Plot V Style – Therese Raquin

Though literature, like all art forms, is subjective, people never hesitate to critique it as if their word were final. Book critics usually prefer novels which cleverly encompass all aspects of literature. This includes plot and style, but also an array of other aspects. However, if one were to prioritize, would style and language trump plot? It all depends on themes. For example, Emile Zola, while writing Therese Raquin which focuses on human behavior in a psychological novel, might put emphasis on plot to get his point across. But if his language is faulty, his style ambiguous; then will the reader truly understand Zola’s intentions? Style in a novel is the author’s technique, such as his diction or syntax. However, because the version of the book being investigated is a translation, we mustn’t look too far into diction. But style also sets the tone of the chapter, paragraph, and the entire novel. Therese Raquin may have a killer plot, but can the reader really understand the novel if they cannot identify the tone? From the very beginning, we can identify the tone as bleak and depressive, when Zola is describing Rue Du Pont Neuf at the very first page, and writes â€Å"This arcade is some thirty paces long and no more than two wide; it is paved with yellowish flagstones, worn, uneven, permanently exuding an acrid-smelling damp, and is covered by a right-angled glass roof black with grime. † One can immediately identify the morbid tone in this passage. If Zola were to write â€Å"the arcade is long and narrow, with flagstones and a rather dirty glass roof† no type of tone could be interpreted, or if it could, it would be one far from that of which Zola intended. Similarly, toward the end of the book on page 166, when Madame Raquin, paralysed and weak, attempts to denounce Laurent and Therese’s actions to the guests, Zola described the lovers’ reaction: â€Å"Therese could not speak; she, like Laurent, had followed the paralytic woman’s extreme efforts and was now staring at her hand, chalk white in the harsh lamplight, an avenging hand that was about to speak. The two murderers waited, holding their breath. † The description of the hand and words like â€Å"harsh† and â€Å"avenging† describe this fearful tone of the situation. To understand Therese’s emotions at that time, the tone proves to be very important. Authors like Zola write in the way that they do for very specific reasons. Maybe plot is more important simply because modern readers don’t care for style: They want what happens here and now, which satisfies them enough. But for the more exploratory reader, style is to be valued just as much, as they will be looking to fully understand the text and come out of it with their own interpretation of said work. Style in this particular novel conveys the tone to the reader, which is essential to understanding Zola’s criticism of human nature. The plot in Therese Raquin is of Therese’s monotonous and suffocating life, which gets flipped and turned upside down by the arrival of Laurent. The plot of the story is a very thin veil for Zola’s intentions. However, this plot fits very specifically to his intentions. This is of course to be expected, but when judging the importance of plot, we must decide how important the plot of this book is to get Zola’s message across. As stated in the preface to the second edition, Zola states that â€Å"In Therese Raquin my aim has been to study temperaments, not characters. That is the whole point of the book. I have chosen people completely dominated by their nerves and blood, without free will, drawn into each other action of their lives by the inexorable laws of their physical nature. † Zola intended to focus on the four humors, and associating them to the four main characters. He states that his objective â€Å"has been first and foremost a scientific one. † His study of these four characters involves setting them problems, as if they were animals. Therefore, based on Zola’s own words, one must come to the conclusion that the plot is as important as anything. He claims nothing that Therese and Laurent did was of their own free will. In fact, they were needs, consequences or a simple organic disorder. As Zola puts it, â€Å"Therese and Laurent are human animals, nothing more. † This plot was written very intently with the purpose of communicating Zola’s â€Å"experiment† to the world. Anything else he writes is an extra, as the plot is the main focal point in this novel, as it is a study of the four temperaments. When considering Therese Raquin, one must come to the conclusion that without this exact plot, Zola’s study does not arrive at the same result. The plot is absolutely essential, but that is because his book is more than just a novel. Modern literature is more focused on providing entertainment for the reader. This novel, and many like it, is a study into human nature, which uses this plot as a means of communicating it. This does not completely disregard any contribution from the style. It is still a very important factor in the novel, and all literary works. Despite this, based on Emile Zola’s Therese Raquin, the conclusion is that plot is more valued than style.

Dignity in Ivan and the Sound of Waves Essay

In the novels, One Day in the life of Ivan Denisovich by Alexander Solzhenitsyn and The Sound of Waves by Yukio Mishima, the characters value their dignity and take many actions to preserve it. First of all, in One Day in the life of Ivan Denisovich, Shukhov attempts to maintain his human dignity in the face of oppression. As Shukhov begins his daily routine, he â€Å"quickly finished up the job. There’s work and work†¦ If you’re working for human beings, then do a real job of it† (Solzhenitsyn 33). Shukhov is imprisoned in a gulag, one of the worst possible places to be, but he still maintains his human dignity by keeping a good work ethic. Shukhov knows that if he works well he will be treated well, but beyond that, the fact that he is working for another human being gives him reason to maintain a good work ethic, and his self-respect. Furthermore, Shukhov always preforms many small, but meaning full actions in order to maintain his dignity. While eating his rations, Shukhov â€Å"removed his cap from his shaven head—however cold it was, he wouldn’t let himself eat with his cap on† (16). Shukhov still maintains his manners, even when he is forcibly kept in a gulag prison. His manners are very important as they allow him a way to remain human and keep his dignity, rather than deteriorating to the state of an animal, like some of the other prisoners. While the characters in One Day in the life of Ivan Denisovich, attempt to maintain their dignity as a means of refuge in the gulags, the characters of The Sound of Waves, retain their dignity as a means of protecting their status in society. To begin, the characters in the Sound of Waves do not tolerate any embarrassment or loss of respect to their peers. When Shinji’s mother visits Terukichi Miyata’s home he ignores her visit and she replies, â€Å"[s]o you say you won’t see a poor widow†¦Well let me tell you something†¦ never in life will I ever cross [Miyata’s] damned threshold again† (Mishima 128-129). Shinji’s mother vows never to cross paths with Miyata’s home after he insults her by refusing to meet with her. Shinji’s mother takes a hit to her pride and retaliates in a way that would imply her intolerance for disrespect. Moreover, the characters in the novel are virtuous and refrain from committing any acts that would call into question their morals and self-respect. While resting naked with Shinji in the shrine, Hatsue says, â€Å"It’s bad. It’s bad! It’s bad for a girl to do that before she is married† (76-77). Although the urge to engage in a sexual relation with Shinji is strong, Hatsue knows it would hurt not only her self-respect but also defile her father’s reputation in the village. Although characters in both novels take actions to preserve their respective dignities, in One Day in the life of Ivan Denisovich, It is done to maintain their humanity and sanity when they are treated like animals. While in The Sound of Waves, the characters preserve their dignity to uphold the respect of the village and their peers. Overall, the characters in both novels value their dignity and take many actions to uphold it.

Antz – the Bread Factory Marketing Plan

Pamantasan ng Lungsod ng Maynila College of Management and Entrepreneurship MARKETING PLAN FOR ANTZ – THE BREAD FACTORY In Partial Fulfillment of the Requirements for the Subject Retail Marketing By: de Dios, Rizcel B. Dizon, Maralon S. Duhaylungsod, Ram Joseph M. Fabi, Francis Jayvincent P. Gabriel, Aira Migelle Igcasenza, Nestine N. Medallo, Renz Harvey M. Parallag, Jemeremiah I. Rivera, Sear Jan L. Professor Angelo Alfonso Abejero March 2012 I. Company Information A. Trade Name of Retail Business Antz – The Bread Factory B. Nature of Business Antz – The Bread Factory is a self-service bakeshop, engaged in offering freshly baked breads.And last year it launched its new branches with a new business concept of â€Å"BAKESHOP ON WHEELS†, which is a limited service bakeshop offering Antz’s certified original breads. C. Corporate Address AHD Foods Corporation 2nd Floor Dolmar Gold Tower, #107 C. Palanca St. Legaspi Village Makati 1200, Philippines D. D ate/Year of Establishment AHD Foods Corporation opened the first store branch of Antz – The Bread Factory in February, 2008. E. Number of Branches and Locations Antz – The Bread Factory has five operating branches: 1. SM Sta. Rosa, Laguna ( mall branch, bakeshop with dine-in) 2. SM Hypermart, Las Pinas (mall branch) . Bluewave, Macapagal Ave. , Pasay City (bakeshop on wheels) 4. DLSU, Vito Cruz, Manila (bakeshop on wheels) 5. Pioneer Centre, Mandaluyong City (bakeshop on wheels) II. Environmental and Market Trends A. Socio-economic Changes Bread is one of man’s earliest foods. Today it is considered a staple food and part of the diet of almost all people all over the world. Commercial baking and other industries supporting it became big businesses and now constitute a large slice of the food industry. The industry is highly competitive; making it very difficult to start a new bakery, especially in cities. Related reading: Gardenia Marketing StrategyAn entrepreneur might consider buying an existing business or locating in a rural area. One of the fastest growing areas in the bakery business is the specialty franchise store, producing everything from donuts to complete product lines. Many bakers are incurring significant losses because of their inability to adjust bread prices because if they increase their prices, it might lead to a drop on sales. Philippine Association of Flour Millers had explained that it takes three months from purchase date for wheat to become flour due to shipping time from the United States.The Philippines buys its wheat mostly from the United States, so despite of the downward trend in wheat, flour still increases its price. Consumers perceive that small bakeries offer convenience, personal service, and fresher, better quality products. In general, bakery sales increase when consumer’s average incomes increase. B. Consumer Buying Behavior Affecting the B usiness Buying power or purchasing power of consumers depends on the changing environment and economic situation. More people prefer to eat out of home (OOH) because of busy working schedule and for their convenience.Customers, especially those who are employed, tend to choose and buy ready-to-eat foods that can satisfy their need in a quick manner, just like what is being offered in every bakeshop. Nowadays, majority of the populace are value maximizers; people want to ensure that every cent in they pay for the product is worth it —low price at the same time good quality products. There is a high demand for breads because of its affordability and the satisfaction it gives to its consumers. On site baking of some bakeshops became an edge because people are looking for freshly made breads.But there is a buying behavior that cannot be detached to Filipinos, this is impulse buying. People tend to buy products with appealing looks or packaging even though they do not intend and p lan to buy those items. Offerings that capture the attention of potential buyers can make it to the top. III. Competitive Environment The diagram will show the different key competitive factors that make a business thrive in the industry and market. It also shows the evaluation of the strategic group’s performance based on the key competitive factors. Key competitive Factors|Retail Brands| Store Layout/ Design| Competitive Price| Merchandise Offerings| Operation| Type of Promotion| Accessibility of the store| Goldilocks| >blue/yellow>visible menu boards and advertising materials| -low price level| -organized-easily accessible merchandise-wide variety of pastries and cakes| -mall hours-non-mall based stores, flexible hours| Media:>TV, Radio, Newspapers, Magazines, InternetNon-Media:>Flyers, Billboards> Effective promotion| >many operating branches In and out of malls>stores are located in high traffic areas| Red Ribbon| -red/black-dimmed ight> its design provides a romantic an d peaceful mood| -higher price compared to other bakeshops| -easily accessible merchandise-wide variety of pastries and cakes| -mall hours-non-mall based stores, flexible hours| Media:>TV, Newspapers, Magazines, InternetNon-Media:>Flyers> Effective promotion| >many operating branches in and out of malls>stores are located in high traffic areas| Bread Talk| -traditional bakeshop-sleek-space age| -high priced| -40-60 different items daily| -mall hours| >Word of mouth| >many operating branches in malls>stores are located in high traffic areas| Antz – The Bread Factory| -giant loaf bread store-unique storedesign| -mid-price level| -theatre style-see-through kitchens-enticing design of breads| -mall hours-non-mall based stores, flexible hours| Media:-Magazines-NewspaperNon-Media:-Flyers> Less promotional effort| >stores are located in high traffic areas| IV. Company’s Current Strategies A. Target market The profile of the Antz – The Bread Factory customer consists of the following geographic, demographic, psychographics, and behavior factors: Geographic: The geographic market would be urban dwellers in key cities in Mega Manila. Demographic: The primary target customers are those individuals (male and female) who belong to SEC B and C from all ages.Psychographic: The psychographic market would be busy, on-the-go. Behavior factors: * Looking for delicious varieties of breads (savory or sweet in taste) * Want to eat something different from greasy fast foods * Seeks healthier versions of quickly served foods * Searching for a bakeshop offering freshly baked breads B. Positioning * Positioning Statement To urban dwellers in key cities in Mega Manila, from all ages from SEC B – C, who are always busy, and on-the-go looking for delicious varieties of bread, want to eat something different and healthier version of fast foods, and searching for a bakeshop offering freshly baked breads.Antz – The Bread Factory is a (limited service) bakes hop is the Philippines’ fastest rising bakeshop and fast food that is first to introduce a bakeshop on wheels in Asia with its unique â€Å"Big Loaf Bread† store layout offering unique, healthy, and delicious flavored breads with internal man power composed of highly trained nutritionists/dieticians, culinary experts, chefs and bakers. * Positioning Strategy Antz – The Bread Factory offers a variety of healthy, tasty, affordable, freshly-baked breads to help our customers find refuge in today’s greasy fast food. C. Marketing Mix Strategies 1. Product and Merchandise Mix There are varieties of breads offered by Antz – The Bread Factory: * Loaves * Muffins * Fiesta Buns * Floss * Wraps * Ensaimada * Cluster * Other Breads 2. Pricing LOAVES Loaves| Price| Choco Loaf| Php 57. 00| Ube Swirl Loaf| Php 57. 00| Monggo Loaf| Php 57. 00|Raisin Loaf| Php 49. 00| Pandesal Loaf| Php 49. 00| Plain Loaf| Php 49. 00| Wheat Bread| Php 49. 00| MUFFINS Muffins| Price | Strawberry Muffins| Php 30. 00| Choco Pepermint Muffins| Php 30. 00| Orange Choco Muffins| Php 30. 00| FIESTA BUNS Fiesta Buns| Price| Coffee Bun| Php 26. 00| Choco Bun| Php 26. 00| Ube Bun| Php 26. 00| FLOSS Floss| Price| Majestic Pork Floss| Php 40. 00| Spicy Pork Floss| Php 40. 00| Chicken Floss| Php 40. 00| WRAPS Wraps| Price| Ham Wrap| Php 25. 00| Hotdog Wrap| Php 25. 00| PIZZA Pizza| Price| Mayon Pork BBQ| Php 52. 00| Braided Pizza| Php 49. 00| Hawaiian Pizza| Php 49. 00| Mini Lasagna | Php 35. 00| Mini Baked Mac| Php 29. 00|ENSAIMADA Ensaimada| Price| Plain Ensaimada| Php 27. 00| Ubesaimada| Php 27. 00| Macasaimada| Php 27. 00| CLUSTERS Clusters| Price| Monggo Cluster| Php 60. 00| Ubesai Cluster| Php 60. 00| Plain Ensai Cluster| Php 60. 00| Ube Cluster| Php 59. 00| OTHER BREADS Other Breads| Price| Beefy Bread| Php 37. 00| Chicky Bread| Php 35. 00| Porky Bread| Php 30. 00| Ham Cluster| Php 30. 00| Cheesy Cupcake| Php 30. 00| Tuna Bun| Php 27. 00| Cream Cheese Bun| Php 26. 0 0| Garlic Bread| Php 20. 00| Double Choco| Php 17. 00| Pan de Pandan| Php 17. 00| 3. Placement Antz – The Bread Factory does not only focus on having mall branches. Some outlets which are 50-120 sq. eter in commercial space are located at strategic, high foot traffic areas such as central business districts and commercial hubs. 4. Promotion AHD Food Corporation uses both media and non media approaches to advertise and promote Antz – The Bread Factory. Promotions are used to encourage and capture franchisers, at the same time to inform people about their enticing bread offerings. ADVERTISING * Print ads – newspaper and magazines, tarp * Packaging * Audio-visual materials * Symbols and logos SALES PROMOTION * Gifts PUBLIC RELATIONS * Sponsorship * Events 5. Service Strategy a. People Training * Antz – The Bread Factory gives its employees Management Development Programs and continuous training to make sure that its employees perform their best. b. Store Lay out Antz – The bread factory malls located branches have beautifully designed dine-in area and spacious counter with hip music and experiential services provides our customers an  atmosphere  of fun and exciting place to shop and dine. * Antz – The Bread Factory’s â€Å"bakeshop on wheels† branches are designed like a giant loaf of bread with 50-120 sq. m. commercial space. c. After-sales & Customer Service Strategy * Antz – The Bread Factory offers Delivery services, free bread on next visit of customers or thank you messages on bulk orders. V. Company Analysis A. Threats 1. There are many existing bakeshops in the Philippines making it difficult to start a new bakery especially in cities. 2. Inability to adjust bread prices due to the price hike of the bread’s main ingredients like flour, sugar. B. Opportunities 1.There is a big demand for bread here in the Philippines because bread serves as their secondary alternative for rice. 2. Fi lipinos are fond of sweet foods. 3. There is a large bracket of target market because bread is for a wide range of age, male or female. C. Strengths 1. Antz – The Bread Factory offers products that is unique and can only be found in the store. 2. Our Research and Development team compose of highly train individuals namely; nutritionist/dietician, culinary experts, chefs, and bakers. 3. The products are presented theatre style where the kitchen’s SEE-THROUGH design allows the customer to feel the freshness of each bread being made and served. 4. Branches in bakeshop on wheels have flexible operating hours. 5.The store layout of Antz – The Bread Factory bakeshop on wheels is well executed in a big loaf bread design. 6. Antz – The Bread Factory has a strong franchise relationship as member of the Philippine Franchise Association (PFA). D. Weaknesses 1. Antz – The Bread Factory is not well established. The bakeshop is not properly advertised. 2. We off er a product that is already available in the market. 3. Customers have to travel further to get in our stores because we have fewer branches. 4. The products we offer are not durable and can be easily blemished; it is the reason for some leftover. 5. Innovative products can be easily replicated. 6. The operating hours of bakeshop on wheels have no fix operating hours. 7.External employees of Antz’s franchises do not provide proper accommodation to the customers. VI. Marketing Objectives * To increase the number of franchised stores by 15. * To introduce new products to the market. * To increase annual sales by 10% per year * To increase the number of customers by 5% per year VII. Proposed Marketing Strategy A. Target Market Our proposed target market would be the same as the current target market of the company which are busy, on-the-go and health conscious individuals, but this time we will emphasize as our primary target market are the health conscious individuals and othe r urban dwellers as the secondary target market. Health conscious individuals- consists of athletes, parents who want to give their children healthy foods, those who want to maintain their physically fitted body and even those who are not physically fit but want to. †¢ Other urban dwellers- this segment pertains to all other on-the-go individuals, students, professionals, all community dwellers who want something different from greasy fast foods and seeking healthier version of quickly served foods. B. Positioning Strategy Antz – The Bread Factory offers a variety of healthy, tasty, affordable, freshly-baked breads to help our customers find refuge in today’s greasy fast food. C. Core Marketing Strategy 1. Product and merchandising mix Loaves| Loaf Plain| Pandesal Loaf| Raisin Loaf| Wheat Bread| Choco Loaf|Ube Swirl Loaf| Monggo Loaf| Muffins| Strawberry Muffins| Choco Pepermint Muffins| Orange Choco Muffins| Fiesta Buns| Coffee Bun| Choco Bun| Ube Bun| Floss| Maj estic Pork Floss| Spicy Pork Floss| Chicken Floss| Wraps| Ham Wrap| Hotdog Wrap| Pizza| Mayon Pork BBQ| Braided Pizza| Hawaiian Pizza| Mini Baked Mac| Mini Lasagna| Ensaimada| Plain Ensaimada| Ubesaimada| Macasaimada| Cluster| Monggo Cluster| Ube Cluster| Plain Ensai Cluster| Ubesai Cluster| Other Breads| Tuna Bun| Ham Cluster| Double Choco| Creamcheese Bun| Cheesy Cupcake| Garlic Bread| Pan de Pandan| Beefy Bread| Chicky Bread| Porky Bread| *NEW PRODUCT LINE* Fruit & Veggie Breads|Strawberry Glazed Bread| Melon Glazed Bread| Pineapple Glazed Bread| Banana Glazed Bread| Mango Glazed Bread| Malunggay Bread| Squash Bread| Carrot Bread| *BREADS IN BUNDLE* Antz – The Bread Factory will also offer breads in bundle. It will be the assortment of seven (7) breads and it’s the customers’ choice of what bread they put on the bundle. 2. Pricing LOAVES Loaves| Price| Choco Loaf| Php 57. 00| Monggo Loaf| Php 57. 00| Ube Swirl Loaf| Php 57. 00| Pandesal Loaf| Php 49. 00| Rasi n Loaf| Php 49. 00| Plain Loaf| Php 49. 00| Wheat Bread| Php 49. 00| MUFFINS Muffins| Price| Muffins| Php 30. 00| Strawberry Muffins| Php 30. 00| Choco Pepermint Muffins| Php 30. 00|Orange Choco Muffins| Php 30. 00| FIESTA BUNS Fiesta Buns| Price| Coffee Bun| Php 26. 00| Choco Bun| Php 26. 00| Ube Bun| Php 26. 00| FLOSS Floss| Price| Majestic Pork Floss| Php 40. 00| Spicy Pork Floss| Php 40. 00| Chicken Floss| Php 40. 00| WRAPS Wraps| Price| Ham Wrap| Php 25. 00| Hotdog Wrap| Php 25. 00| PIZZA Pizza| Price| Mayon Pork BBQ| Php 52. 00| Braided Pizza| Php 49. 00| Hawaiian Pizza| Php 49. 00| Mini Lasagna| Php 35. 00| Mini Baked Mac| Php 29. 00| ENSAIMADA Ensaimada| Price| Plain Ensaimada| Php 27. 00| Ubesaimada| Php 27. 00| Macasaimada| Php 27. 00| CLUSTERS Cluster| Price| Monggo Cluster| Php 60. 00| Ubesai Cluster| Php 60. 00|Plain Ensai Cluster| Php 60. 00| Ube Cluster| Php 59. 00| OTHER BREADS Other Breads| Price| Beefy Bread| Php 37. 00| Chicky Bread| Php 35. 00| Porky Bread| Php 3 0. 00| Ham Cluster| Php 30. 00| Cheesy Cupcake| Php 30. 00| Tuna Bun| Php 27. 00| Cream Cheese Bun| Php 26. 00| Garlic Bread| Php 20. 00| Double Choco| Php 17. 00| Pan de Pandan| Php 17. 00| *NEW PRODUCT LINE* Fruit & Veggie Breads| Price| Strawberry Glazed Bread| Php 43. 00| Melon Glazed Bread| Php 40. 00| Pineapple Glazed Bread| Php 40. 00| Banana Glazed Bread| Php 38. 00| Mango Glazed Bread| Php 38. 00| Malunggay Bread| Php 35. 00| Squash Bread| Php 35. 00 | Carrot Bread| Php 35. 00| *BREAD IN BUNDLES*Bundle pricing involves selling distinct multiple items offer together at a special prize. For Bread in Bundles, we will give ten (10) percent discount for a minimum of seven (7) breads purchase 3. Placement Strategy Since Antz – The Bread Factory is a member of the Philippine Franchise Association (PFA) we propose to locate our franchised stores near the anchor stores to accumulate high traffic and to generate sales. D. Integrated Marketing Communication Strategies 1. Creati ve theme Nowadays people are exposed to greasy and unhealthy food especially those children who are fond of eating fast foods. They choose unhealthy foods over vegetables and fruits that can give positive effects in their body.Fruits and vegetables are packed with essential nutrients that strengthen the body, heal and repair damage, ward off sickness and fight diseases. â€Å"Antz, the provider of fresh and healthy breads† is the campaign for the year 2012. Antz will deliver vegetables and fruits infused breads that can satisfy the need of health conscious customers. Antz will not only offer freshly baked breads but also the nutrients that you can acquire from the vegetables and fruits. Vegetable and fruit breads are the newest offering of Antz that can give delicious experiences to a healthy diet. 2. Integrated Communications Program Based on the company analysis, Antz – The Bread Factory needs to improve its promotional effort to establish the company well in the mar ket.And the following promotional mix will be used to position the company on the bread industry. Advertising * Print Ads (Flyers and posters) – The flyers and posters contains the 2012 campaign which is â€Å"Antz, the provider of fresh and healthy breads. † The flyers and posters will be distributed and posted in high traffic areas and the existing branches of Antz – The Bread Factoy. * Audio Visual Materials (Jingle and Internet advertising) – The jingle will be played in every store branches to capture the attention of the customers. While in the internet advertising, audio visual presentations will be posted on our website and Facebook fanpage to regularly inform the target market about our campaign and new products.Public Relations * Sponsorship (For health oriented events and TV programs) – Antz – The Bread Factory will sponsorship health related events and programs to create a good publicity that will ignite the emotions of the marke t. * E-mail and Telemarketing – we will send a personal message through email for the potential prospects, to inform them about new offerings and events that will be held 3. Media Plan ACTIVITY| TIME FRAME| BUDGET| Distribution of flyers and posters| Every third month| Php 960,000. 00| Releasing audio-visual materials| End of the year| Php 16,000. 00| Sponsoring health-oriented events and TV programs| Every quarter| Php 360,000. 0| Inviting and informing potential prospects through internet| Every month| ———–| *applicable for 2 years Total: Php 1,336,000. 00 4. After-sales and Customer Service Strategy 1. People * Antz – The Bread Factory will provide a service training program that includes one (1) day orientation, three (3) days store management and marketing training, ten (10) days baker mastery, two (2) days cashier service training. * Antz – The Bread Factory will create a proper store dialogue that will surely attract more custo mers. 2. Store layout and design * Antz – The Bread Factory will improve store facade by adding more designs like glass, mirror and lights.We will also add music in the store so the customers will feel more comfortable. We will also create a unique scent to develop a somatic marker to our valued customers. 3. After sales and customer service strategy * Antz – The Bread Factory will give loyalty cards to our customers that give discount. * Antz – The Bread Factory give free breads for those who buy bulk orders. * Antz – The Bread Factory will impose a free delivery for bulk orders. Appendices Appendix A Sketch of the Veggie and Fruit Breads Appendix B Side view sketch of the proposed packaging Appendix C Top view sketch of the proposed packaging Appendix D Front view sketch of the proposed packaging

Tuberculosis Research Paper Example | Topics and Well Written Essays - 2000 words

Tuberculosis - Research Paper Example According to the recent statistics by the Center for Disease Control (CDC), tuberculosis is one of the world’s deadliest diseases. It is recoded that one third of the world’s population is infected with tuberculosis. In the year 2013, it is recorded that 9 million people around the world became sick with tuberculosis disease. In the same year, there were around 1.5 million TB-related deaths worldwide. For people living with HIV, T.B is the leading killer. A total of 9,582 TB cases (a rate of 3.0 cases per 100,000 persons) were reported in the United States in 2013. Both the number of TB cases reported and the case rate decreased; this represents a 3.6% and 4.3% decline, respectively, compared to 2012. The rate of infection for Tuberculosis is very high and it is reported that one infected person can infect 10 to 15 people each year. Tuberculosis exists in three forms namely latent and active forms. People with latent TB infection do not feel sick and do not have any symptoms. They are thus said to be infected with M. tuberculosis, but do not have TB disease itself. The only indication of tuberculosis infection is a positive reaction to the tuberculin skin test or TB blood test. Persons with latent TB infection are not infectious and cannot spread TB infection to others. The chest X-ray for a person with latent tuberculosis looks very normal and is treating by taking a medication that lasts 9 months. On the other hand, active tuberculosis is manifested by the reproduction and spread of tuberculosis germs in the body leading to tissue damage. A person usually feels sick and symptoms include cough that lasts 3 weeks, weight loss, night sweats, and fever. In this case, a chest x-ray and other tests are needed to diagnose TB disease. According to the World Health Organization it is a proven fact that one-third of the world is infected with the Tuberculosis bacterium. Treatment of

A contextualised analysis of MORRISON (WM) SUPERMARKETS PLC Coursework

A contextualised analysis of MORRISON (WM) SUPERMARKETS PLC - Coursework Example In the United Kingdom there are a total of 92,796 grocery stores which are broadly classified into the following four categories namely Convenience stores, Traditional retail, Hypermarkets, Supermarkets and Superstore and Online Channel. Among these, hypermarkets, supermarkets and superstores are the largest in the UK (Li, 2008). Morrison WM Supermarkets PLC, a publicly traded company, is a supermarket chain which offers a wide range of goods including branded ones and its own labelled products. They are the fourth largest food retailer in the United Kingdom by sales with 439 stores across Britain and an annual turnover of  £16 billion. The main speciality of this chain of supermarkets is its high quality fresh food at great prices. Morrison WM Supermarkets PLC was founded in 1899 by William Morrison. The company has developed from a single egg and butter stall in Bradford and has turned into one of the best food retailers in the United Kingdom. Starting from a small stall in Bradf ord in 1899, a new produce depot was opened in 1976. The company took over Whelan Discount Stores and started operating in Lancashire for the first time in 1978. The first Morrisons distribution centre was opened in 1988 followed by the opening of second distribution centre in 1997. ... They are the fourth largest food retailer in the United Kingdom by sales with 439 stores across Britain and an annual turnover of ?16 billion. The main speciality of this chain of supermarkets is its high quality fresh food at great prices. Morrison WM Supermarkets PLC was founded in 1899 by William Morrison. The company has developed from a single egg and butter stall in Bradford and has turned into one of the best food retailers in the United Kingdom. Starting from a small stall in Bradford in 1899, a new produce depot was opened in 1976. The company took over Whelan Discount Stores and started operating in Lancashire for the first time in 1978. The first Morrisons distribution centre was opened in 1988 followed by the opening of second distribution centre in 1997. It was in February 2004 the company went national by opening a store in Scotland. Morrisons became the fourth largest retailer in the UK in March 2006 by opening UK’s first BioEthanol E85 filling pumps. The compan y has 700 tractors and 1700 trailers distributing to the stores across the country and it is now the largest supplier of apprenticeships in the United Kingdom. The following are deemed to be the four important reasons why they occupy a unique position in the grocery market: 1. Quality: They ensure control quality by owning their own production facilities. 2. Insight: They know what they are buying and where it comes from. 3. Value: They buy direct and pass savings on to the customer. 4. Flexibility: They get their food in store faster and react to the market more quickly. (Morrisons, 2011a) The company’s overall turnover is 17,663, 000 GBP, net income is 690,000 GBP, total assets is worth 9,859,000 GBP and the number of employees is 131,207, number of recorded shareholders is 86

Chipotle in Morocco Research Paper Example | Topics and Well Written Essays - 3000 words

Chipotle in Morocco - Research Paper Example The company will to borrow best practice of Mexican grills in US, Canada, France and England which have had longstanding performance and reputation. It is a demand for chipotle dishes that will be determined by the level of advertising and the quality of the service compared to its sale price. The government of Mexico, US and Morocco are in good working relationship hence no trade barriers will be expected to challenge the entry process. The brand should move to the coastal towns in northern morocco like Casablanca which have big clientele and bargaining power. This will raise the income streams and quickly move the breakeven sales to a shorter duration than was expected. The company should not overlook the role and impact of other competitors as they may be misjudged and consequently the firm closes shop due to myopic marketing intelligence. The concept of chipotle emanates from  chilpoctli  word  which is a  smoke-dried  jalapeà ±o referring to "smoked chili pepper". The chili  is principally  Mexican  going alongside other Mexican-inspired cuisines like Tex-Mex and Mexican-American (Anderson 123). Jalapeà ±o in  Mexico is also referred as the  gordo and  cuaresmeà ±o. Until lately, chipotles were mainly found in the central and southern Mexican markets. These Mexican foods became more admired abroad, particularly in North America, production and processing of jalapeà ±o started to extend to northern Mexico to supply the southwestern United States, and ultimately processing took place in the United States (US) and other countries like Morocco and Morocco. The purpose of this study is to find out whether it is economically viable to establish a Chipotle franchise in Morocco. These involves finding out the situational or feasibility studies of the host country, strengths and weaknesses of the co mpany and suitability of the culinary supplier to customers in Morocco. 3 The ordinary chipotle restaurant is known for

Communication assignment Essay Example | Topics and Well Written Essays - 2000 words

Communication assignment - Essay Example Then finally the areas of improvement in the system are discussed. Finally the paper is concluded by developing a costing implementation plan. In recruitment process Communication is an inevitable element. The recruits are taking care of the company's organization structure, its policies and practices. To make people aware of company's supervisor, its rules and regulations Communication is necessary Communication helps to perform functions of employees effectively. Employees should be sincere in their job (i.e. Employees must show real affection to the organization in which they are working that will finally lead to its great success) If a Soldier really knows why is in his nation's army and why he have to follow certain rules/procedures with the citizens so it is easier to develop love towards nation as commitment to his nation. In order to make the subordinates know about their contribution to the enterprise activity Communication is unavoidable. By this the employees are motivated and will get some idea about what their supervisors and the organization are expecting from them. Communication is needed to teach employees about personal safety on the job. This is essential to reduce accidents, to lower compensation and legal costs and to decrease recruitment and training cost for replacement. Communication helps the manager in his decision process. ... his nation's army and why he have to follow certain rules/procedures with the citizens so it is easier to develop love towards nation as commitment to his nation. In order to make the subordinates know about their contribution to the enterprise activity Communication is unavoidable. By this the employees are motivated and will get some idea about what their supervisors and the organization are expecting from them. Communication is needed to teach employees about personal safety on the job. This is essential to reduce accidents, to lower compensation and legal costs and to decrease recruitment and training cost for replacement. Elite groups and the wider public have acquired about its goals, activities and accomplishments by the amount of support which an enterprise receives from its social environment. Communication helps the manager in his decision process. There is a spate of varied information produced in an enterprise. The manager must make a choice of useful and essential information which should reach him. Co-ordination is achieved through communication. Co-ordination is needed among its component parts on the basis of division of labors and specialization. Many interdependent activities are performed in different departments of an organization. This interdependence is not tolerated in the absence of communication. Communication promotes co-operation and industrial peace. Because of lack of communication most of the disputes in an enterprise takes place. CURRENT APPROACHES TO INTERNAL COMMUNICATION: Formal channels Intranets Intranet is the popular approach to internal communication. E-Mail Newsletter Periodic Presentations By The Boss Open House or Town Hall Sessions and even Good old Team Briefings or Staff Magazines, Notices and Posters. All can

Frankenstein Essay Example | Topics and Well Written Essays - 500 words - 7

Frankenstein - Essay Example Viktor is a young man with a lovely family that does not seem to satisfy him. Viktor’s main problem is a passion for science. Since his parents have the little scientific knowledge, Viktor chooses to learn by himself. Eventually, he leaves home to join the university, an opportunity that gives him the time to focus on his scientific interests. At the University, Viktor spends most of the time in the laboratory working on his newly found project (Shelley 52). He has few friends and does not bother about his social life. Worse still, he keeps no contact with his family and rarely has time to think about his family members. His obsession with creating a living thing transforms him into an individual who prefers complete solitude. Viktor’s alienation does not end with the success of his project. He continues to isolate himself from the world in an effort to keep his secret that he created the monster that kills his brother, best friend, and the bride. Viktor is the epitome of alienation throughout Shelley’s novel (38). Shelley makes alienation evident through the creature that Viktor created. Evidently, Viktor used the organs of dead bodies to create a strange living thing whose appearance was extremely different from that of humans. Therefore, the creature’s appearance explains why human families are not willing to accept him. He ventures into villages seeking to find some love and acceptance. However, the creature highlights that, â€Å"I had hardly placed my foot within the door before the children shrieked, and one of the women fainted. The whole village was roused; some fled, some attacked me† (101). The creature does not find any form of love or acceptance from humans. The only person willing to listen to his story was an old blind man. The creature’s alienation becomes unbearable a factor that compels him to become violent. Since he can no longer bear the alienation, he

Managment Case Study Example | Topics and Well Written Essays - 1500 words

Managment - Case Study Example These new values were identified by him as they were in keeping with the current competitive and changing environment to which airlines around the world were being forced to adapt if they wished to survive. This case clearly shows that even if you have the potential and capital, if work is not organized properly, the company cannot survive. This is what this company did. Motivation and redesigning work organization structure are keys to success here. Using James Hoogan as an example of effective leadership, this essay will argue that effective leadership is a combination of strategic and operational leadership values rather than a one dimensional energizing or motivational leadership. Leadership that combines the strategic and the operational is the key requirement to turning around an organisation that is in danger of going under, because there is a lot more at stake in such a company than just a workforce that is not motivated or skilled enough. There are faulty strategies that need to be identified and isolated and changed operational values that need to be put in place to fit the strategy outlined. There is no room for experimentation as in many cases the situation is a do or die one. These situations require leaders who can do a lot more than just motivating and training the workforce with new skills. Very often motivation falls in place once the workforce sees new procedures in place and becomes convinced of the changed st rategies. Research indicates that the leadership model suggested by Kenneth Blanchard is the best for effective leadership. With competition getting stronger, leadership is the key to the success or failure of any company as the many mergers, takeovers, chapter 11s, lay offs and the few hard won success stories of the corporate world will bear out. Those companies that have the right leader in the right place at the right time manage to scrape through after resorting to stringent measures and in almost all cases after bringing in a complete change in strategy and work culture, almost a revolution. Many companies even move on to be highly successful and competitive, because their changed business strategy makes them adaptable to a changed business environment. The right leadership is crucial to ensure that this transition from a floundering business to a successful one happens smoothly and successfully. The Gulf Air story is one of a successful transition which happened only because the management of the airline was pragmatic enough to appoint James Hoogan as CEO the right time; the right man at the right time. Three years after he took over the story was a completely different one, he gave Gulf Air a completely new face, quite literally because they even sported a new uniform. In considering the role of leadership in the management of a company, this paper will compare the much acclaimed Jack Welch model with the model given by the Kenneth Blanchard Company, a model that is more acceptable today. The most successful and known model of leadership n corporate literature was given by Jack Welch which he developed with the intention of revolutionizing GE and turning it into the most competitive company in America. He himself led GE for over 20 years and during that tenure he succeeded in transforming it completely. The model of leadership given by him defines a leader as one who possesses the 4 qualities

Introduction to Mechanical Engineering Essay Example | Topics and Well Written Essays - 2250 words

Introduction to Mechanical Engineering - Essay Example Mechanical engineering is among the oldest engineering branches. The branch has also been named as the ‘mother’ branch of engineering. One appealing characteristic of mechanical engineering is the extreme broadness and diversity of its application base. Nearly all inventions made in the ancient times and most in this modern era are attributed to one or more applications of mechanical engineering (ASME International). Mechanical engineers are usually involved in concepts like thermodynamics, kinematics, robotics, fluid mechanics, structural analysis among others. The above concepts are used in the designing process of state-of-the-art units of manufacturing, aerospace and aircraft parts, a range of industrial machinery and various motor vehicle types. Mechanical engineers have a large contribution to the development of different power-plant equipment, engines, complex and simple machinery and cooling and heating systems. Apart from designing mechanical systems, mechanical engineers are also involved in maintaining, testing and manufacturing them (Wickert 2). The abovementioned are the conventional responsibilities and roles of mechanical engineers. ... list of 36 technical divisions, ranging from aerospace engineering and sophisticated energy systems to textile engineering and solid-waste engineering. Due to the diverse nature of mechanical engineering, professionals are involved in designing and building of devices and machines which allow people to survive and work under water, on the ground, in the air and in space. They manufacture machines which can extend people’s abilities, health and living standards, and impact their living environment. Naturally, the availability of materials for tackling their tasks determine most of the things these professionals can or cannot achieve. This is the reason why engineers work closely with material scientists with the aim of tailoring the mechanical as well as electrical and chemical characteristics of materials to explore the possibility of making new applications (Wickert 7). The job profile of mechanical engineering is ever increasing and this calls for professionals to venture in to marketing and financial features of product development as well as into management of both people and resources. In general, mechanical engineering provides a wide range of job choices to students seeking a stable and interesting career. Beginning Your Journey into Mechanical Engineering The first step to take in order to become a mechanical engineer is passing in chemistry, mathematics and physics. To qualify for enrollment into a mechanical engineering programme in a college, one should score at least 50 to 60 percent in the three subjects. After this, one is expected to sit for entrance examinations like The Joint Entrance Examination for IITs (IITJEE) to be admitted to different IITs among others. There are numerous engineering colleges in the world where one can get enrolled into a

W8last-OD Report Essay Example | Topics and Well Written Essays - 1000 words

W8last-OD Report - Essay Example If the top management has a proactive feel about the change avenues, it will always make sure that the organization is geared to achieve success on a consistent basis (Berkowitz 2003). These steps should be undertaken by the organization to make sure that the change regimes are in place and are being adopted by the different tiers within the realms of the organization. The performance regimes depend a great deal on the ways and means through which the organization is gauging the facts and figures and in light of the same, the different recommendations and conclusions are drawn up from time to time. In essence, it is always a good practice to have as much consistency within the efforts as possible as this will bring in a huge amount of success. Ethical discussions are pertinent because these embody the basis of its success in the long run from a holistic perspective. Moral values and justifications are important from an organizational standpoint as these are looked upon in a very positive way. These help the basis of building hierarchies within an organization and thus bank on the premise of bringing about a solid change, a change that is long-lasting and happens on a consistent basis (Streatfield 2001). An assessment for any organization will suggest that ethical considerations are significant and that these will tie up the employees with the rules and policies that the business concern teaches from time to time. In fact the human resources management concern has a huge role to play within the entire mix as it dictates the basis of success or failure as far as the ethical talks are related. Any organization would direly require the correct incorporation of ethics within its folds because this embodies its criteria for att aining success or the lack thereof, in the long run scheme of things (Robbins 2004). The organizational assessment gains quite a fair amount of share within the discourse that

Academic degree Essay Example for Free

Academic degree Essay A person is educated if they constantly strive to attain knowledge while simultaneously recognizing that they know very little about the world around you. As a result, I am currently educating myself now, because it is my desire to pursue knowledge and understanding of life. Determining a person’s education is vital to understanding the nature of education. First of all, education is the pursuit of knowledge, not a goal that can be reached after a set number of years of doctoral study. Consequently, a person, no matter how much they know, can never stop learning because they have already attained education. Instead, people are educated when they wholeheartedly devote their lives to understanding what they do not comprehend. As a result, I, a person with a strong will to understand, am more educated than those who work within the same profession regardless of the number of degrees they may posses. People truly become educated when they truly dedicate themselves to the pursuit of knowledge. Clearly, education is a constant pursuit, and the educated person devotes his entire life to this quest for knowledge. Thus, I know that I am educated as long as I never give up attempting to understand the world around me. However, inseparable from this definition of an educated person, is the realization that no people, at least during my lifetime, can claim that they possess all knowledge and that their knowledge is irrefutable. Thus, the educated person is committed to the pursuit of knowledge, has a mind open to new theory, and never subordinates the truth to an authoritys dictate. Personally, I know I am educated as long as I remain determined to understanding the world and to maintaining an open mind. Of course, this goal of remaining educated will lead me to new heights in the future as I continue my education throughout my doctoral program. I must remain committed to learning my entire life and to making new discoveries. Education cannot be measured by the number of degrees a person has earned. Instead, education is a mind set that must last a person’s entire life.

Disabilities: Barriers to Participation

Disabilities: Barriers to Participation Exclusion Inclusion Disabilities Overcoming barriers to participation From Exclusion to Inclusion In the United Kingdom, discussed by Shah (2005), segregated or special schools were the most common form of provision for pupils with disabilities, despite the fact that the cost of special education per child is too high for most countries. Governments are now recognizing the need to develop a more affordable system which will provide quality education for all children, additionally, legislation is clearly moving towards an increasing emphasis on inclusion. In Scotland the Education (Additional Support for Learning) (Scotland) Act 2004, and the Special Educational Needs and Disability Act 2001 (Department for Education and Employment, 2001), which amends the Disability Discrimination Act (1995), deliver a stronger right to a mainstream education for disabled children unless this is conflicting with the parents wishes or the provision of efficient education for other children. One of the main aims proposed in the recent White Paper, Removing Barriers to Achievement (DfES, 2004) is to reduce the number of special schools and encourage more mainstream schools to adopt fully inclusive practices. In addition, by reducing the number of residential schools and reallocating resources to local provisions and service, disabled children and young people can be educated closer to their homes and families. But it is argued that, even with the worldwide trend towards inclusion and the increasing participation of disabled children in mainstream schools, special education still has an important role and, for some students, is still the best option. However, others need to be put in situations in which they have opportunities to succeed and develop self-esteem and confidence. (Shah, S, 2005) There has been much debate over recent years concerning the provision of segregated special education for pupils with disabilities. There are both arguments in favour of inclusion and against. Advantages of segregated education Cited by Shah (2005), Barnes (1991) and Middleton (1999), argue that special education is promoted to parents of disabled children as a safe option to the hustle and bustle of mainstream schools, which may otherwise be too stressful. Some researchers claim that separate schools offer the best opportunities for disabled students, for instance, Jenkinson (1979) argues that with smaller classes and higher teacher pupil ratios, special schools allow concentrated one-to-one attention and tuition which can be delivered at a level appropriate to each child’s needs. They are perceived as more supportive, both physically and socially, and less threatening to students with disabilities, encouraging their feeling of security and enhancing their self-esteem by avoiding continual comparison of their achievements with other students. According to Pearse (1996), segregated institutions are an essential element of the social and psychological independence of disabled children. Moreover, being supported in an environment free from the involvement of mainstream barriers allows the children to explore and develop a sense of self. Cook, Swain and French (2001) propose that disabled students are likely to build positive social relationships more easily in segregated institutions where they not only share common goals and interests, but values, goals and ways of viewing the world. In mainstream school, where a disabled child requires support, Watson et al. (1999) suggest that successful social integration with peers may be hindered. They found that for some disabled people, the physical location of the helper could work against their acceptance among other children in the class. Allan (1996) suggests that the child’s interaction can be brought to the attention of the staff, as disabled children are more carefully monitored than their non-disabled peers: All children are the object of analysis within schools, but for pupils with special educational needs, the observation reaches further. They are observed, not only at work in the classroom, but also at break times. The way in which they intermingle with mainstream peers or integrate socially is often viewed as equally important, if not more so, than their attainment in mainstream curriculum goals. (Shah, S, 2005) Criticisms of segregated education Shah also discusses arguments against segregated education; Alderson and Goodey, (1998) argue that reports which suggest that students have a higher self-esteem or do better at special schools are worthless if self-esteem depends on being in an artificial, sheltered world. Barnes (1991) argues that being in a protective, segregated environment holds back disabled individuals from society. Dr John Mary and the British Council of Organizations of Disabled People (1986) believe that special education is one of the key routes for distributing non-disabled views of the world and making sure that disabled school leavers are socially isolated. The outcome of this isolation is that disabled people accept social discrimination and lack the skills needed in adult life. This argument is supported by Jenkinson (1997) and Fuchs and Fuchs (1998) who feel that the deficiency of suitable behavioural role models, and the removal from the general way of life of childhood and adolescence contribute to isolation in the community. Barnes, (1991) also argues that by producing socially and educationally disabled individuals, the special education system maintains discrimination practices in all other areas of social life, particularly employment. Dunn (1968), also had the same views, in that, a segregated placement is responsible for people with disabilities being negatively labelled and excluded from society. He goes on to say that labels have damaging effects on both teacher expectations and the student’s own self-concept. Another major criticism of segregated education is that an isolated curriculum that focuses on specific educational needs stops students from learning a wide range of subjects offered in mainstream schools. Jenkinson (1997) argues that the small number of staff in special schools, along with their considerably limited, curricula expertise, restricts the range and content of the curriculum. She feels the lack of training and experience of most special school teachers in the secondary curriculum to be a growing obstacle as students with disabilities move into adolescence. An article entitled Special School Shame (Disability Now, January 1997) reported on a study, conducted by the Alliance for Inclusive Education, which evidenced that special schools are less likely than mainstream schools to enter their students for public examinations. According to the sample statistics, only 6 of the 85 special schools in the study (7 per cent) proceeded to compete in national exams. The reasoning was based on the assumption that children in special schools were unable to learn as well as their peers in regular education. Shah has also discussed inclusive education and cites a number of authors for example, Barnes (1991) has argued that inclusion plays a crucial role in the fight towards the abolition of discrimination and of disabled people being accepted as citizens of the social majority, he suggests that being educated in mainstream schools is positively related to the successful transition of people with disabilities into employment and wider society, although, being placed in mainstream school does not necessarily mean experiencing total inclusion. Inclusive education is more than just placing a disabled person in a mainstream school and providing extra support. Inclusion requires major changes within society to allow everyone to take part, interact and make choices. Young disabled people are less likely than their non-disabled counterparts to pursue academic subjects of their choice due to restrictions imposed by the physical environment. Burgess, (2003) believes that even now, mainstream schools are not fully accessible, as those responsible for developing inclusion still often think of accessibility as ramps and rails. Burgess also points out that discriminatory attitudes among teachers in mainstream schools have also been confirmed by UK education inspectors. A survey by the Department of Education and Science (DES), published in 1989, noted that the attitudes of some staff were patronising, while others were reluctant to work with disabled pupils. T hese attitudes were likely to be reproduced in the attitudes and behaviour of non-disabled students towards their disabled peers. The result of such attitudinal prejudice among peers may be critical. Haring, (1991) argues that peer acceptance is a primary outcome of schooling, with important outcomes for the quality of life of students with disabilities. (Shah, S, 2005) As Shah discusses arguments in favour of, and against segregation, it becomes clear that there are a number of authors that support both viewpoints, for example, Jenkinson (1979) argues that with smaller classes and higher teacher pupil ratios, special schools allow concentrated one-to-one attention and tuition which can be delivered at a level appropriate to each child’s needs, yet, at the same time, she also says that the small number of staff in special schools, along with their considerably limited, curricula expertise, restricts the range and content of the curriculum and feels the lack of training and experience of most special school teachers in the secondary curriculum to be a growing obstacle as students with disabilities move into adolescence. Barnes (1991) stresses that one of the principal functions of segregated education is to protect disabled children from the rough and tumble of the normal environment, at the same time, arguing, that being in a protective, segregated environment holds back disabled individuals from society. These contradictory views lead to the belief that the authors feel that special schools do have their place in society, but not to the detriment of those attending, as in the past. People are different and diverse, and what is suitable for one may not be suitable for another, in that, total inclusion in a mainstream school may be damaging for some pupils but more beneficial for others. Perhaps this is where mainstream schools which have a special unit can be beneficial. This can be construed as partial inclusion. Pupils attending the special units can have access to the mainstream curriculum, and social interaction with their more able peers, at the same time, those who simply could not cope with mainstream institutions have the benefit of the caring special unit, where they can still have access to a similar curriculum as that offered in mainstream, and feel protected and less vulnerable. Partial integration is often seen as combining the best of both worlds in special education: the student has access to special curriculum and small classes in the special school, while also having the opportunity to socialize and participate with non-disabled peers in extra-curricular activities that are not available in the special school. (Jenkinson, 1996, p 107-108) The school in which I work is one of 14 secondary schools within the Local Authority which have a special unit. Local Authority and school level Within the local authority in which I work, there are 4 special schools and, 14 secondary schools and 28 primary schools which have a unit for pupils with additional support needs. A primary or secondary school is identified as having an integrated special unit/class if the sole or main purpose of any class or other unit forming part of the school is to provide education specially suited to the additional support needs of children or young persons selected for attendance at the class or unit by reason of those needs. The School The school is a large rural secondary comprehensive school with a long tradition of excellence, and positive relationships with the local community. The school is sited in a wooded setting, once the grounds of a Castle. In 1979 the school catered for only 500 pupils; today more than 1,200 pupils attend the school and are supported by over 100 teaching staff. The school aims to ensure that all pupils, regardless of circumstance, be given every opportunity to succeed and attempt to achieve their full potential. The school Inclusion Policy states it is the intention to include as many children as possible into some aspects of a mainstream school day. The school can cater for all students in the catchment area except those who require daily hospital residential care. For a small number of pupils inclusion could mean that they are in the same school as mainstream children, have their break times and their lunch times with mainstream classes, and attend mainstream subjects taught by a mainstream teacher as part of their S.E.N. class. They would also be able to attend activities arranged for their year group such as induction days, assemblies and trips. For other pupils it will mean that they are included into mainstream classes for part of their week. Some pupils will be mostly taught in mainstream, with one or two subjects in the Additional Support department, and vice versa. The decision of how much inclusion or when inclusion is suitable will be made at each student’s annual review; or on their entry into the Special Education Department. This means that parents and professionals will decide together what is most appropriate for each child. Whatever decisions are made can be altered as and when appropriate. Each pupil’s needs will be assessed every year to ensure that past decisions are still appropriate. All students in the S.E.N. Department will have an IEP and annual review meetings will be held to discuss progress. The support for learning team in the school consists of: Additional Support Needs (ASN) Department, Learning Support Department (LS), Sensory Impairment Department (For Visual and Hearing Impairment), Promoting Education Pupil Support (PEPS), and Auxiliary Support. Additional Support Department: Support of pupils who are not full time mainstream because of mild to severe and complex learning difficulties and / or who for significant emotional, psychological or other reasons are unable to attend large mainstream classes. Learning Support Department: Support of pupils in our associated primary schools and secondary mainstream pupils with Specific Learning Difficulties and other Learning Difficulties. Supplementary Studies in S1 and S2 provides support with Literacy and Numeracy and Support Studies in S3 and 4 provide support with Standard Grade mainstream subjects. SFL Room 3: Support of mainstream pupils on the Autistic Spectrum who cannot access mainstream classes full time because of social and communication difficulties. Also used for Alternatives to Exclusion work. Promoting Education Pupil Support Department: Support of mainstream pupils with significant social, emotional and / or behavioural difficulties. This support is mostly in class but also appropriate 1:1 and group support provided within the PEPS department classroom Pupils may be supported across all subject areas and this can be in a variety of ways: Working with a Support Teacher as well as a Subject Teacher in class e.g. a Special Education, Learning Support, PEPS or Hearing Impairment Teacher working alongside the Subject Teacher to deliver the class lesson. More intensive support in small groups or on an individual basis with any of the SFL professionals. Following a short/ medium or longer term modified timetable to help explore strategies to assist pupils in developing study and learning skills. Working totally out with the mainstream class structure in specialised classes for support. Support by an auxiliary in a subject class. In addition to the above, the SFL team liaises with a wide range of outside agencies including: the social work department, the community education team, the educational psychology services, the police, the medical services, family support for workers. House and Guidance System Until this year, 1008, each pupil in the school belongs to one of seven House Groups, which are the responsibility of seven Principal Teachers of Guidance. Their role is to know well and support each pupil in their House, providing a focus for the pupil, parents/carers, and staff and outside school contacts. At all times they work towards promoting positive behaviour and positive relationships: working with pupils to set learning targets; reviewing and discussing overall progress and being a regular point-of-contact throughout their school career. Although the school Inclusion Policy states it is the intention to include as many children as possible, the pupils attending the AS department where placed in a separate Guidance house from the rest of the school. The registration group I was assigned to when I joined the school, consisted of a mixture of 3rd, 4th, 5th and 6th years. There is an assembly held every week for each year group. The day and time for the assemblies is announced on a daily bulletin, and the days change each term. The assembly day and time for the 5th and 6th year has never included those pupils from the AS department. As part of my research I interviewed the Head Teacher about inclusion and he said that when he first started at the school, which was not long ago, he was horrified to find that there was a separate House for the pupils with additional needs. As from August 2008 there will be a new House System put into place, instead of 7 houses there will be 5. To promote the further integration and inclusion of pupils with additional support needs, all pupils will be assigned to a mainstream Registration Group, and House. The Head Teacher feels that Inclusion does not just mean integration; it means participation in all aspects. Promoting education The school has a whole school positive behaviour policy which provides the framework for classroom practice. There are school sanctions in place and these are: Official verbal warning. Move to another seat. Letter to parents. Send to Time Out Room Referral to Principal Teacher. Referral to Senior Staff. A key element of the behaviour policy is that the school does not accept any form of physical, verbal or emotional abuse, e.g. name calling, threatening behaviour or swearing. The school does recognize positively, that the vast majority of pupils, are a real credit to themselves, to the school and to their parents, and believes this should be recognized. Well Done slips are one method available to the staff at to communicate good news about an individual’ achievement. Pupils react positively to receiving these and value the recognition they bring. Pupils within my classroom The group of pupils I teach are in their 1st year at the school. Their additional needs include; social, emotional, behavioural, and difficulties in learning, understanding, listening, and following instructions. When incidents do occur in the classroom, the type of behaviour generally falls into one of three categories: Muttered or low-key threats, swearing or name-calling, chair/table tipping, refusal to co-operate with a group or another child or an adult, books or pencils swept off a table. Aggressive, verbal abuse with shouting directed towards another pupil or adult; objects such as a pencil or rubber thrown at someone or something. Physical aggression directed towards another child. When I first started at the school there were 9 pupils in my class. There are now 14. The additional 5 pupils have been reported as having difficulties in some subjects, and have therefore been removed from some mainstream lessons such as Science and Modern Languages, and placed in the AS Department. This seems to be more like exclusion rather than inclusion!

International Marketing: Franchising and Entrepreneurship

International Marketing: Franchising and Entrepreneurship The past twenty years has seen an unprecedented internationalisation of business and growth of multinational organisations.   Some analysts credit these large multinational firms with more economic impact than many nation states.   This has greatly changed the way marketing is done.   Global markets are extremely difficult to define, and variables significantly more complex and diverse.   The decision to take a company outside the UK involves careful analysis of risk and benefit factors, consideration and selection of potential markets, planned market entry, and development of market penetration over time.   While this can be done through a number of strategies, franchising is a growing means of achieving international presence.   In particular, McDonald’s and The United Colors of Benetton represent two distinct yet successful examples of effective international marketing in globally franchising firms. DECIDING TO FRANCHISE INTERNATIONALLY With the increase in international franchising and its impact on marketing, a number of studies have been conducted on various related aspects.   One first consideration in literature is what leads to the decision to go international, and how this stimulates marketing within the firm.   It is first helpful to consider the relationship between parent companies and their subsidiaries, whether franchises, partnerships, or company-owned outlets.   Structurally, large multinationals such as McDonald’s and Benetton are â€Å"better viewed as inter-organisational networks than monolithic hierarchies,† because each subsidiary can take actions that affect the company as a whole (Birkinshaw 2000, 2).   Corporate structure is determined by interplay between parent and subsidiary, with both responding to and driving needed changes in the business environment (Birkinshaw 2000, 4).   Sometimes it will be the subsidiary that pursues markets, making a â€Å"proactive and del iberate pursuit of a new business opportunity† in order to â€Å"expand its scope of responsibility† (Birkinshaw 2000, 2). Eroglu (1992) studied determinants in firms’ decisions to franchise internationally.   He found two sets of â€Å"perceptual variables – perceived risks and perceived benefits – † determine a company’s decision (19).   When the perceived benefits outweighed the perceived risks, the company would proceed with expansion.   Cost/benefit analysis in one common method for measuring benefits versus risk, but again, is filtered through the perceptual opinions of decision makers.   It is therefore to consider the variables as perceived benefits and perceived risks (Eroglu 1992, 23). Additional research cites factors leading to international franchising as either push factors or pull factors.   Push factors include market saturation, competition, and diminishing domestic profits (Alon and McKee 1999, 76).   For example, after fifty years of franchising in the United States, there are a limited number of good locations for domestic franchises that do not already have a McDonald’s restaurant.   Should McDonald’s continue to build restaurants in a saturated market, they will begin to cannibalise each other, with one McDonald’s competing with another nearby for market share.   This is not a healthy long-term scenario for either the franchisee or the parent company.   In the case of Benetton, more and more fashion retailers start-ups and expansions have greatly increased competition within the sector (Barela 2003, 114). This competition reduces the potential and actual profits of both current and future outlets, causing the firm to explo re other markets where competition is less intense, and market share more easily won.   Pull factors include political changes, such as the opening of Eastern block countries to Western investment, economic changes, such as the growth of a formerly underdeveloped nation to the point it can sustain retail outlets, and the formation of regional trading units that seek out franchise opportunities (Alon and McKee 1999, 76).   Both McDonald’s and Benetton have been swift to move into emerging markets, even when other multinationals have delayed.   For example, franchises in Kazakhstan require complex business licenses, which has deterred foreign investors.   Benetton is one of the few Western companies to move into Kazakhstan, doing so through its typical franchise license method (Anon 2001, 5).   Nigeria was not an initial new market target for McDonald’s, as the average worker there will work over eleven hours to pay for a value meal.   However, the company has entered the country successfully at the initiation of local franchisees, who locate their restaurants in more economically viable areas of the country (Vignali 2001, 97).   Global market initiatives are often â€Å"driven by unmet product or market needs amongst non-local suppliers and customers (Birkinshaw 2000, 23).   In addition to push and pull factors, there are two theories in the study of franchising that explain the decision to move into international locations.   Both address one of the most debated topics in franchising research: why the parent company would want to franchise, when company-owned units provide a higher rate of return (Elango and Fried 1997, 69).   Once a business achieves a certain size, it is more profitable to the parent company if wholly owned.   For example, a typical franchisee may make a forty percent margin, and pay half of that to the parent company.   â€Å"With the right economies of scale, the franchisor could recoup more of that profit margin by owning the company outright† (Hoar 2003, 78). The first, resource scarcity theory, contends that companies lack the resources such as capital, local market knowledge, and managerial talent to open international outlets on their own (Altinay 2004, 427).   By recruiting local franchisees who supply capital, management, and knowledge of the local market, franchising organisations can achieve internationalisation not otherwise possible (Altinay 2004, 427).   The parent company would not be able to expand, particularly on an international level, without the assets offered by the franchisee.   This theory is more easily applied to small and medium-sized firms which obviously lack the assets for internationalisation than it is to either McDonald’s or Benetton.   Interestingly both organisations do have some company-owned holdings.   For McDonald’s part, Ray Kroc once contended he was in the real estate business, not the restaurant business, citing the large passive income generated from the leasing of McDonaldâ €™s properties to individual franchisees (Vignali 2001, 97).   Agency theory is based on the relationship between the principal party, in this case the parent company, who owns or control a set of economic assets or functions.   They delegate work to the agent, in this case the franchisee, who operate on the principal’s behalf (Doherty and Quinn 1999, 227).   The theory stresses the importance of the process of the transfer of information, the problem of information asymmetry, and monitoring costs associated with both (Doherty and Quinn 1999, 224).   Jensen and Meckling (1975) explain information asymmetry problems occur because the franchisee has detailed information about franchise operations that are not communicated to the parent company, and this causes division between the aims of the parent company and the franchisee.   This is enhanced by the natural tendency for franchisees to operate in their own best interests, even at the expense of the parent company (Altinay 2004, 427).   Applying Agency Theory to a firm’s d ecision to franchise internationally, the company usually does so on the basis of lower costs and decreased risk.   Since salaried managers would be likely to under perform, going with franchisees increases the likelihood of dedicated performance, and therefore reduced monitoring costs (Elango and Fried 1997, 71).   This theory contends that while both McDonald’s and Benetton could open company-owned outlets instead of franchise, the inherent risk and monitoring requirements to the parent company outweigh the economic gains versus franchising.   Internationalisation of a retail entity, such as Benetton, involves the development of operations, sourcing of products, and transfer of expertise.   Doherty and Quinn (1999) cite a number of research studies, which conclude that franchising is a highly effective way to achieve desired results in all three areas in the retail sector (225).   Franchises â€Å"provide the parent company advantages such as economies of scale in marketing and production, while providing or entrepreneurial discretion at the unit level† (Elango and Fried 1997, 68).   In addition, franchises impact the overall marketing strategy and specific marketing activities of the firm as a whole.   Any increase in business activity, such as new outlets or product, should generate additional marketing.   In particular, international franchising usually requires adaptation of marketing products to the local cultures.   In the case of Benetton’s social awareness campaigns, marketing product was intended to be used globally, although some areas and retailers found some of the photos disturbing or inappropriate (Barela 2003, 118).   While the series certainly raised awareness and sales did increase during the time they were in use, there is contention whether the marketing scheme helped or hurt retailers’ bottom line in many locations (Barela 2003, 118).   While McDonald’s has had its own less effective marketing programmes, it has not created the same type of reaction as Benetton.   McDonald’s thoroughly researches each new market to determine the best, most effective, and least offensive marketing practices.   Only then is a marketing mix de veloped.   This often leads to the company adapting its global marketing strategy and components for a specific geographical region or cultural group (Vignali 2001, 97).   MARKET CHOICE Choice of market has also been a subject of much research.   â€Å"Each   concept and country must be considered separately in relation to a multitude of issues about the market, potential franchisees, legal matters, receptivity to franchising in general, and feasibility of the particular concept† (Maynard 1995, 69).   â€Å"In international markets, franchise relations are influenced by the extent to which the overseas franchise system can be transferred into the local market in terms of product acceptance, suitable local presentation and transferable support services† (Connell 1999, 86).   Legal concerns are of particular importance, since they differ so greatly from country to country.   For example, there is currently no legislation in the UK that regulates franchising (Hoar 2003, 77).   The European Union adopted block exemption for franchises, which protects them from antitrust laws.   â€Å"France, Mexico, and Brazil have enacted laws similar to th ose of the United States, requiring franchisors to provide presale disclosure to prospective franchisees, while Australia and Italy have adopted voluntary codes pertaining to presale disclosure and other requirements† (Maynard 1995, 71).   Atlinay (2004), citing a number of research studies, determined that several organisational determinants directly impact market choice.   Organisation size greatly determines the number of franchises that can be supported, as each must be supplied with product and support (Altinay 2004, 429).   Operating and international experience have both been shown to positively effect the decision to franchise.   In general, the greater the experience of decision-makers, particularly if they have lived or worked abroad successfully, the greater likelihood they will pursue markets beyond current operations.   (Altinay 2004, 429).   Company leaders may also recognise that competitive pressures in current markets make growth and expansion there unlikely or prohibitively expensive.   Similarly, the external environment of the markets under consideration may make them more or less attractive to potential investors (Altinay 2004, 429).   For example, some governments have highly restric tive business laws, while others provide little or no protection for franchisers.   The former makes both starting and doing business difficult, while the latter puts the franchiser at risk.   A supposed franchisee could simply take the business model or proprietary systems and go out on their own, cutting the franchiser out of their rightful position in the relationship. Other researchers have concluded geographical and cultural proximity are major determinants of market choice (Alon and McKee 1999, 76-77).   Specifically, organisations will choose markets based on their physical closeness or cultural similarities to the head office.   For example, the areas most likely to begin franchises of UK businesses are Ireland and France, while US franchisers first target Canada and Mexico (Alexander and Doherty 2003, 15).   The logistical issues of transporting people and product are greatly reduced when franchises expand into nearby countries, rather than ones far removed.   After geographically immediate countries, the next areas targeted for franchise are those with similar cultures to the organisation’s host country (Alexander and Doherty 2003, 15).   For example, UK retailers franchising in the US, Canada, or Australia can expect relatively similar customer groups, requiring little adaptation of product or marketing materials.   Train ing, advertising, and other organisation material can remain in English, with no need for translation or significant cultural variations (Alexander and Doherty 2003, 16).   In practice, some franchisers leave market choice almost entirely up to the initiation of franchisees, while others are more proactive.   In a best-case scenario, both the subsidiary and parent company evaluate the local market, the internal market, and the global market when considering possible markets (Birkinshaw 2000, 9).   For example, McDonald’s both requires market justification from franchisees and carefully evaluates each new market opportunity before allowing franchisees to proceed (Vignali 2001, 97).   Market approval is heavily dependent on resource allocation, that is, there must be sufficient resources available and available at that location for the market choice to go forward (Birkinshaw 2000, 45).   MARKET ENTRY Various factors have been found to contribute to the method, location, and timing of market entry.   First, there are a number of different methods used in international expansion and franchising.   Direct franchising, joint ventures, and master franchising are all common.   In direct franchising, the parent company seeks out potential franchisees in market areas it has selected for development (Maynard 1995, 66).   While it requires greater involvement by the parent company, it also allows the organisation to be more selective in franchisee choice and therefore have more control over the foreign operation (Maynard 1995, 68).   Franchisees may be solicited through newspapers or similar media outlets, but are more commonly sought through recommendations of other successful franchisees (Noren 2001, 62).   This method is similar to the licensing franchise arrangement typical of Benetton retailers worldwide; in some areas Benetton relies on a master franchiser, described belo w (Barela 2003, 116).   McDonald’s develops most of its franchises through a hybrid form of direct franchising, although individual franchisees initiate the franchising opportunity with McDonald’s, rather than the organisation needing to seek them out (Noren 2001, 63). Sometimes the parent company actually joins with a local firm to move into a foreign market.   This can be through acquisition or merger, but is more commonly accomplished through a joint venture.   This is when the companies join forces to create a distinct third company owned by both partner firms† (Maynard 1995, 66).   â€Å"Joint ventures create more-cumber-some tax and financial issues than the other two approaches, but they have other advantages, which vary depending on the partnership arrangement† (Maynard 1995, 68).  Ã‚   The created company then sometimes initiates or supervises franchise relations within its country or geographical region, and sometimes oversees company-owned units (Maynard 1995, 68). The most common approach to international franchising, and one used in part by Benetton, is the master franchisee.   This person is typically a well-capitalized local businessperson, with good understanding of local laws and culture, established relationships, and knowledge of the marketplace (Maynard 1995, 67).   They are recruited through local media such as newspapers, industry sources such as trade magazines, and international brokers.   Some governments also assist in the process; for example, the United States Department of commerce â€Å"seeks out foreign partners for US companies through its Gold Key program† (Maynard 1995, 69).   In this model, the master franchisee purchases the rights to develop franchise units within a specific area; this territory is often an entire country.   â€Å"After establishing a successful track record, the franchisee may be granted additional territories† (Maynard 1995, 67).   Master franchising requires minimal cost an d involvement on the part of the parent company, yet provides some accountability within the geographic region (Maynard 1995, 68).   Most importantly, â€Å"the master franchisee provides local expertise and oversight of the sub-franchisees whom it chooses to operate individual stores† (Maynard 1995, 68).   Finally, franchisers are â€Å"often approached by would-be master franchisees, who perceive a market for the product or service in a region† (Maynard 1995, 69).   Such contacts â€Å"have opened the door to international expansion for many companies† (Maynard 1995, 69).   Some initiatives put forth by franchisees involve operations within the company.   â€Å"The most critical facilitator of internal market initiatives is the credibility of the subsidiary in the eyes of the parent company† (Birkinshaw 2000, 26).   Such initiatives are geared towards rationalising and reconfiguring the systems within the parent company and increasing the efficiency of resource use, rather than improving external variables or increasing the firm’s resource base (Birkinshaw 2000, 27-28).  Ã‚   McDonald’s has is positioned itself as inexpensive fast food in the United States; its pricing is relatively low as are customers’ quality expectations (Vignali 2001, 97).   In the UK, restaurant prices are significantly higher in general.   Consumers are willing to spend more for restaurant food but also have higher expectations of product quality and service (Vignali 2001, 97).   McDonald’s determines prices for its franchisees based on their local positioning and the prices of competitors (Vignali 2001, 97). In addition, McDonalds’ strategy of place is standardised; the organisation seeks easily-access, high traffic locations regardless of the country or region where the restaurant will be located.   Facilities are also similar, although with subtle regional variations (Vignali 2001, 97).   Benetton similarly emphasises location; as a high-end fashion retailer it is imperative its retailers locate in upscale shopping areas, again regardless of the country where the new outlet is located (Barela 2003, 116).   This allows them to support the higher prices and quality of their products.   For these reasons both organisations require location approval from their franchisees, and do not allow movement of outlets without permission from the head office (Vignali 2001, 97; Barela 2003, 116). Overall, direct and master franchising are the most commonly used methods for market entry by UK firms.   They allow firms of various sizes, from small chains to large multinationals, to successfully internationalise.   Companies can both grow globally and â€Å"reap the benefits of size without sacrificing the benefits of local presence† (Birkinshaw 2000, 1).   The British Franchise Association (BFA) reports nearly seven hundred franchise systems are currently operational in the UK, accounting for more than 30,000 business units (Hoar 2003, 77).   These franchises employ 330,000 people, and represented a total turnover of  £9.5 billion in 2002 (Hoar 2003, 77).   While British firms have been slow to franchise overseas, particularly compared to companies from the US and Japan, they are rapidly catching up.   Over one-third of British retailers with operations outside the country employ franchising to some degree (Doherty and Quinn 1999, 225).   This number incr eases with the number of countries in which a particular firm has operations (Hoar 2003, 77). Factors driving franchisings international expansion â€Å"include heightened awareness of global markets, relaxation of trade barriers, saturation of some existing domestic markets, increasing prosperity and demand for consumer goods in many regions overseas, and increasing ease of doing business internationally because of improved communications and transportation systems† (Maynard 1995, 66).   Both McDonald’s and Benetton have been impacted by at least three of these variables. DEVELOPING THE LOCAL MARKET Finally, entrepreneurs exhibit various strategies to develop the local market, even if they do so as agents or franchisees of a global firm.   The traditional role of a subsidiary or franchisee is to adapt the parent company’s product to local tastes, â€Å"then act as a ‘global scanner,’ sending signals about changing demands back to the head office† (Birkinshaw 2000, 21).   Examples of this would be McDonald’s menu changes, often suggested or proposed by local franchisees, and the use of Ronald McDonald as a spokesman, which was first initiated by local franchisees (Anon 2003, 16).  Ã‚   It is imperative, therefore, that large organisations, particularly those that franchise, create systems and structural contexts in which local entrepreneurial activity is both encouraged and controlled (Birkinshaw 2000, 31).   If no such structure exists, franchisees will often act as free agents, making decisions and taking actions â€Å"that they believ e are in the best interests of the corporation as a whole,† whether or not these conform to the expressed desires of the parent company (Birkinshaw 2000, 2). Research indicates that four factors enhance initiative at the subsidiary or franchise level:   autonomy, resources, integration and communication (Birkinshaw 2000, 31).   High levels of autonomy and resources enhance local and global initiative, but detract from internal initiative.   High levels of integration and communication enhance internal initiative, but detract from local and global initiative (Birkinshaw 2000, 31).   â€Å"Local market initiatives are facilitated most effectively through a moderate level of autonomy in the subsidiary coupled with a fairly strong relationship with the parent company† (Birkinshaw 2000, 23).   In terms of marketing, local franchises have valuable input needed by the marketing teams at the corporate office, and should be respected for both their ideas and their first-hand knowledge of whether something is working.   If this does not occur, the company will suffer from information asymmetry problems, as previously discussed under agency theory (Doherty and Quinn 1999, 224).  Ã‚   When McDonalds decided to use famous athletes in its promotional materials, ads, and television commercials several years ago, they queried local franchisees for suggestions.   As a result, the company was able to choose sports figures recognised in each market area, rather than one internationally known athlete, such as a Tiger Woods, who might have less impact in local markets (Vignali 2001, 97).  Ã‚   A basketball star was featured in ads in the United States, a footballer in the UK, and so forth.   This allowed McDonalds to project a locally appropriate image through its marketing camp aign and further position align local franchises as part of the community, rather than as a foreign restaurant (Vignali 2001, 97).  Ã‚   The company was able to do this because they had previously established systems by which ideas and input could be communicated back and forth between franchisees and the corporate headquarters (Vignali 2001, 97).  Ã‚   Developing market requires initiating or building the demand of the public for a product, and positioning and pricing the product where it is available to meet such public demand (Johnson and Scholes 2002, 370).   The entrepreneur franchisee, therefore, has several strategies available.   He or she can make suggestions to the corporate office.   These are more likely to be well received if backed by solid market data, particularly data not available to headquarters.   The entrepreneur can produce his or her own marketing scheme, if not prohibited from doing so by headquarters.   He or she can become highly active in community activities and use the franchise or its products for market development.   In the case of Benetton, local retailers could, for example, become involved with groups addressing world hunger.   Whatever the strategy, it must result in an increased affinity for the consumer towards the product, brand or retailer, and a corresponding increase in purchas ing. MCDONALD’S CASE STUDY McDonald’s started as a single family-owned restaurant.   In 1948, Dick and Mac McDonald had started a self-service drive-up restaurant in California, using a very efficient delivery system they had invented and named the Speedee Service System.   Ray Kroc, a milkshake salesman, visited the restaurant in 1954, and was so impressed with the system that he convinced the brothers to franchise their restaurant, a novel approach to business expansion at the time (Anon 2003, 10).   The company incorporated and opened its first franchise in 1955, also in California (Anon 2003, 10).   Fifty years later McDonald’s was one of the world’s largest multi-national organisations, operating more than 31,000 stores in 119 countries.   Over eighty percent of restaurants, including almost all international outlets, are franchised (Anon 2003, 123).   McDonald’s actively promotes its core values of quality, service, cleanliness and value, and requires this emphasis of all its franchises, regardless of location or local culture (Anon 2003, 123).   When it comes to choosing franchisees, therefore, McDonald’s is highly selective (Noren 2001, 60).   Franchisees must go through a lengthy interviewing and training process, usually two years or more, without pay.   They are also required to make significant capital investments, a high percentage of which must be from their own (non-financed) resources (Noren 2001, 61-63).   â€Å"Franchisees are required in their contract to become involved in their local community,† a practise which further localises the international chain (Noren 2001, 62).   It is important to note that McDonald’s franchises are under a great deal more organisational control than many other companies’ franchising models.   This prevents devaluing the McDonald’s product through loss of uniformity or free-riding from local operators, but also inhibits entrepreneurial innovation (Noren 2001, 63).   For example, headquarters can relocate a restaurant if they so desire, and often own the property and facility, which is leased back to the franchisee.   Local operators are not allowed any variance in product without permission from the parent organisation (Noren 2001, 62).   Training is very specific and highly regulated throughout the company.   However, franchisees do have considerable input at the organisation, provided they follow the proper channels and secure approval before acting.   Many of McDonald’s promotional and menu items have come through the suggestion of local franchisees.   A franchisee in Cincinnati, Ohio, first suggested fish sandwiches so as to be able to attract Roman Catholic families on Fridays.   A franchisee in Pittsburgh suggested the Big Mac, another in California developed the Egg McMuffin, and two restaurant operators in Washington, DC, first used Ronald McDonald as their local spokesman (Anon 2003, 16).  Ã‚   Another supported the company’s first investment in what would become the Ronald McDonald House Charities (RMHC), a foundation began in 1974 that gave families of sick children a place to stay near their children’s hospital.   Besides providing a much-needed social service, the charities have been an excellent public relations strategy.   Current services ha ve been expanded to include scholarships and free health care through mobile health trucks.   RMHC currently operates in twenty-six countries (Anon 2003, 122).   In recent years McDonald’s has further increased the ability of local franchisees to run their own local promotions.   For example, a long-time McDonald’s owner in Florida (USA) reported a twenty-percent increase in same store sales, and attributed this increase to local advertising on television and in print.   He creates his own ads in line with national promotions, such as showing pictures of McDonald’s products at sale prices, with the national theme music of McDonald’s current marketing campaign playing in the background (Kramer 1999, 6).   Critics contend such loosening of marketing standards threatens brand dilution, although the company differs in opinion.   McDonalds has benefited from the input of their franchisees in other countries, who assist the restaurant in adapting the menu and marketing to local tastes and needs (Vignali 2001, 97).   Some McDonalds products are standard throughout the organisation.   For example, french fries are included on all McDonalds menus worldwide and are subjected to intense quality control to maintain sameness (Vignali 2001, 97).   Other products are adapted to the local tastes of the region.   At a McDonald’s in France, wine is available with a meal, while in the United States the strongest beverage on the menu is chocolate milk.   Israeli McDonald’s serve sandwiches without cheese, a kosher requirement, Japanese McDonald’s offer rice and salads featuring teriyaki, and some other Asian outlets offer goat (Vignali 2001, 97; Anon 2003a, 99).   The company’s primary product mix of hamburger, fries, and a coke, however, remains constant throughout McDonald’s worldwide.   Most importantly, the organisation provides a system of input to its franchisees that allows controlled entrepreneurial activity at the franchise level. BENETTON CASE STUDY Luciano Benetton founded his colourful sweater retailer shortly after the end of World War II, and the company remains family-owned and operated.   The company is known for its innovative operation and management methods, and its large network of subcontractors who produce the Benetton products (Barela 2003, 113).   Acting as a franchisor, Benetton â€Å"sells and distributes its products through regional agents, each of whom is responsible for developing a certain market area† (Barela 2003, 113).   The company arranges licensing agreements with local business people through these master franchisors, who then sell Benetton products.   There are eight-three agents internationally, who are supervised by seven area managers (Barela 2003, 115).   As a manufacturer, the company has high control of its product quality and design, and can control its franchisees through withdraw of product.   â€Å"Its success has become an example for multinational businesses around the world† (Barela 2003, 114).   Benetton currently has more than 7,000 franchises worldwide (Ivey 2002, 13). The company provides franchisees with product and the use of the Benetton name.   It â€Å"expects each store to develop its market successfully,† with the help of some global marketing support (Barela 2003, 115).   This allows a wide variety of entrepreneurial activity on the part of local franchisees, who can develop and run marketing programmes alongside those provided by corporate headquarters.   Store location and control, product display and choice, and community involvement are all decisions left up to the individual franchise owner (Ivey 2002, 14). The company has recently begun to move into directly operated stores, particularly in high-cost areas where franchisees have been difficult to attract, such as the Madison Avenue area of New York City and   High Street in London (Ivey 2002, 14).   This allows it to maintain its market position as a superior