improve every year and ascend to better market positioning. Shangri-La Income Statement Our personal Recommendations for Shangri-La Hotel Improve and give more emphasis to its employees training program; especially for the front-line employees to build their confidence and efficiency at the workplace in order to improve its hand to hand interaction with the customers. Having achieved brand market leadership in Asia, Shangri-La should now try to increase the number of hotel chains in Europe, North America and the Middle East. Since Shangri-La emphasizes its cultural values in every hotel chains, Shangri-La should take a closer look of its environment in general, to see if the products and services that they provide match the needs of the customer in general. For example, if Shangri -La operates in foreign destinations like the Middle East, they should adapt to its culture and combine it into their own to avoid conflicts between two different cultures. In general, all of the hotels and resorts of Shangri-La are located at strategic locations that are visited by a high number of people each year, either for business purpose, travelling or other reasons. The location selected is usually places that are well known for its tourism industry that are highly visited each year.

Residency in Australia Residency Laws

Residency in Australia Residency Laws Clemens and commissioner of taxation [2015] AATA 124 (6 March 2015) 1. Issue and decision consider in chosen case: Introduction: The whole case is about backpackers who were foreign nationals each of whom stayed in Australia for more than 183 days in the tax year to 30 June 2013. Maximillian Clemens (the applicant) from Germany, who entered Australia in 3 October 2012 under working holiday visa with Subclass 417. He described himself as a visitor or temporary resident and he was not willing to stay in Australia permanently (austlii.edu.au, 2017). Maximillian Clemens was lived with his parents for about two weeks before moving to the campus of Universitat Koblenz-Landau. After that Mr. Clemens transferred to Johannes Gutenberg Universitat Mainz where he lives, probably, in rental property. Maximillian Clemens dont have any assets in Australia, he stayed in 14 different hostel for some 45 days (from 3 October 2012 to 17 November 2012), which was locating at nearest area of New South Wales and Queensland, after that for period of 92 days applicant shared a bedroom with his friends (7 people) in Sydney (from 18 No vember 2012 to 18 February 2013), during that type of period the applicant worked in casual factory hand for Warringah Plastics Pty Ltd. From 19 February 2013 to 5 April 2013 the applicant was again lived in 12 different hostels which was located through out Australia, and on 6 April 2013 he arrived in Fiji for 8 days for island hopping trip. The applicant again entered in Australia on 14 April 2013. On 2 April 2013, an assessment form was stopped in the interest of the Applicant. On 22 July 2013, the Commissioner exhorted that he had finished a survey of the government form and presumed that the Applicant was not an occupant of Australia for the year finished 30 June 2013. On 26 July 2013 the Commissioner issued a Notice of Assessment evaluating the Applicant on his pay as a non-occupant. On 15 October 2013, Backpackers Buddy in the interest of the Applicant questioned the Notice of Assessment in light of the fact that he was an occupant of Australia for the year finished 30 June 2 013. On 14 February 2014, the Commissioner refused the protest. The Applicant now looks for an audit of that choice. The issues are: 1. The broad issue involved in this process is whether the applicant was a resident of Australia in the year ended 30 June 2013. 2. To get the permanent residency in Australia Clemens has to pass the following test: a. The ordinary concept test: The ordinary concept is the concept when person wants to stay permanently in Australia without any aim. In this whole case Mr. Clemens declared himself as a tourist and he wants journey in Australia on a working holiday visa, he had no any plan to reside Australia permanently. b. The Domicile test: The Domicile test is the test, when the persons parents are permanent resident of Australia and person have his own house where person can live their safely. Mr. Clemens has no any asset in Australia and his parents basically from Germany, so Mr. Clemens can not pass this test for permanent residency. c. The 183 day test: The 183 day test is the test when the person is permanent resident of Australia, when person reside in Australia for 183 days, in this case person reside in Australia for 186 days, therefore he declared himself as a resident of Australia as per 183 day test. d. The superannuation fund: The person is a member of certain superannuation fund. Maximillian Clemens was not a part of any kind of superannuation in Australia. Thats why he can not clear the superannuation test. So, in conclusion person will be a resident, if he or she permanently lived in Australia or have been in country more than half of the financial year, however person dont have any intention to live in Australia permanently. Clemens was a visitor, but he reside Australia more than 183 days. 2. The reasons for support the needs for proposed changes to the residency rules: The fundamental contrast in expense status is that non-inhabitants are not qualified for the tax-exempt edge, so salary is exhausted ideal from the principal dollar. For the 2012-13 year, there is no incremental assessment rate up to $80,000 wage yet a straight-up rate of 32.5%, albeit from that point the rates break even with Australian inhabitant rates. (Assess rates for 2011-12 were 29% up to $37,000, 30% to $80,000, from that point equivalent to occupant rates.) (Alan Lewis 2012). 3. Identify the relevant case with the topic: One of the case which is related to Clemens case is: 11 March 1515 Backpacker not resident of Australia under 183 day test Re Koustrup One of the person Danish origin who has spent total 287 days in Australia, when he came in this country during the financial year of 30 June 2013, which has been founded by Administrative appeals tribunal that he is not a resident of Australia during that financial year. This was one of three comparable cases heard together by the Tribunal. Since the reality designs in the three cases varied tangibly, the Tribunal gave isolate choices. The material standards and the choices for every situation were, be that as it may, the same. The choices were Re Koustrup, Re Jaczenko and Re Clemens. In every case, it was a commissioner, who battled that the applicant is not permanent resident of Australia. This was a result of the tax-exempt limit that applies to an inhabitant of Australia however which does not make a difference on account of an outside occupant. The presence of the tax-exempt edge with regards to an inhabitant offers ascend to a zero rate of expense applying to the main $18,200 of assessable wage. This is to be stood out from a rate of 32.5% which applies to the principal $18,200 of assessable wage, if the citizen is dealt with as an outside inhabitant. In Re Koustrup, the candidate entered Australia under a working occasion visa. She depicted herself as a guest or impermanent participant coming to Australia for the primary reason of having an occasion. She additionally assigned that her planned length of remain in Australia would be eight months. The candidate had no arrangements to live in Australia; she was a guest. While in Australia, the candidate stayed and worked for brief periods in different parts of Australia. After an aggregate remain of 287 days she came back to Denmark. 4. The facts and decision in chosen case: The facts and decisions in Clemens case are; the applicant or Clemens was a resident of Germany and he came to Australia on working holiday visa, he doesnt want to live in Australia permanently and he declared himself as a non resident of Australia. The decision in these case is relating to the question that, whether applicant is a resident of Australia or not: 1. Clemens intentions was not to live in Australia permanently. He just want to raise the fund for traveling through agriculture area. Subsequently, the expectation of the holidaymaker is a main consideration to get an assessable treatment as inhabitant in Australia. 2. The typical place of home (is a piece of the 183 day test) alludes to where the individual ordinarily or usually stays. 3. It is conceivable to have no typical place of house all. This would emerge in conditions where a man is moving about with no settled address which the individual would hold as his or her typical place of staying. This sort of individual is uncommon and has been alluded to as a supposed feathered creature of entry. 4. It is impractical to have at least two common spots of house a similar time. Where there are two contending spots of dwelling place should be evaluated, in view of all the accessible truths, as to which one seems to be regular. 5. It is, be that as it may, feasible for there to be two distinctive regular spots of habitation diverse circumstances. In this way, a man can have a typical place of home one area for a large portion of the assessment year and as a result of changed conditions that same individual can have an alternate common place of home the other portion of the year. 6. The holidaymakers are not part of superannuation fund, so they are not able to claim for superannuation fund. 7. While the Parliamentary goals are not generally important, it is significant that the different capabilities to the 183 day lead were sanctioned by Parliament all together that there might be no risk of regarding as inhabitants people who are absolutely guests: Illustrative Notes on Amendments contained in the Income Tax Assessment Bill 1930 to change the Income Tax Assessment Act 1922-29, page 11. Thus, foreigners or visitors on holidays or working in Australia who are more than 183 days in Australia, would not be permanent residents during their stay under this test, as their intention to stay in their home country and would not have an intention to stay in Australia permanently. PART B 1. Purpose of the bill: The four Bills in this bundle execute the Governments declaration on 27 September 2016 that working occasion creators (WHMs) would be saddled at a rate of 19 for each penny for money from this work up to $37,000, with common duty rates and limits applying from there on. Other components of the reported bundle incorporate expanding the expense on the Departing Australia Superannuation Payment to 95 for each penny, expanding the traveler development charge (PMC) by five dollars and decreasing the application charge for WHM visas by $50. Elements of the reported bundle that are excluded in the Bills and should be actualized through different changes are $10 million financing for Tourism Australia for an adolescent focused on promoting effort, changing visa conditions so that a business with premises in various locales can utilize a WHM for 12 months, with the WHM working up to six months in every area, and changing visa conditions so that the qualification age for a WHM visa is lifted from age 30 to age 35. The primary motivation behind the Working Holiday Makers Reform Bill 2016 is to build the agribusiness and tourism business in Australia (Koehler, 2013). This change helps the working holidaymakers to pay whats coming to them of expense. This change builds the income and the obtaining force of the Working Holiday Makers. The administration disentangle the control for the duty and streamline the visa direction by lessen the visa charges by 50$.This additionally increment the quantity of working holidaymakers every year. The primary motivation behind the changes is as per the following: 1. The Turnbull government needs to expand the quantity of Holidaymaker through the change in the bill. That expands the duty income of the administration from the holidaymakers (Malmberg and Miller, 2013). 2. The working holidaymakers are an extraordinary hotspot for the supply of the works in the horticulture part. The horticulture division produces 90% nourishment that expend in Australia. The farming part is an incredible donor towards the GDP of Australia. In this way, the need in supply of work amid the gathering season can diminish the efficiency in the farming area (Traversa, 2014). 3. The holidaymakers assist tourism industry with growing speedier. It is an incredible wellspring of their income. It likewise expands the income of the lodgings, inns, and eateries (Tricker, 2015). The holidaymakers are likewise work in the eateries and inns as a server or a room benefit at a low work charge than neighborhood residents. It helps the proprietor to expand their benefits. 4. The administration needs to record data about the working holidaymakers and their bosses. They take the data about their pay, work charge, motivating forces and so on. Along these lines, it is feasible for the legislature to decrease the misuse of the working holidaymakers. 2. WHMR bill 2016, in the context of Clemens and Commissioner of taxation As indicated by the WHMR charge 2016, Clemens is alien in Australia with the end goal of salary charge. The duty treatment for her ought to continue as per the accompanying tenets. While, Clemens gains under 37000 the duty rate will be 19%. While, Clemens profit surpasses $37000 yet under $80000 than the duty rate will be 32.5%. Once more, if the profit of Clemens surpass $80000 yet under $180000 the duty rate will be 37%. While the profit of Clemens more noteworthy than $180000 the duty rate will be 45%. As Clemens is not an occupant in Australia, in this manner the assessable salary of Clemens ought to regard as an outside occupant. The Clemens is not qualified for the home exception in the expense treatment (Dowling 2014). Accept that Clemens win $200000 in a budgetary year. Taxable income Tax rate Less than $80000 32.5 per cent Exceeds $80000 but does not over $180000 37 per cent Over $180000 45 per cent References: 1.http://www.austlii.edu.au/cgi-bin/sinodisp/au/cases/cth/AATA/2015/124.htmlstem=0synonyms=0query=clemens 2. Alan Lewis Accountant, August 29 2012 http://www.lewistaxation.com.au/tax/general-tax/resident-for-tax-purposes 3. The tax Institute http://www.taxinstitute.com.au/news/backpacker-not-resident-of-australia-under-183-day-test-re-koustrup 4. http://www.aph.gov.au/Parliamentary_Business/Bills_Legislation/bd/bd1617a/17bd030 5. http://www.mytaxresidency.com/australia/residency-test-2-the-domicile-test 6. Dowling, G. R. (2014). The curious case of corporate tax avoidance: Is it socially irresponsible?. Journal of Business Ethics, 124(1), 173-184 7. Koehler, M. (2013). An Examination of Foreign Corrupt Practices Act Issues. Richmond Journal  of Global Law Business, 12, 3. 8. Malmberg, C., Miller, A. B. (2013). Foreign Corrupt Practices Act. Am. Crim. L. Rev., 50, 1077

Ron Howards, A Beautiful Mind Essay -- Mental Illness

In Ron Howard's work, A Beautiful Mind, depicts the real life account of Professor John Nash and his struggle with paranoid Schizophrenia. The topic of mental illness has become popularized as of late, particularly in popular media (film, television). This focus on mental disorders has greatly improved awareness of mental disorders, but this media has become a double edged sword. The same process that educates people (ie these films and shows) can also disseminate largely false or misleading information. In the film, both sides of this information distribution phenomena are expressed. To evaluate the effectiveness of the movie to accurately describe the occurrence of paranoid Schizophrenia one must look at the accuracy of the onset, symptoms, and the treatment given to Dr. Nash. The first area that must be analyzed in the assessment of the accuracy of paranoid Schizophrenia as shown in A Beautiful Mind is the onset and early development of symptoms. The onset of the disease has many factors to be evaluated. First, the age of onset, for Nash, is presumed to be early twenties (ie when he would be in graduate school). This age is in line with the current understanding of Schizophrenia. The age of onset is usually between late teens to early adulthood (although it can start later) which would be exactly the time which the film depicted Nash as first experiencing symptoms. Although it still falls in line with the diagnostic criteria of Schizophrenia, it is important to note that the hallucinations that Nash experienced started occurring after he had graduated graduate school. The onset of symptoms also falls in line with a great increase in stress in his environment (joining graduate school and the quest for the "unifying theory"), w... ...on medication between his first and second hospitalizations, which is true. But, it also depicts him as being on "new medication" after he is released from the hospital the second time. This is not true, Nash actually rejected taking any medication after his second hospitalization and has been managing his symptoms since. The producers felt that this rejection of modern medicine would encourage more people to reject medication. To summarize, although the depiction of Nash's disorder differs on some points from clinical and practical reality, it does fairly accurately describe the symptoms and difficulties that someone who suffers from paranoid Schizophrenia would suffer from. In this particular instance, Hollywood did not butcher a disorder for their own gain, but one must always tread lightly when allowing "artistic license" of a real account or real disorder.

Free College Essays - The Sun Motif in The Stranger by Albert Camus :: The Stranger The Outsider

The Sun Motif in The Stranger Many artists, authors, and composers have put the beauty and warmth of the sun in their work. The Dutch painter Vincent van Gogh created landscapes that expressed his joy with bright sunshine. The American poet Emily Dickinson wrote a poem called "The Sun," in which she described the rising and setting of the sun. The Russian composer Nicholas Rimsky-Korsakov included a beautiful song, "Hymn to the Sun," in his opera The Golden Cockerel. Uniquely, Camus' usage of the sun opposes its warmth and beauty in The Stranger. The sun is a symbol for feelings and emotions, which Monsieur Meursault cannot deal with. There is a sun motif present throughout the novel, which perniciously characterizes the usual fondness towards the sun. The sun is a distraction from Meursault's everyday life and he cannot handle it. The sun first presents a problem to Meursault at his mother's funeral procession. Even before the procession embarks, Meursault remarks of the sun, calling it "inhuman and oppressive." Meursault has shown no emotion towards his mother's death and he directs his bottled-up anxiety at the sun. To Meursault, the sun is an influence on all his senses, as he cannot hear what someone else says to him. He pours with sweat, symbolizing the flow of emotions. Meursault constantly thinks about the sun when one would expect him to be mourning his dead mother. He says, "I could feel the blood pounding in my temples," which is strong imagery. At the beach with Raymond, the sun provokes Meursault to commit a crime. He says, "(the sun) shattered into little pieces on the sand and water." While going to get a drink of water, the foreign Arab uses a knife to shine the sunlight in Meursault's face. Meursault knew that all he had to do was turn around and walk away. His emotions (again not shown externally and reserved) took over. Camus states, "All I could feel were the cymbals of sunlight crashing on my forehead and, instinctively, the dazzling spear flying up from the knife in front of me. The scorching blade slashed at my eyelashes and stabbed at my stinging eyes." This strong imagery forces Meursault to fire and kill the Arab with a revolver. What makes it worse, he fires four more times to make sure the sun is dissipated for good. In prison, Meursault changes his views on both the sun, and on his view of life, which are similar.

Parallels Between The Sun Also Rises by Hemingway and The Great Gatsby

Parallels Between The Sun Also Rises by Hemingway and The Great Gatsby by Fitzgerald  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚   During the decade of the 1920's, America was going through many changes, evolving from the Victorian Period to the Jazz Age. Changing with the times, the young adults of the 1920's were considered the "Lost Generation". The Great War was over in 1918. Men who returned from the war had the scars of war imprinted in their minds. The eighteenth amendment was ratified in 1919 which prohibited the manufacture, sale, or transportation of liquor in the United States. Despite the eighteenth amendment, most people think of large, lavish parties when thinking about the 1920's. The nineteenth amendment was passed in 1920 which gave women the right to vote, a major accomplishment in the women's right movement. Women traded in their long, pinned-up hair styles for short, stylish bob haircuts. Two great American literary writers emerged from the "Lost Generation": namely Ernest Hemingway and F. Scott Fitzgerald. Both men wrote their best novels during the 1920's in which they examined the evils of the time, and the consequences that accompanied the actions of the characters who acted on such vices. There are parallels between the vices of Hemingway's The Sun Also Rises and the vices of Fitzgerald's The Great Gatsby: namely excessive alcohol consumption, sexual promiscuity, and the power of money. The first parallel between a vice in Hemingway's The Sun Also Rises and a vice in Fitzgerald's The Great Gatsby is that of excessive alcohol consumption. The character's in The Sun Also Rises; namely Brett Ashley, Jake Barnes, Robert Cohn, Mike Campbell and Pedro Romero, are residing in Europe were there is no prohibition on liquor. Whet... ...oney and all the people he know through business contacts and the many parties he had thrown, only Nick and Gatsby's father attended his funeral. In conclusion, there are several parallels of vices between Hemingway's The Sun Also Rises and Fitzgerald's The Great Gatsby: namely the excessive consumption of alcohol, sexual promiscuity, and the power of money. WORKS CITED Fitzgerald, Scott F. The Great Gatsby. New York: Scribers, 1925. Jones. Interview. Celebration. BBS message 1160. 10/11/94. Hemingway, Ernest. The Sun Also Rises. New York: Macmillan, 1954. McDowell, Nicholas. Hemingway. Vero Beach: Rourke, 1989. Monique, Interview. Theme. BBS message 1755. 11/03/94. Rood, Karen Lane, ed. Dictionary of Literary Biography American Writers in Paris, 1920-1939. Vol. 4. Detroit: Gale, 1980. J:ofsengclarklessaylindasch.doc   

Cafe Nero Marketing Plan

[pic]vvv v Contents Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 3 Overview†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 4 Marketing Audit†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 5 PEST Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 5 Market Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 8 Micro Environment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 10 Internal Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 12 SWOT Analysis.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 13 Assumptions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. â € ¦.. Page 14 Marketing Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Page 15 Strategy Choices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page 16 Marketing Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 17 Places†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 17 Products†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 18 Prices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 18 Promotion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Page 19 Control & Evaluation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Page 20 Expansion †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦. Page 20 Success of new products and targeting operations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 20 Brand awareness†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 21 Introduction to International Expansion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 22 Which Country†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 22 How to Enter†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 23 What Marketing Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 23 References & Bibliography.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. Page 24 Appendixes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Page 25 Introduction This marketing plan analyses the key success factors of the company and our current market position in order to set the next market objectives and plans a one year plan strategy to reach those objectives. In the second part, this marketing plan outlines the issues that need to be considered to implement Caffe Nero overseas by analysing of international marketing of the company. Caffe Nero Group Plc Caffe Nero Group Plc was founded 1977 and currently owns 290 stores from Brighton to Glasgow with ? 0,7 million as turnover. We provide Italian coffee in European style coffee houses. Our philosophy consists on serving the best quality coffees and food in a friendly way in a pleasant atmosphere. Corporate Objectives †¢ Increase our market share in UK in order to be the leader. †¢ Starting international expansion in the Western Europe 1. Overview 1. 1 Market segmentation The coffee shop market in UK is estimated at ? 540 million in 2006 and had increased by 109% between 1999 and 2004 (Mintel, 2005). This market has emerged in 1990. It is dominated by single-site and independent coffee stores which account for 35% in terms of outlets numbers. However, branded coffee shop companies have grown significantly. In 2004, the top four branded coffee shops, which include Starbucks, Costa, Caffe Nero and Puccino’s, accounted for 23% of the whole market and were expected to keep expanding (Mintel, 2005) (Figure 1). Caffe Nero Group Plc is the last entrance between the top fives competitors in the UK coffee shop’s market. We currently own 290 stores with a turnover of ? 90,7 million. This is due to an aggressive expansion strategy that we have conducted from 1999. Indeed, we were ranked 20th on the annual listing that gather rapidly growing European companies in the 2004 and 2005 Europe's 500. Figure 2 shows how the market shares were split between the top five competitors in 2004. 2. Marketing Audit This section shows external and internal factors that characterize the coffee shop market. It is essential to determine them in order to have a better understanding of the market characteristics. 2. 1 PEST Analysis Political & Legal Environment Fair trade coffee is becoming an important issue in UK since Starbuck introduced it in 2002. It appeared first in 2000 in the US where activists pressured Starbuck to carry fair-trade coffee in their outlets. Mintel found that 25% of adults who have been to coffee shop agreed that more coffee shop should sell Fairtrade products (Mintel, 2005). This is certainly a significant figure that coffee shop and other outlets selling coffee cannot afford to ignore. The smoking-ban in the UK will be enforced in summer 2007. This means that smoking will be prohibited in all pubs, clubs, restaurants, coffee shops and other public places. This may have both positive and negative impact on the coffee shop market. As happened in Ireland and Scotland where the ban has already been adopted for several years, people are likely to eat more in coffee shop since they will be no longer bothered by smoke when eating. However, coffee shops that do not provide an outside smoking area are likely to observe a decline of their visiting as smokers enjoy having cigarettes when drinking coffees. Economic Environment There are signs that boom in the UK coffee shop market is over. Store opening has declined from 2002 (Figure 3) as well as year-on-year growth that has declined from the peak of 23% in 2001 to 9% in 2005 (Figure 4) (Bremner C, Euromonitor international, 2005). Social Environment UK population is about 60. 2 million with 48 million people living in urban area, where coffee shops tend to be concentrated. Mintel carried out a survey that reveals that the most typical user is in the 25-34 brackets (Mintel, 2005). More precisely, the 20-24 age groups and the wealthy achievers category are the biggest clientele of branded coffee shops. They are forecast to continue rising until 2009 according to UK National Statistics (UK National Statistics, 2006). As mentioned above, coffee shop market seems to approach the maturity. Thus, coffee shop companies focus more on how increase spends by head. Thereby, the rise of Personal Disposal Income (PDI) has become an important factor for companies. In fact, the coffee shop market has taken advantage of the PDI that has been rising since 1999. This should continue until 2009 at least, since PDI is set for similar growth (Mintel, 2005). Allegra’s survey, based on 7500 coffee shoppers’, sample points out that the most important reason for visiting coffee shop is to relax and to meet friends and colleagues (Allegra Strategies, 2006). Mintel’s survey makes clear that there is no gender bias in coffee shop consumers which is of such importance for the outlets since this makes coffee shops places ideal for couple as well as suitable venues for single men and women to socialise in mixed company (Mintel, 2005). According to Allegra’s survey, coffee bar loyalty is increasing, with significantly more than half of consumers surveyed in 2005 mentioning that they mainly visit their favourite coffee shop (Allegra Strategies, 2006). However, this survey shows that â€Å"convenience of location† is the most important reason consumers select a given coffee shop. Thus, the number of outlets is a critical element. Coffee suffers from its image as it contains caffeine which can produce coffee addiction. This may lead people to fear the caffeine dependency. Therefore, Starbuck has communicated that coffee has high level of antioxidants which have been shown to help prevent cancer, heart disease and other conditions. Technological Environment There is a general direction to transform outlets into media and community area centre. Thus, coffee shops develop Wireless Internet Hotspot and coffee book store. For instance Starbuck, has developed high-speed wireless Internet access through a deal with T-Mobile. Besides, Costa and Starbuck have developed electronic card that allows customers to get points when purchasing coffee shops’ products. Customers can use those points to get free products and use this as debit card. 2. Market Analysis Market Shares There is an intense competition between the top three companies. The following picture shows the market shares of the three main competitors by the number of outlets. [pic] Market Trends There is a general trend for branded coffee shops to increase spends by head. This required to create interest and stimulate demand by introducing new drinks and patenting them or wider selection of gourmet food. Thus, a general strategic trend for the top four coffee shop companies consists to emphasize on developing new products and pushing larger cup size. Food has become essential for them since it really helps to increase spend by head and allow to infringe on the fast-food market as well. Therefore, coffee shops have added into their menu hot and cold meals such as pizzas, paninis, salads, sandwiches, etc. Even though the market is approaching maturity, there are still high consumer demands and opportunities identified in the UK, according to Allegra (Allegra Strategies, 2006). Thus, the top five companies emphasize on keeping on expanding with different methods. They purchase and implant new outlets and have started to move into provincial region. Despite the fact that those provincial stores are less lucrative than stores in city-centre, they offer opportunities, allowing companies to secure higher levels of brand recognition as well as market share. Franchising and licensing have become important keys to growth as well. This allows companies to avoid paying extortionate retail rents and limit their risk. Besides, companies use partnerships with retailers and other consumer services such as banks, bookshops or supermarkets to increase their market share. Both Starbuck and Costa adhere to Fairtrade label and have launched their own Fairtrade coffee certified by the Fairtrade Foundation. We do not serve coffee certified Fairtrade. We adhere to self-imposed guidelines to ensure that growers receive a fair price. Thus, we are not allowed to call our coffees ‘Fairtrade' as that is a commercial trademark. However, we are committed to purchasing coffee beans that meet the International Coffee Organisation’s (ICO) standards. This consists in paying a fair and decent price to farmer as well as to trade only in quality coffee as proposed by the ICO Coffee price does not seem to be a determinant factor. Indeed, Starbuck charges quarter more than most other shops and raises prices in line with shifts in coffee prices, which suggest their consumers are not affected by their pricing (www. morningstar. com). Moreover, despite operator price increase, the market has increased of 9% in the past 18 months. In fact, since coffee is more of a luxury product than a necessity, it is a kind of price inelastic product to some degrees (not exceeded ? ,5). 3. Micro Environment Consumers Analysis The survey carried out by Mintel specified that customer of Caffe Nero are slightly younger than other coffee shops. Indeed, 60% of Caffe Nero’s customers are under 34 years old. Furthermore, UK National Statistics forecast that the 20-24 age group, which is our biggest clientele, is going to increase (UK National Statistic , 2006). (For more detail, see appendix 1) According to Mintel’s findings, our customers are more likely to flit between brands than Starbuck or Costa’s customer (Mintel, 2005). We do not believe that our clientele is disloyal. This is explained by the fact that we have less outlets than Starbuck or Costa and so their clientele does not need to flit between brands as they find their favourite branded coffee shops everywhere. Competitors Analysis Starbucks Corporation Created in 1971 in Seattle, Starbuck is the world’s largest coffee shop company and the UK leader since 2002. Starbuck has currently 10 000 stores across the globe and 532 in UK. Its brand awareness is high despite increasing criticism from the anti-globalisation lobby. Generating $7. 8 billion as revenue in 2005, Starbucks has a real important investment capacity. Costa Coffee Ltd Founded in 1978 and acquired in 1995 by Whitbread Group, Costa Coffee used to be the largest coffee shop in UK before Starbucks came. Costa Coffee owns 500 stores across UK and has started international expansion in the Middle East, in India and in Cyprus. As Costa is part of the Whitbread which owns hotels, restaurants and many other businesses, it has an important investment capacity. Puccino’s Puccino’s is a private company created in 1996. It has about 110 stores but does not own them, as the outlets are franchised. Thus, Puccino’s does not have a real power. Its turnover is about ? 0 million. Coffee Republic Coffee Republic was created in 1995. It became one of the largest independent espresso bar brands of the UK. However, since 2003, Coffee Republic has started to reduce the number of its stores as is currently in the midst of converting its portfolio to the Republic Deli concept. Therefore, Coffee Republic’s turnover has more than halved and we can consider that it is not a competitor anymore. Channel Analysis The coffee shop market has the advantage of having a huge number of suppliers who are actually farmers. Thus, the bargain power of those suppliers is very low. However, several organisations such as the International Coffee Organisation denounce the abuse of coffee shop brands’ power. The retailers are either franchisees or stores that the coffee shops companies own. 2. 4 Internal Analysis Cafe Nero has been ranked first by British coffee drinkers in the last six years. According to the consumer research organization, Allegra, the 2005 poll put Cafe Nero first, Costa second, and Starbucks third in terms of coffee quality, atmosphere, service quality and price value (Allegra Consumer Report 2005 – Major Coffee Brands). Our emphasis on the quality of our products and services are gainful and gives us a good corporate image. We support an image of Italian coffee bar which is reflected through our Italian and Mediterranean deli-style meals. This has allowed us to be rated as â€Å"The best espresso this side of Milan† by Tatler and labelled â€Å"The traditional Italian cafe† by Egon Ronay We have tried to create a range of natural, fresh foods, avoiding all additives, artificial flavours and colorants. Our menu consists of Italian and Mediterranean food. Most ingredients we used are imported from Italy For more detail about where we are in term of offers and services, we have analysed our position and strategy with the 4P analysis in appendix 2. 3. SWOT Analysis Strengths †¢ Products and services quality (coffee and food), seen as the best by customer for 6 years (Allegra Strategies, 2005) †¢ Our image of Continental and Italian style and atmosphere supported by sponsoring art events. Weakness †¢ Not enough number of outlets. Our clientele has to flit between brands †¢ 60% of our existing clientele is under 34 years old †¢ We cannot call our coffee Fairtrade even if we follow the fair-trade philosophy as Fairtrade is a trademark. Opportunities †¢ Expand our clientele in targeting people older than 34 years old †¢ Opening new outlets in three ways: o Continue to acquire new stores o Continue to develop new partnerships with mega stores o Develop franchise †¢ Develop in smaller cities †¢ Develop new products †¢ Make available Wireless Internet Hotspot and books into all our stores †¢ Coffee’s virtue : high level of antioxidant Threats †¢ The Market is approaching the maturity †¢ Fast food selling coffee e. g. Mc Donald, Pret a manger †¢ Adverts showing caffeine effect on health can reduce the sales †¢ The smoking ban may affect on customers’ visiting 4. Assumptions From the marketing audit and with respect to the coffee market’s climate, it is assumed that: †¢ Competitors will carry on their expansion in term of outlets to make sure that their customers will not have difficulties to find their stores, avoiding them to flit between brands. †¢ The market is forecast to reach the maturity in 2009 and so the liability of expansion for coffee shops will be reduced due to the saturation in high street in the UK’s main cities. †¢ Food is becoming an important aspect for the top five competitors since it allows to take market share from fast-food market and generate an important source of income. Thus, coffee shops will have to focus on developing wider range of food to increase their market share. †¢ The smoking ban may affect the coffee shop market. In order to avoid any risk of decline it will be essential to provide outside smoking area. †¢ There is a rise in fair trade coffee demand. Coffee shops that do not emphasize on fair trade coffee will be criticised. 5. Caffe Nero’s Objectives The analyses of the current market as well as the analysts’ forecasts for Caffe Nero have led to the following three years marketing objective. Then, we have extrapolated this long term objective into year objectives. Increase our market share up to 30% between the top three competitors before the market reaches the maturity in 2009 in terms of turnover and outlets. o This means that we will have 600 outlets across UK. o All stores should reach at least ? 350  000 as turnover. †¢ For the year 2007 1) Increase the number of outlets by 38% to reach 400 stores by the end of 2007 (36% in 2006; 32% in 2005; 34% in 2004). 2) Increase our sales by 35% for 2007 (? 129,8 million) compare to 29% realised in 2006 (? 90,7 million). To see our objectives for 2008 and 2009, refer to appendix 3 To see the analysts’ forecasts for Caffe Nero, refer to appendix 4 . Strategy Choices Here, we have developed strategies to achieve our objectives. We also did a planning gap in appendix 5. Ansoff’s product – Market expansion Products/Services ExistingNew | | | |Increase the number of outlets by 38%. |Develop ice-creams. | | | | |Targeting people beyond 34 years old. Parents and not parents) |Develop new soups. | | | | |Equip all our stores with Wi-Fi hotspots. | | | | | |4) Develop outside smoking areas. | | | | |Expand in smaller cities. | | 7. Marketing Strategies To establish strategies that will allow us to achieve our objectives, we have used the 4 p marketing mix. 7. 1 Places Our objective consists in opening 110 new store s. This requires a huge investment. However, there are three different way to expand. First of all, expand in acquiring new outlets. We opened 76 stores last year. This year, we should be able to acquire 85 stores. We need to purchase stores in high street in order to avoid our existing clientele to flit between brands. Another opportunity consists on going in some smaller cities where there is no competitors. However, those cities must have more than 150  000 habitants to be considered. Secondly, we should develop a franchise system to support our expansion. Indeed this system allows us to expand with a small investment. (for more details, refer to appendix 6. 1) Thirdly, we also need to develop more partnership with mega stores since it allows to reduce the price of the coffee shop’s rent. We could develop partnership with Virgin and some others book stores. As response to the smoking ban, we need to develop outside smoking area in most coffee shops we are able to. These areas could attract customers of our competitors if they do not have smoking area. They required heaters as well as outside furniture. Furthermore, we need to equip all our stores with wireless Internet access in order to satisfy and retain our clientele since competitors develop wireless Internet access as well. . 2 Products To increase spend by head we need to develop new products. Our clientele enjoys our soups. Indeed, there are healthy and practical with our take-away packaging. Moreover, they fit well with our image of quality and healthy food. Furthermore, it is still a kind of new product since only Starbuck serve soups as well. Therefore, we should develop mo re soups as we have got only four different soups. 10 different tastes would be enough. We also need to add ice-creams in our menu. This product may attract new customers who will go to our coffee to have a dessert. Indeed, ice-cream match well coffee shop’s spirit in the sense of having a break time with friends or family. Everyone finds something he really likes in our stores (hot or cold drink, salty food or sweetened, frozen, cold or hot food). We will propose some light ice-creams as well. Furthermore, ice-cream may help to attract parents who can go with their kids to get them an ice cream. Finally, to keep our Italian branding way, we will serve only Italian ice-cream and will prepare the cream as Italians do. However the machine required is too big to take place in every store. So we have to find a smaller one. 7. 3 Prices We should keep our prices as they allow our coffee to be perceived as worth (Allegra Strategies, 2006). However, the price for our food is a bit higher as we server only quality food. Thus, our Italian ice-creams and soups will be a bit more expensive than every where else. The cru bourgeois costs more than the table wine! To attract people beyond 34 years, we should consider family as part of potential clients. To do so, we should create a child menu which will include a hot chocolate, some cakes and a toy for a reasonable price. 7. 4 Promotions In order to consolidate our brand awareness, we should advertise on television. Despite of the expensive cost, it is the support which reaches the most people. We need to make people aware of our new products such as ice-cream. This would consolidate our brand awareness. However, we need to develop adverts that fit our sophisticated Italian image. This advert should emphasize on the friendly Italian atmosphere of our stores and the quality of our products. We also should advertise on newspapers such as the guardian or the independent who are more likely to be red by people beyond 34 years old. We must carry on our sponsorship of art events as it matches well with our Italian sophisticated image. To attract parents we should organised children events in our stores as Mc Donald’s is used to do. For example, we can have a Santa Claus for Christmas and some animations for Halloween. However, we need to be aware of the risk of developing family clientele since they may bother our existing clientele. 8. Control and Evaluation This section aims to produce a system of control and evaluation of the proposed marketing plan and its realisation. 1. Expansion We need to open 110 stores, so we can establish that nine stores should open every month at least. The full-term aim is to reach 30% of the branded coffee shops market. So we also need to look at competitors’ expansion. This will be realised every six months as companies produces interim reports. We may need to adapt our expansion strategy according to competitors’ growth to reach 30% of market share in 2009. 2. Success of new products and targeting operations In January we will conduct a survey into all our stores. This survey will include questions about: †¢ Define sample questions (age, sex, married, children, frequency, etc.. . †¢ How much our clientele like our food product (their satisfactions) †¢ What think customers about introducing Italian ice-cream in our menu. †¢ How many Caffe Nero’s adverts they have seen †¢ Use of services (Wi-Fi, smoking area) †¢ What they think of Caffe Nero’s atmosphere The same survey will b e conducted in December. Thus we will be able to compare the results and so determinate the success of our new products. Moreover, this survey will check if we have increased our 35-years-old-and-more clientele. In parallel, we will look every trimester at the ice-creams and soups’ sale volumes. We expect the same success for the Italian ice-cream than we had with soups. 3. Brand awareness Allegra Strategies conducts every year a serious survey on the coffee shop market and the customer’s satisfaction. This constitutes an useful tool for us as we can see the evolution in customer’s mind of our brand awareness and satisfaction concerning our products and services. Introduction to international expansion We are thinking of international expansion. Indeed, since the coffee shop market is approaching the maturity in England, we should develop our company overseas. This could help to reduce the risk for our company if we do a successful international implantation. Starbucks has shown that international expansion is a real opportunity for branded coffee shops in setting up more than 7000 international outlets in 9 years. However, an international expansion implies to decide which market to enter, how to enter in, what marketing strategies need to be used within which organisation. Here, we will answer those questions. Which country? First of all, it is essential to go in a country where the competitiveness is low. Furthermore, the population and their income size must be high, enabling potential customers to devote a large proportion of their discretionary spend on leisure activities. France could be an appropriate place for us. Indeed, it is in the â€Å"triad market† that includes the United States, Western Europe and the Far East which account for a large percentage of all international trade. There are already two branded coffee chains in France (Starbuck and Colombus Cafe) which ensure that there are possibilities for the coffee shop market. They are implanted only in Paris with 18 stores for Colombus Cafe and 26 stores for Starbucks. Colombus Cafe’s philosophy is quiet close from ours. Indeed, they serve Italian coffees in a quiet and relaxing atmosphere and emphasize on the welcoming services. However, those two chains are not implanted in the south cities of France such as Marseille (2nd biggest city, 1,4 million habitants) and Montpellier (0,5 million habitants). Furthermore, according to the French tourism department, 10 % of English people go to the south of France for holydays (Ministere Delegue au Tourisme, 2006). This is an opportunity to increase our brand awareness due to the global mobility of our customers. Therefore, it seems that those cities could be great for success abroad. How to enter? Since we are not the first one to go in France and as the competitiveness is low, we should expand cautiously. Indeed, two approaches can be used when planning an international expansion: †¢ A Waterfall approach, in which a country is gradually entered sequentially †¢ A Sprinkler approach, in which many countries are simultaneously entered within a limited period of time We have better to use a waterfall approach, in opening few stores in order to limit the risk of financial lost if we are not to success. Two ways of opening stores are possible: †¢ Franchising, which allows to gain entry at little risk but limit the profit for the company †¢ Direct investment, which is the most risked but allows the company to retain a full control of its investment. It seems that we should rather purchase few stores since we need to set up distribution and logistics that generate costs to provide those stores with our products. Thus the acquisition of two stores in Marseille and Montpellier could be good to start as it limits the risk. We will be able to see after a year time if those stores are profitable. What marketing strategies? It is essential when planning for success abroad to think how much products and promotions need to be adapted to the local market. Thus we need to focus on cultural differences as well as French’s customs and inspirations. Despite the fact that French are proud of their food and drinks, they believe than Italians are better for some specialities such as pasta and coffee. Indeed, several coffee beans companies in France such as Lavazza, San Marco and Segafredo market their coffee as traditional Italian coffee. Besides, French support a kind of passion for Italy as English people do. However, the coffee was introduced first in France in Marseille. Thus, there is a very famous French roaster company which produces the traditional French south coffee called Henry Blanc. This is an important emblem for French. In order to adapt our strategy to the French market we have used the 4 P marketing mix. Place: Montpellier has a big commercial place in the centre called Place de la Comedie. There is a very famous high street in Marseille which is called Cannebiere. Those places could be great to implant stores since they have big activities. Products: We will be the first coffee shop in the south of France. So we should keep our coffee menu that is likely to seduce French as it would be new for them. This should seduce the young population first who will then bring others. Futhermore, French like Provencal food which is quiet close from Italian one. So our Italian gourmet food should correspond to their expectations. However, we should introduce the traditional French coffee Henry Blanc in order to meet French taste. Furthermore, this will seduce local people as we will support the local economy. Price: French are known to like good quality. According to Emarketing, French associate quality with high price (A. Michalowska, Marketing Magazine, 2002). Besides, the American magazine Travelers has conducted a survey in 2005 which reveals that the average price for coffee in France is 4â‚ ¬ when we sale our espresso in England at ? 1,25 (2,7â‚ ¬) (Le Chiffre du Jour, 2006). Thus, we should keep the same prices of our products. Promotion: We need to advert a lot to generate awareness of our company. First, we will put big adverts on our stores when they will be under construction. Secondly, we will organise a celebration for the opening day. Finally, we will advert on local newspapers such as La Provence and Midi-Libre which covers all the south population. References & Bibliography Allegra Strategies, (2006), Market Overview and Key Statistics: Project Cafe6, [online], London, Available from  : ; http://www. allegra. co. uk/project-cafe6-keyfindings. html; [Accessed 20 December 2006] Bremner C. , (2005), Coffee Shops in the UK, [online], Euromonitor International, Available from  : ; http://www. euromonitor. com/Coffee_Shops_in_the_UK; [Accessed 23 December 2006] Caffe Nero, (2006), Caffe Nero, [online], Available from  : [Accessed 20 December 2006] Kotler P. and Keller K. L. , (2006) Marketing Management, 12th Edition, Upper Saddle River, NJ :  Pearson Prentice Hall Le Ministere Delegue au Toourisme, (2003), Les principales clienteles europeennes de la France, [online], Paris, Available from  : [Accessed 28 December 2006] McDonald, M. , (2006), Marketing Plans, 5th Edition, Oxford :  Butterworth-Heinemann Michalowska, A. , (2002), Qualite : les Francais prets a en payer le prix, [online], Marketing Magazine  N °71, Available from  : [Accessed 27 December 2006] Mintel Reports, (2005), Coffee Shop UK, [online], Available from: [Accessed 3 January 2007] National Statistics, (2006), National Projection, [online], Available from  : [Accessed 22 December 2006] Vacances Pratiques, (2006), Le chiffre du jour  : 8,30â‚ ¬, [online], Available from  : [Accessed 30 December 2006] Appendices [pic] Appendix 1†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 27 Appendix 2†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦. Page 28 Appendix 3†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 30 Appendix 4†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 31 Appendix 5.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 32 Appendix 6†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. Page 33 Appendix 1 Specialist coffee shop brands, by gender, age, socio-economic groups and working status, November 2004 Base: 2,065 adults aged 15+ |   |Any branded coffee shop (%) |Starbucks (%) |Costa Coffee (%) |Caffe Nero (%) |Other branded coffee s hop (eg | | | | | | |Tchibo, Puccino’s) (%) | |All |32 |19 |14 |8 |5 |   |   |   |   |   |   | |Men |32 |20 |13 |9 |5 | |Women |33 |19 |14 |8 |6 | |   |   |   |   |   |   | |15-19 |35 |22 |14 |7 |4 | |20-24 |45 |27 |15 |17 |7 | |25-34 |45 |32 |21 |14 |6 | |35-44 |36 |21 |18 |8 |4 | |45-54 |29 |15 |11 |8 |7 | |55-64 |29 |17 |11 |6 |7 | |65+ |16 |6 |6 |3 |4 | |   |   |   |   |   |   | |AB |48 |31 |24 |15 |8 | |C1 |43 |27 |19 |11 |5 | |C2 |25 |14 |10 |6 |5 | |D |19 |9 |5 |4 |5 | |E |17 |9 |6 |4 3 | |   |   |   |   |   |   | |Working status: |   |   |   |   |   | |Full-time |42 |27 |19 |12 |7 | |Part-time |35 |18 |15 |11 |6 | |Not working |28 |18 |11 |7 |3 | |Retired |19 |9 |7 |3 |4 | Source: NOP/Mintel Appendix 2 Caffe Nero’s position and strategy with the 4P analysis Place: Most of our stores are situated in high street, where competitors tend to be concentrated as well. We have got some outlets in airports and ra ilway stations. We also have agreements with House of Fraser and Blackwell bookshops. Six House of Fraser department stores and four Blackwell bookshops incorporate a Caffe Nero. Finally we are considering international expansion. Products: Coffee: Italian coffee contained a blend of seven different beans. Our coffee is seen as the best in term of quality by UK customers (Allegra Consumer Report 2005 – Major Coffee Brands). Our menu contained different coffee derived products: – Espresso – Espresso Ristretto (very short and intense espresso) – Espresso Macchiato (espresso with a dollop of milk foam on top) – Americano (double espresso topped up with hot water) – Cappuccino – Caffe Latte – Mocha (cappuccino with chocolate) – Hot chocolate – Iced Latte (cold drink) – Iced Mocha (cold drink) – Frappelatte (cold drink and unique to Caffe Nero) We also propose milkshakes (Frappe milkshake) and fruit juice based drink (Fruit Boosters) that are also free from from artificial flavourings, colorants or preservatives. Food:We have tried to create a range of natural, fresh foods, avoiding all additives, artificial flavours and colourants. Our menu consists of Italian and Mediterranean food. Most of ingredients we used are imported from Italy. We also offer a range of lighter sandwiches and meals. As mentioned above, we try and we do serve the best quality food between the top five competitors (Allegra Consumer Report 2005 – Major Coffee Brands). Our soups have met with popular acclaim due to the take-away packaging that we have developed. 11 Cold sandwiches (Wraps, Wedges and other) – 20 Hot sandwiches (Paninis, Focaccias) – 18 Cakes and desserts – 13 Muffins and pastries – 4 Soups – 30 other products such as organic food, bruschetta, crisp, fruit salad, porridge, etc. Price: Our coffee p rices are on the average between the top five competitors. However, our food is more expensive than other competitors since we serve fresh food with imported ingredients in order to provide good quality food. Promotion: It seems that we do communication well. Indeed, our marketing strategy communicates on our continental style of operations and atmosphere. We support an image of Italian coffee bar which is reflected through our Italian and Mediterranean deli-style meals. This has allowed us to be rated as â€Å"The best expresso this side of Milan† by Tatler and labelled â€Å"The traditional Italian cafe† by Egon Ronay. Furthermore, as mentioned above we have been ranked first by British coffee drinkers in the last six years for the quality of our products. Besides, we have been involved in arts sponsorship from 1999. This allows us to bridge our image of Italian coffee bar with arts such as the Turner in Venice exhibition at the Tate Britain. Appendix 3 Caffe Nero’s Objectives The analyses of the current market as well as the analysts’ forecasts for Caffe Nero have led to the following three years marketing objective. Then we have extrapolated this long term objective into year objectives. Increase our market share to 30% between the top three competitors before the market reaches the maturity in 2009 in terms of turnover and outlets. o This means that we will have 600 outlets across UK. o All stores should reach at leas t ? 350  000 as turnover. †¢ For the year 2007 3) Increase the number of outlets by 38% to reach 400 stores by the end of 2007 (36% in 2006; 32% in 2005; 34% in 2004). 4) Increase our sales by 35% for 2007 (? 129,8 million) compare to 29% realised in 2006 (? 90,7 million). †¢ For the year 2008 1) Increase the number of outlets by 25 % to reach 500 stores by the end of 2008. 2) Increase our sale by 35% for 2008 (? 175 million). ) Start international expansion in Europe with the opening of one overseas store. †¢ For the year 2009 1) Increase the number of outlets by 20 % to reach 600 stores by the end of 2009. 2) Increase our sale by 20% for 2008 (? 210 million). Appendix 4 Analysts' Forecasts for Caffe Nero FY 2007 (June 2006 – May 2007) Analysts |Collins Stewart |Numis Securities |KBC Peel Hunt |Teather & Greenwood |Altium |DKW |Shore Capital |Average | |Sales (? m) |108. 1 |109. 9 |107. 4 |109. 7 |109. 9 |111. 3 |- |109. 4 | | Source: Caffe Nero, http://www. caffenero. com/FinancialInfo. asp? section=AnalystForecast&ZZIS_InformationID=1831 Appendix 5 The Strategic Planning Gap To achieve this objective we must develop strategies. Those strategies will act on different plans. The first plan that we need to consider is the market penetration. We expect to increase our market share by acquiring new outlets. As mentioned in the marketing objectives we need to open 110 new stores for the year 2007. Secondly, we would like to increase usage by expanding our clientele in targeting people older than 34. Finally, we need to develop new food products. This will also help us to increase our revenue. In fact, we need to focus on increasing spend by head and thus take advantage of the rise in Personal Disposal Income. Appendix 6 The franchise The franchise system consists to finance only 20% of the investment required for the acquisition of the store. The franchisee pays 80% of the acquisition and has to buy equipment and furniture from us. As franchise, all products used will come from us. We will assume the promotion, the staff training, the branding as well as some financial facilities. As compensation, the franchisee will give us 20% of his profit in the form of fees. [pic] ———————– Source  : Mintel Figure 3  : Figure 2 Source  : Mintel Figure 1 Existing Market New Market [pic] Revenue (? million) Figure 4  : Initial forecast (? 109,4 million) Source  : Caffe Nero (Appendix 1) Marketing objectif (? 129,8 million) Years