Advertisements And The Appeal Of Fear - 1949 Words

Dionne Delgado Ms.Westmoreland Green ENGL 1321-02 April 22, 2016 Advertisements and the Appeal to Fear Advertisements can be positive and negative in a person’s day to day life. Advertisements are all around us. Advertisements can be found on t.v., internet, magazines and on billboards. Some of these advertisements help decide what people should spend money on. Those advertisements give people so many different choices on what clothes and makeup people want to buy, what different foods are out there to satisfy the different cravings people have or what exotic vacation destination to take. The one advertisement that sticks out the most to me are the advertisements about drinking and driving. Advertisers and Advertisements use the fear appeal to get these driver’s attention to stop and face the reality of what drinking and driving will do to themselves and to others. Drinking and driving is a huge problem. 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Characteristics That Will Make a Candidate an Effective Salesman Essay - 1

Essays on Characteristics That Will Make a Candidate an Effective Salesman Essay The paper â€Å"Characteristics That Will Make a Candidate an Effective Salesman" is a  perfect example of an essay on professional. Given a choice among the two candidates, one chooses the second candidate who has been an assistant in a different territory.   There are several reasons why one thinks that he will be a better candidate than the first.   Although he has only worked as an assistant in a different territory and has no experience at handling accounts before, gauging from his credentials, one thinks that he has the potential to become a successful salesman.   Since he has the desire to move up and be responsible for his own territory, one foresees that he will be well-motivated and will do everything to prove that he can handle his own area.   The first candidate’s advantage is his familiarity with the territory and his solid experience in sales.   However, the second candidate’s inner abilities count more than his experience  (Mayer and Greenb erg 124).   What is important is he has the drive to succeed as shown by his eagerness to have his own territory.   His problem with not having any experience in handling accounts directly can be answered by an effective training program to be given by the company.   If a person has potential, the training program can bring out the potential and make him an excellent salesperson  (Mayer and Greenberg 124).  Unlike the first candidate, the second candidate is technology sufficient; thus, will be more capable to make adjustments which the company may introduce in the future.   The willingness to learn is a plus factor, unlike the first candidate who will insist on doing his own style which later on may prove to be obsolete.   It would be very difficult to train the first candidate because it can be observed that there is a resistance in his part.   Since the company is using an ever-changing technology, problems may, later on, ensue with the first candidate.   One im portant quality of a good salesperson is that he should be flexible and creative to be able to satisfy the varied needs of his clients.   The first candidate does not seem to have these qualities judging by his refusal to adapt to the changes suggested by the company.   What might have worked before for him may no longer work again in the future because of the fast pace of technology?   The second candidate will definitely be an asset to the company given his technical know-how.Another characteristic that will make the second candidate an effective salesman is his determination.   From the description given, he seems to be a person who will enjoy challenges and would set goals for himself.   He's wanting to move up will positively impact his sales performance.   He has a passion for his job as shown by his willingness to even train his other co-workers.   It is also evidence of his ability to inspire other people which is important in making a sale.   The training th at he gave his other co-workers speaks well of his ability to build and maintain relationships with others.   He is a team player which will benefit the company.Not knowing the territory must not be a hindrance to his being chosen for the job.   He wants to succeed so he will do everything to achieve that goal.   It is quite sure that he will be enthusiastic to learn about the territory and study its major and minor accounts.   He is a fast learner; thus, it would be easy for him to keep abreast of the latest trends in the industry.It is believed that among the two candidates he is best qualified for the job having the obvious passion for it.

Cupcake Shop Free Essays

string(31) " up Ucake bakery successfully\." International University Vietnam Bachelor of Commerce Program ASSIGNMENT COVER PAGE Your assessment will not be accepted unless all fields below are completed Subject Code:| BUSM4092| Subject Name: | Applied Entrepreneurship| Location where you study:| RMIT Vietnam – SGS| Title of Assignment:| Feasibility Analysis| Student name:| Kim Koan DongPham Anh HoaNguyen Phu HaiPham Phuong Nghi| Student Number:| s3324450s3298342s3255278S3269894| Learning Facilitator in charge:| Ms. Agatha Heng| Assignment due date:| 07/09/2012| Date of Submission: | 07/09/2012| Late Submission Approval| | Number of pages including this one: (Please number your pages like this: page 1 of 7, page 2 of 7, etc)| 27| Word Count:(Main Content)| 5,558| EXECUTIVE SUMMARY Having noticed the business opportunity in food, especially in dessert in the Vietnam market, Ucake’s business idea is developed. The purpose of presenting this idea is to help customers embodying their precious message into cake, the requisite item in every celebration. We will write a custom essay sample on Cupcake Shop or any similar topic only for you Order Now This can be regarded our business idea as the current market has not provide it. Investigation revealed that choosing young people 15 to 30 living in Ho Chi Minh City as potential targets in terms of increase in population, GDP and positive behavioral change towards cake. Moreover, market research found that there are competitors with strong brand name and reputation. However Ucake can survive among the opponents with service differentiation focus strategy in which Ucake’s core differentiated service is ‘customer’s self decorated cake’. Ucake provides plain base cake, hygiene environment with fresh and diverse topping, and then customers simply come to shop and decorate their cakes easily and fast with meaningful memory supported by professional advice by Ucake’s chefs. Otherwise, customers can choose cake design from hundreds of models that suit their event. Among the analysis, first five years’ financial statements, showing estimated establishment cost, revenue and expense, are included to verify that Ucake is able to break-even within 3 years. TABLE OF CONTENTS EXECUTIVE SUMMARY2 I. The Business Idea4 1. Opportunity description:4 . Product / service description:4 3. Description of the entrepreneur team:5 II. The Industry and Market6 1. Current Industry Analysis6 2. Market potential Analysis7 3. Competitors Analysis (referred to Appendix 3)8 4. Target market/customers9 5. Market penetration (referred to Appendix 5)10 6. Stakeholder Analysis11 III. Business Model Analysis (referred to Appendix 6)13 1. Revenue sources13 2. Cost drivers13 3. Resource requirements / mapping13 4. Investment size14 5. Critical success factors15 6. Risk analysis and management16 IV. Future Action Plan17 1. Sources of start – up capital17 . Further information needed17 3. Support needed18 REFERENCES19 APPENDICES21 I. The Business Idea 1. Opportunity description: Currently, Vietnamese people are accustomed to Western culture, so they consider cakes not only as desserts or presents for birthday, but also indispensable items in special events such as Christmas or anniversary party. This trend leads to the rapid growth in demands of cakes, especially in holiday period like Christmas (Bao Moi Newspaper, 2009). Not stopping there, people also want to make their cake becomes more momentous to suit the purpose of parties or events. However, there are still no bakeries allowing customers to decorate cakes by themselves. As entrepreneurs, this is a good occasion for Ucake to develop a business idea to create more values and options for customers through its differentiated services. 2. Product / service description: Ucake bakery that has differentiated services will be opened to make customer feel convenient and comfortable, bring more benefit, and satisfy their needs. Two main services will be developed. Firstly, dissimilar cake designs will be updated for customer to choose, and then Ucake’s bakers will make cakes exactly based on design’s offer. Moreover, customers also can prefer their own design for Ucake to implement. Although the design of cakes is sometimes not favored some customers, they still have to buy it as they have fewer choices. This problem can be solved when customers come to Ucake’s store where they have various choices and they can even ask Ucake to make the cake based on their own suggestion. Here at Ucake bakery, it sells not only cakes designed by its’ store, but also cakes customers want to have. Another service is self – decoration, which there are spaces provided for customers, and all necessary equipments are to support them decorating cakes on their own. When using this service type, customers will pay for a plain base cake, toppings, and cream to design the cake; and what is more, they are allowed to try the taste of the cream, toppings before purchasing. To help client’s better understanding of the services, Ucake’s bakers are there and willing to give advice for cake decorates. The cakes can become so consequential for the receiver if people decorate it by themselves. For example, parents will be very surprised and happy if their children decorate a cake as a gift for their wedding anniversary. However, most of Vietnamese people do not have enough necessary equipments or places to decorate a cake. This issue has been recognized, and Ucake wants to generate services that give its buyers chances not only to garnish this kind of desserts but to enjoy the fun and relaxation as well when they come to Ucake. 3. Description of the entrepreneur team: A group four undergraduate students who are taking bachelor degrees in RMIT University are recently having their family businesses run profitably in the Vietnam industry. Having followed different majors with background s of serving business, marketing, design, and especially in the hospitality streams, the team has ambition of launching a bakery locally which is called Ucake. On that account, the team seeks for potential opportunities with creative production to help solving customers’ problem, giving them more benefits, and also generating profits remarkably for their business. In addition, each member has developed a wide spread of professional relationship that would sustain their project in positive aspect and scale through their family’s network and friends. By employing some of members’ real working experiences from their family business and other service firms, the team is expecting use their conditions and supports to start up Ucake bakery successfully. You read "Cupcake Shop" in category "Papers" II. The Industry and Market 1. Current Industry Analysis To improve Ucake’s strategies and support the awareness towards different features affecting its business, Porter’s five forces model is applied for analyzing risks that helps Ucake to control in higher progress in the Vietnam industry. According to Rice (2010), this model contains five typical aspects. 1. 1. Bargaining power of suppliers – Low Within the bakery industry, raw materials are vital factors that contribute to the success of a business leading to high value of products and prestige. Usually, prices of materials like flour, sugar, milk†¦ are depended on the level of quality customers want to aim at. In Vietnam, sources of suppliers for those ingredients are relatively diverse that can be derived from local grocery stores or larger suppliers. Hence, Ucake will have more options choosing dealer that are appropriate for its budget and demand. 1. 2. Bargaining power of buyers – High Nowadays, the Vietnamese people are influenced by Western cultures and tend to go to cake shops as their hobbies, especially on holidays and other events. With many bakeries throughout the country, customers are advantageous to experience excellence and different prices of various bakery shops. Besides, many youths are also interested in making cakes by themselves; as a result, clients have more knowledge of selecting the right cakes which are suitable for their commandment. 1. 3. Threat of new entrants – High Since the regulations and procedures of starting up a bakery in Vietnam are not so complex (Vatgia. om, 2011), which even people with small capitals can also invest on this kind of business, barriers to enter the industry here are not high. Therefore, as a new comer, Ucake faces the threat of self – decoration service imitation from other components, including existing and approaching cake shops. 1. 4. Threat of substitutes – High The level of threat of sub stitutes that Ucake faces is pretty high as there are many different types of food and dessert services developing in Vietnam (VietnamBriefing, 2008), such as ice – cream, yogurt, fast food, Vietnamese sweet soup, etc. Thus, clients have various options of switching to other food once their demand of consuming cakes decreases. 1. 5. Rivalry among existing firms – High At the moment, only in Ho Chi Minh City, there are over 100 bakery stores located widely, and the competition of bakeries are getting more and more intense as many large and small local bakery stores exist in the market (Phan Le, 2012). Furthermore, the local bakeries also have to compete under pressures of investments from some famous foreign bakeries, which might affect customers’ perceptions and operations of local bakeries as well as Ucake. . Market potential Analysis Regarding this area, PEST model is used to examine the environmental part for executive strategies. 2. 6. Political Due to To Loan (2008), food hygiene and safety are some of the biggest issues in Vietnam, and this issue is much cared by the government. Research Center of Business Administration claims that HACCP is the highest international license req uired by the Vietnamese for a firm which wants to operate in food industry. So, Ucake must have HACCP  (Hazard Analysis and Critical Control Points) to meet the Food Safety Law. 2. 7. Economic Ucake will have to take moderate rental costs, so the store’s location does not have to be positioned in the center of Ho Chi Minh City. Due to Diaoconline. com (2012), the cost for a two – floored shop in district 5 is approximately 1,000USD. Cost of facility and equipment for a new venture are paid highly in the first year in terms of the good quality facilities and equipment in order to make customer feel comfortable. However, since they are fixed costs, the venture does not need to pay anymore in next few years, and maintenance costs will be paid less instead. According to VietnamBranding (2008), Vietnamese people refer Western fast food than Vietnamese. 2. 8. Social Dan Tri Newspaper (2012) states that Vietnamese people care and obverse more Western tradition and events (Christmas, mother’s day, Halloween†¦) and considers that cakes are commonly used in many parties and special events. This leads to high demand of cake, and especially during Christmas. Besides, in this century, people do not only want a delicious cake but increasingly care more about nutrition and health issue (Viet Bao Newspaper, 2005). So, if Ucake has HACCP for ensuring the safety of the cakes and researching some of new healthy ingredients, more and more customers will be more attracted. 2. 9. Technology As a small business, high technology is not really fundamental for Ucake. However, Ucake need to have fresh, safe and high quality ingredients. Hence, safe and clean process of making and decorating cakes are highly presented, also the bakery can cooperate with its supplier to do research and development to adjust the amount of sugar and please customers, especially that are fastidious. . Competitors Analysis (referred to Appendix 3) 3. 10. Direct competitors Regarding the direct competitive environment, generally, most of Ucake’s components are other bakeries in Vietnam, which are large local bakeries, small ‘cakes and cafe’ shops, and foreign bakeries. Some of Ucake’s particular competitors consist of Vietnamese ones like Brodard, Givral and Jous Les Jours bakery from overseas. Firstl y, Brodard and Givral bakeries are two of most long time businesses in the Vietnam bakery industry that selling cakes and other breads. Overall, both of them supply cake orders from clients like Ucake; conversely, as their service regards to only takeaway cakes, they do not have self – decorated cake services for buyers. For Tous Les Jours which is a popular chained bakery from Korea that mainly offers clients fresh breads, cakes and other desserts, the chain presently has more than 8 stores allocated in Ho Chi Minh City. Similar to Ucake, Tous Les Jours accommodates consumers with cafe spaces, and also makes cakes through customers’ idea suggestion. Nonetheless, the Korean chain does not have self – decoration cakes and hardly to change to this kind of service while their concept is consistent, and because of their large number of branches. 3. 11. Indirect competitors In this field, as Vietnam’s integration has been widely opened, different investors of foodservice gradually find opportunities in the Vietnam market. As a consequence, Ucake’s indirect competitors are both domestic and foreign foodservice businesses surrounded by the nation. Among those components, Baskin Robbins (ice –cream chains), Yogen Fruz (Yogurt chains) and Lotteria (fast – food chains) are selected to weight against Ucake’s potential. In general, all of those 3 businesses are serving consumption services apart from Ucake, and their statuses are reasonably strong compared to Ucake as a new comer. In addition, none of them contains mutually two kinds of services that Ucake has. For this reason, even though Ucake is totally new and less popular, its operation is not affected much by indirect challengers in terms of this new differentiated variety of service. . Target market/customers (referred to Appendix 4) 4. 12. Geographic According to World Bank (2012), the GDP per capita has been increased significantly since the year of 2000. Among the provinces, Ho Chi Minh City’s population claimed the highest with almost 6,000 people in 2010. Moreover, people’s average income in the northern area is also high, which especi ally in Ho Chi Minh City’s was estimated the greatest with approximately 3,000 USD per year (Hoa Le, 2012) determining higher consumption compared to other regions. Hence, Ho Chi Minh is an ideal location for Ucake to plan for starting up the investment and seek to achieve good profits. 4. 13. Demographic Ucake’s targeted customers are aimed at the ages from 15 to 29 who are mainly teenagers and youths going to work as there are numerous young ages of under 30 that reach more than 50% of the Vietnam population (Nielsen, 2010). 4. 14. Behavioral Those groups of audience above are targeted not only because of their excess in the country population. Typically, a majority of them tends to adapt new updates of trend due to the international integration prospect and influence from other countries’ cultures. Thus, that is one of the reasons why many young Vietnamese people have interests in Western fast food and desserts by the appearance of investments regarding these kinds of food in the Vietnam market. Viet Bao Newspaper (2005) states the progressive encouragement of the Vietnamese of considering hygienic products as their vital priority for consumption in recent decades. For those points, Ucake finds it quite potential with great opportunities to set goals for achieving success through this targeted market. 4. Market penetration (referred to Appendix 5) Since the cake market is already at the maturity stage of the product life cycle, in order to enter the industry; Differentiation Focus Strategy is applied to Ucake. QuickMBA (n. d) says that Differentiation Focus Strategy can help the firm to narrow down to a specific group of customers, and give consumers the best and different services compared to its competitors resulting in retaining customer loyalty. However, there are some limitations with this tactic that Ucake’s service can be imitated or its targeted segment changes consumer needs. Guerilla marketing: Ucake has to do marketing activities strongly in the first year as it is a new and small firm in the market, and guerilla marketing is an ideal tool for new business which has limited marketing budget like Ucake. Some experts (Levinson, Levinson, amp; Levinson 2007) indicate that guerilla marketing is an easy and inexpensive marketing method for small business. Guerilla marketing strategy focuses on low cost, unconventional marketing tactics, and puts more time and effort to achieve maximum result. One week before the opening of the shop, some of refrigerated cabinets made by glass can be placed on public places such as parks or supermarkets. Then Ucake’s big designed cakes are displayed inside to catch people’s attention and trigger their curiosity. The slogan â€Å"Your Cake† will be put on cabinets to introduce Ucake’s business idea to clients. * Additionally, few days before the launching day, the banner of announcing the decoration contest will be also situated near refrigerated cabinets to invite people to participate. The contest will be held during the opening day. Customers can join and buy their cakes with half prices Advertising: advertisements of Ucake’s establishment day will be posted on magazines for youths and teenagers such as Tiep Thi va Gia Dinh and Hoa Hoc Tro. A Facebook page of Ucake will be created as well in order to expand the brand community. Facebook is an ideal place for us to reach large number of potential customers. Ucake’s products and other activities will be informed which are easy for consumers to view wherever they are. This social media tool can draw customers’ interests and Ucake can receive advantages from this marketing effect. 5. Stakeholder Analysis Beside the owners, people that influence the performance and success of Ucake’s business can consist of the customers, supplier and employees. Those important stakeholders are categorized and emphasized in 4 particular aspects in the table below. Stakeholder| Role| Level of effect| Expectation| Supposed risks| Investors| Devoting for the establishment of the business| Moderate| Making decisions in right investing and capitalizing for beneficial profits of the company| Lack of financial sources or bankruptcy would threaten the operation of the business| Customers| Consuming goods and service of the bakery| High| More usage of roducts and services from customers helping the business to gain status and revenue to compete with others| Bad comments from customers affecting the reputation of the business whether quality of goods or services do not satisfy them| Supplier| Supplying raw materials to the client bakery (i. e. flour, sugar, butter, milk, etc. | Moderate| Providing requir ed quality and quantity of materials not only to enhance relationship with customers but also help generating profitable products for customers | Bad quality of raw materials supplied or late delivery time will cause unqualified products or delay in the plan of the business| Employees| Supporting and controlling the operation of the bakery| High| Adding efficient value to the business by applying their trained skills to the service and attending to customers in order to improve the bakery’s performance| Low capability, misbehavior to customers leading to decrease in turnover of the business| III. Business Model Analysis (referred to Appendix 6) 1. Revenue sources The revenue is mainly generated from two items which are customer’s ordered cake and self decorated cakes. Customer’s ordered cake is produced based on the design that customers choose from Ucake’s menu. Therefore, the price of each cake is the revenue varying due to the size and design from 300,000VND to 400,000VND. Customer’s self decorated cake is made through this process, in which Ucake provides a plain base cake and customers decorate the cake by adding toppings and creams according to their preference. The fixed revenue will be sale price of the base cake (150,000VND), and additional revenue is earned by the amount of toppings they supplement which costs 15,000VND per package of one kind of topping. Minimum of 100,000VND of toppings is expected to be just enough for decorating a whole cake nicely. Furthermore, revenue from self – decorated cakes is anticipated to be greater than from ordered cakes. Research result shows that there are no competitors providing this service at the present time. Other revenue is earned by the sale of soft drinks sold for customers in the shop, and one can of the drink costs 15,000VND. As the price is relatively cheaper, it will not be considered as crucial revenue to ensure maintenance of business. 2. Cost drivers Number of consumers or sales of cakes will increase the raw material expense. Ucake only sells cakes, and the expense to satisfy customers’ demand will have the greatest impact on cost structures. Ingredients to bake plain base cake, such as eggs, sugar, butter, milk, salt, flour and cream, must be kept fresh so JIT (Just In Time) strategy will be utilized to decrease inventory costs. Being located nearby Ucake, the supplier (referred to ‘Resources requirements’ part) will conduct prompt delivery at lower costs in daily basis. 3. Resource requirements / mapping In order to offer satisfactory services to customers, raw materials and human resources are decisive in our business. The raw materials mentioned in ‘Cost drivers’ part above will be purchased from Tan Nhat Huong, the only local firm supplying cream, operating in Tan Binh district, Ho Chi Minh City. The quality is as high as other foreign companies’ products. As Ucake and the supplier’s locations are geographically close to each other, Ucake can decrease significant logistic costs. Ucake needs four people to run this business. One professional chef will bake the plain base cake and ordered cake. Two more amateur chefs will work as supportive assistants to help the main chef and to advise customers decorating cake. One person will be hired as receptionist. For this job, as there is no complex calculation involved, a person with no background of accounting can also be recruited. People will be hired from the online labor market (timviecnhanh. com), and Ucake will upload specific requirements of employees and interview the favorite candidates. 4. Investment size The first financial investment must be at least 100,000USD in order to start and operate Ucake for first year. Below is the cost analysis for the first five years after opening Ucake. * Fixed cost Ucake will be opened on Nguyen Trai Street, District 5 by renting a two – floored shop . The rental fee will be 1,000USD per month which will be totally cost 12,000USD for the first year of contract. Also, other costs to operate the business like electricity, water are calculated to be 167USD per month (2,000USD / first year). * Variable cost As the cakes are baked after receiving orders from customers, ingredients are considered as variable costs. All costs related to baking process such as electricity, labor, ingredients are regarded as 100,000VND per cake. Assuming that Ucake produces 3,720 cakes per year, including two types of products based on the revenue analysis, the variable cost will be 20,000USD per year. * Semi variable cost Semi variable costs comprise two expenses: wage and marketing. The wage is for the four employees. The wage amounts for main chef, supportive chefs and receptionist are 200USD, 150USD and 100USD, respectively. In the initial year, monthly wage will be 600USD which adds up to 7,200USD of wage expense for the first year. Ucake will conduct marketing vigorously in the first year to present the differentiated services and gain customers’ awareness. The annual cost is estimated to be 5,000USD. * Non recurring cost Equipments like baking ovens, furniture, and shop renovation costs will be spent before launching Ucake shop. All the equipment costs are calculated approximately 50,000USD. Sum of the first year’s costs are 96,000USD. However, in case of not covering expenses by the revenue, 4,000USD is needed as a back-up fund when Ucake meets unexpected costs. Hence, the first investment cost should be 100,000USD to cover the whole first year and half of second year’s expense. The first investment fund of 100,000USD will be recovered at the end of third quarter in year 2. Even though the price of cake is cheaper than other consumer products like electronic devices or automobiles, huge profit margin of cake will allow the business to step up from survival to growth level. 5. Critical success factors During the investment process, there are two main critical success factors of sustaining Ucake’s operations. First of all, one of the most vital elements for a bakery to accomplish is the role of the head baker. A head baker needs to have long time experience in baking and decorating cakes. Yet, this is still not enough. Cakes are quite attractive to many people, but customers have begun fussier about this kind of desserts over time due to changes of their perceptions about nutrition and safety of goods (Viet Bao Newspaper, 2005); thus, the head baker has to update consumer’s behaviors and apply ethods that are adequate with their demands. For instance, he can use fresh cream instead of butter cream to reduce the fat of the cake’s topping cream for making buyers more secure as regards their health. In addition, he is in charge of planning and estimating the number of sellable cakes per day to verify profits for the bakery also encourages products sold within 24 h ours upon baking and avoids surplus of stock. Another critical success factor of Ucake is the quality of customer services. As a bakery providing self – decorated cakes, in order to serve the customer’s needs, it is significant to hire a group of staffs that meet the working standard for this new type of service. Basically, the staffs need to have limited knowledge about cake’s basis and skills of decorating cakes for instruction whether their buyers cannot garnish themselves or need assistants. Besides, they are to support customers in providing them options of cake toppings shapes for their self – decorated cakes, directing them to park vehicles, and make the shop atmosphere hygienic and convenient for them. With those points, Ucake can expect to match the criterions of services and keep its customers satisfied. 6. Risk analysis and management Among the risks, some distinguishing points strongly affect Ucake’s enlargement that need to be aware and administrated in terms of its business conception. The first threat that Ucake might face is that the idea of customer self – decoration services can be imitated by others which is estimated with high chance. As being appeared at the maturity stage, products of Ucake are common in the industry, except that its services are developed to a different standard and have never been applied by other competitors. Nevertheless, although self – decoration is new and unique compared to others, this concept does not require so many sophisticated progressions to implement the services; in consequence, other bakeries, including existing and potential ones, can easily reproduce Ucake or create similar serving styles even if Ucake tries to protect its company via Intellectual Property Rights registration. Copying service is an unavoidable problem to Ucake; still, Ucake would be the pioneer in applying self – decorated cakes for clients in the market, so it is an extremely cautious period for Ucake to deliberate its growth as well as gaining customer loyalty by performing satisfactory products and services once it is first publicized. Additionally, the moderate possibility of employees’ misbehaviors to customers throughout their serving mission might occur. During the business, employees have high responsibilities in making clients feel worthy with what they pay for the services and want to return to Ucake again. On the other hand, employees are sometimes negative effects of discouraging customers of using services due to their slow serving or bad attitudes, and this would be very dangerous for the bakery because customers have diverse options of bakeries to prefer. As a consequence, Ucake needs to spend a period of time training the employees carefully with some particular rules of the bakery before the store’s launch to look forward to attaining effective services satisfying its consumers. What is more, employees should be praised with rewards or other incentives whether they do their job well in order to increase their productivity in addition to Ucake’s efficient services. IV. Future Action Plan 1. Sources of start – up capital Ucake is a relatively small size in aspects of budget, establishment cost and labor wage. The business model analysis shows that Ucake requires at least 100,000USD as set up cost. There are three possible financial sources to raise the fund. * Angel investment: Ucake will open a business plan presentation to potential angel investors to persuade them that it is a feasible business. Angel investors will receive corresponding amount of return related to their investment size. * Loan from bank: Banks allow the Vietnamese to receive loan if credibility is guaranteed. Ucake will summit five years of financial budget and business plan to convince that Ucake is a trustable business. 50,000USD is the amount Ucake plans to receive from the bank as a loan. * Financial supports from acquaintance: four owners of the business are running their own family business and being successful. Ucake can be financially supported by their families. . Further information needed Ucake lacks legal knowledge about food market. As a result, the future operation of the bakery must be checked and advised by a law firm called TopicLaw. TopicLaw will support by providing standard of food and necessary licenses for Ucake to run the bakery such as sanitation of bakery, safety of equipments. Also, as Ucake’s business idea is very easy to be copied, it should contact with consulting firm to protect the Intellectual Property Rights. The consultation will be about patent registration. The Target market analysis shows that the targeted market is quite potential. However, Ucake must implement further surveys before opening to identify what kind of toppings and decoration style that the target market prefers. It is vital to run regular survey on customers’ feedback and preference after setting up Ucake in order to maintain competitive advantages in such dynamic food market. 3. Support needed Due to the fact that parents of the four Ucake’s owners are successfully running family business overcoming economic crisis, they can be consultants of Ucake. External environments cannot be consistent as Ucake assume. Therefore, their parents may recommend direction of future operation and performance of Ucake. Excluding law firm and consulting firm which was mentioned in ‘further information needed’ section above, Ucake is looking forward to surviving and growing in the target market without further outside supports. REFERENCES Bao Moi 2009, ‘Nhon nhip thi truong banh chao don Giang sinh’, Baomoi, viewed 28 July 2012, ;lt;http://www. baomoi. com/Nhon-nhip-thi-truong-banh-chao-don-Giang-sinh/54/3636052. pi;gt; Dan Tri 2012, ‘Ngay cua me: Net dep van hoa phuong Tay di sau vao nep song Viet’, Dantri, 11 May, viewed 28 July 2012, ;lt;http://dantri. com. vn/c130/s130-594592/ngay-cua-me-net-dep-van-hoa-phuong-tay-di-sau-vao-nep-song-viet. htm;gt; Dia Oc Online 2012, homepage, DiaOcOnline, Ho Chi Minh City, viewed 29 August 2012, ;lt;http://www. diaoconline. vn/sieu-thi/loc/-tp_tphcm-quan_131-diaoc_15/;gt; Hoa Le 2012, ‘Thu hep khoang cach thu nhap giua cac tang lop dan cu’, TapChiTaiChinh, 24th April, viewed 12th August 2012, ;lt;http://www. tapchitaichinh. n/Qu%E1%BA%A3ntr%E1%BB%8Bn%E1%BB%99idung/ViewArticleDetail/tabid/56/Key/ViewArticleContent/ArticleId/7989/Default. aspx Levinson, JC, Levinson, J ;amp; Levinson, A 2007, ‘Guerilla marketing: easy and inexpensive strategies for making big profits from your small business’, 4th edn, Houghton Mifflin Company, New York. Nielsen 2010, ‘Khao sat tai chinh ca nhan 2010’, The Nielsen Company, viewed 10th August 2012, ;lt;http://www. google. com. vn/url? sa=t;amp;rct=j;amp;q=h%C6%A1n+50%25+ng%C6%B0%E1%BB%9Di+vi%E1%BB%87t+d%C6%B0%E1%BB%9Bi+30+tu%E1%BB%95i;amp;source=web;amp;cd=1;amp;ved=0CEUQFjAA;amp;url=http%3A%2F%2Fwww. ielsen. com%2Fcontent%2Fdam%2Fcorporate%2Ft3%2Fvietnam%2Freports%2FNielsen_PFM%2520Presentation_VNese. pdf;amp;ei=YuYzUKGcIYWPiAfFx4CIAQ;amp;usg=AFQjCNHwF2lBNKGO2JYJGbVpA1pxBxo0tg;am p;cad=rja;gt; Phan Le 2012, ‘Bakery: Cuoc chien da len men’, DoanhNhanSaiGon, 11th May, viewed 5th August, ;lt;http://doanhnhansaigon. vn/online/kinh-doanh/chuyen-lam-an/2012/05/1064208/bakery-cuoc-chien-da-len-men/;gt; Quick MBA n. d, ‘Porter’s Generic Strategies’, Quick MBA, viewed 29 August 2012, ;lt;http://www. quickmba. com/strategy/generic. html;gt; Rice, JF 2010, ‘Adaption of Porter’s Five Forces Model to Risk Management’, A Publication of the Defense Acquisition University, July, viewed 10th August 2012, Proquest database. Tan Nhat Huong 2012, homepage, TanNhatHuong, Ho Chi Minh City, viewed 28 July 2012 ;lt;http://tannhathuong. com/Product/1/1/Kem-Trang-Tri-Banh;gt; To Loan 2008, ‘Ve sinh an toan thuc pham: Can hanh dong quyet liet voi che tai manh (Bai cuoi) Kinh nghiem cua the gioi’, KinhTeNongThon, 19 May, viewed 29 August 2012, ;lt;http://www. inhtenongthon. com. vn/Story/VandeSukien/2008/5/10853. html;gt ; Topic Law 2012, homepage, Topic Law, Ho Chi Minh City, viewed 29 August 2012, ;lt;http://topiclaw. com/giay-phep-ve-sinh-an-toan-thuc-pham/;gt; Vatgia. com, 2009, homepage, Vatgia. com, Vietnam, viewed 12th August 2012, ;lt;http://www. vatgia. com/hoidap/4484/87326/thu-tuc-mo-1-tiem-banh. html;gt; Viet Bao 2005, ‘Kinh doanh banh tuoi: Thi truong lon, phat trien nhanh’, VietBao, 28th March, viewed 6th August 2012, ;lt;http://vietbao. n/Kinh-te/Kinh-doanh-banh-tuoi-Thi-truong-lon-phat-trien-nhanh/40072174/88/;gt; Vietnam Briefing 2008, ‘Vietnam’s Fast-Food Industry Continues to Attract Foreign Investment’, Vietnam Briefing, 12 November, viewed 5 April 2012, ;lt; http://www. vietnam-briefing. com/news/vietnams-fast-food-industry-continues-at tract-foreign-investment. html/;gt;. VietnamBranding 2008, ‘Fast food Viet – bao gio? ’, VietnamBranding, 25 June, viewed 20 April 2012, ;lt;http://www. vietnambranding. com/thong-tin/phong-su- thuong-hieu/4610/Fast-food-Viet—bao-giogt; World Bank 2012, ‘Vietnam GPD per capita’, TradingEconomics, viewed 12th August 2012, http://www. radingeconomics. com/vietnam/gdp-per-capita APPENDICES Appendix 1: Service Prototypes 1. Cakes baked and cream frosted by Ucake’s chefs. 2. Ucake provides options of toppings for customers. 3. Customers choose favorite toppings and pay at the counter. 4. Cakes and toppings are brought at customers’ tables. 5. Customers decorate cakes on their own or with the assistance of Ucake’s staffs. Appendix 2: Ucake staffs’ job description Staff| Function| Head chef| The person who has long time knowledge and experience of working in the bakery industry. Typically, he holds good recipes of cakes and manages every baking step to ensure the cakes look stunning and tasty. | Supportive chefs| These chefs can be amateur and to assist the head chef in doing the baking process and help instructing customers towards self – decoration services. They also direct customers in decorating cakes whether customers suggest. | Receptionist| Has a responsibility of managing the quantity of toppings, charging bills of customers and reporting the revenue daily to owners. | Appendix 3: Direct and Indirect competitors analysis 3. 1. Direct competitors How to cite Cupcake Shop, Papers

Business Taxation Theory and Practice for Corporate System

Question: Discuss about theBusiness Taxation Theory and Practice for Corporate System. Answer: Introduction: Extensive and widespread transformation has happened in the system of corporate system of taxation that has been made in the recent years. The reformation has expressed the interest of creating a system of taxation which is easy to understand, modest to engage and difficult to evade (Leigh and Blakely 2016). The changes in the tax have supported the investment in business along with those that work hard and save. The reformation has been with the objection of maintaining competitive position. Discussion: The major areas of reformation have been made in the reduction in the rate of the corporate taxation. The development and changes includes the redefining of the corporate tax base comprising the elements of OECS base erosion and shifting of BEPS project profit. The developments that have been made includes the practices and policies concerning the evasion of tax and unacceptable avoidance of tax (Burman et al. 2016). The UK legislative process lag behind the announcement of proposal with certain changes are already law and other developments are very likely or practically about to become law. A large number of tax reformation was announced during the months of November and December. Major reformation in the tax include reduction in the rate of corporation to 19% with effect from 2017. Other major developments include revision of loss utilisation rules to enable more flexible usage of loss to be carried forward however with the restriction of carrying forward the loss to 50 per cent of the relevant profits (Vanhove 2017). The restrictions are applicable only to the profits that is beyond five-million-pound sterling. Additionally, another major development include the new rules relating to the deductibility of the interest that also includes the fixed expenditure ratio of 30 per cent of earnings before the interest and tax, depreciation and amortization. US on the other hand states that the income that is earned by the non-us person is dependent on the factor whether the income has any nexus with the US and the degree of non-us person existence in US (Vernimmen et al. 2014). Before the major development in tax legislation a non-us companies engaged in the US trade or business was imposed a tax of 35% corporate tax on the income generated from the US sources that are effectively associated with the business. The federal government significantly revised the federal system of taxation forever by reducing the corporate income tax rate to 21% flat rate. In spite of the major developments tax is in the headlines in a manner where few may have imagined for a year or two ago. The major developments have led to certain issues for business that is required to be considered from the OECD base erosion and Profit shifting project that calls for wider level of information regarding taxation. Issues such as allocation of risk, different method of pricing transactions that may unlikely take place among the unrelated parties. Issues such as transparency of tax authorities that covers the introductions of template representing the profits and taxes that are paid by the multinationals in each nation where the corporate firms conduct the business (Vatn 2015). Changes in this area may create an impact on the strategies of business. The issue relating to transparency represents the degree of public agenda by the firms of their tax affairs continues to be an element of agenda for political and media exchange. According to Yan and Luo (2016) it is evidently clear that most of the British business does not consider that transparency in reporting would be sensible for business. The strong response was that a large number of companies were dedicated to raise the level of transparency regarding their tax affairs however country to country reporting would not be delivering supportive info and will be expensive to prepare. In the modern age of tax transparency, the taxation council policy has forced the functions of corporate tax to change from the endeavour that was entirely profit seeking to one that extremely considered risk management. In the modern age of tax transparency, efficient tax reduction and cash savings tax has resulted in exclusive position and association of the businesses (Bell and Rowe 2017). Therefore, the involvement of the companys auditor in the functions of corporate tax can be considered as the vital determinant of tax results. The implications are however not directly clear whether the effective reduction the rate of taxation, savings of tax and risk of tax management are mutually exclusive or can be attained simultaneously. Furthermore, it is not clear that whether the outcomes of tax would be associated to the auditor offering tax planning services or tax compliance service. According to Schaufeli, Maslach and Marek (2017) threats to the relation of auditor is considered to be greater when they offer substantial amount of tax compliance and associated services. This helps in suggesting that audit forms offer higher level of transparency compliance services that would be less inclined to support higher effective tax reduction and cash tax services. The threat to reputation are the most likely implications to the corporate firms that are associated with auditors providing greater degree of tax planning. Though the corporate firms face the reputational threats shoots from the auditors increased sensitivity of having tax positions overturned, it is probable that the auditors offering tax planning service may seek to lower both the level of tax and risk associated to tax. The stakeholder and the non-governmental organizations on the other hand have also been impacted by the change that are made in the level of corporate taxation (Noked 2014). The infrequent internal critics and the challengers of the financial sector could be considered harshly. A group of non-government organisation stated in their report by criticising the status of Luxembourgs in the form of secrecy of jurisdictions that pointed out the conflict of interest with the overseas policies with response being ferocious. The conflict among the financial governance sector and the increased political governance is considered to be consistent with the patter of offshore centres. The present legal framework does not adequately provide guarantee to the entire operational independence to the stakeholders and non-government organizations (Kolk and Muller 2015.). An important aspect of the stakeholders and non-government organization is the complete immoral discrepancy among the texts of law and other application in the judicial life. The international pressure has enabled adapting stricter legal constraints to the financial activities that judicial application. An important consideration of BEPS is that it aims to align with the rights of tax that are more closely associated to economic substance. Though it may sound inoffensive however in some cases it results in reinforcing what the current system of taxation of trying to attain and therefore it is desirable. However, in another instances it represents adding up of new principles in such a manner that it could conflicts with the pre-existing values. Conclusion: Conclusively the desire of aligning the tax of profits with the actual activities created by them might appear direct and sensible which the current system of taxation is trying to attain. Corporate firms may at times organise themselves in the egregious manner which comprises of overall separation of taxable income from the actual activities that are entirely motivated by the avoidance of taxation. Therefore it is desirable to prevent this. Reference List: Bell, C.D. and Rowe, W.L., 2017. Recent Tax Developments in Virginia Taxation. InAnn. Tax Conf.(Vol. 63, p. 241). Burman, L.E., Gale, W.G., Gault, S., Kim, B., Nunns, J. and Rosenthal, S., 2016. Financial transaction taxes in theory and practice.National Tax Journal,69(1), p.171. Kolk, A. and Muller, A., 2015. Responsible Tax as Corporate Social Responsibility. Leigh, N.G. and Blakely, E.J., 2016.Planning local economic development: Theory and practice. Sage Publications. Noked, N., 2014. Integrated Tax Policy Approach to Designing Research Development Tax Benefits.Va. Tax Rev.,34, p.109. Schaufeli, W.B., Maslach, C. and Marek, T. eds., 2017.Professional burnout: Recent developments in theory and research. Taylor Francis. Vanhove, N., 2017.The Economics of Tourism Destinations: Theory and Practice. Routledge. Vatn, A., 2015. Markets in environmental governance. From theory to practice.Ecological Economics,117, pp.225-233. Vernimmen, P., Quiry, P., Dallocchio, M., Le Fur, Y. and Salvi, A., 2014.Corporate finance: theory and practice. John Wiley Sons. Yan, A. and Luo, Y., 2016.International joint ventures: Theory and practice. Routledge.

Top Competitive Internships to Apply For

Many college programs require that students have internships — and for good reason. The benefits of these opportunities are numerous and include learning more about a field, gaining hands-on, practical experience, and making sure your educational and career paths are truly what you want. Prestige is another advantage with some internships. They are competitive, with only the best of the best landing spots. Quite a few employers stand up and take notice of anyone who has done one of the following internships. 1. White House Location: Washington, D.C. Paid/Unpaid: Unpaid Application deadline: Exact dates vary; expect a January date for the summer term, an April deadline for the fall semester and a September date for the spring semester. Specific internship application requirements vary with each presidential administration. However, you should expect to submit a resume, cover letter or essay, and letters of recommendation, among other materials. To see if applications are open, click here. 2. AppleLocation: Santa Clara Valley, California; Austin, Texas Paid/Unpaid: Paid Application deadline: Deadlines change based on the position. The best practice is to submit your application materials as soon as an internship is posted. Interns are well compensated and may be paid almost $7,000 a month (not considering overtime), according to some reports. To boost your chances of landing an internship here, you should already have some internship experience. In fact, many internships are available for bachelor’s, master’s and doctorate students. To review internship postings, click here. 3. Boston Consulting GroupLocation: Boston, Chicago, D.C. and select other U.S. cities. International opportunities are available, too. Paid/Unpaid: Paid Application deadline: Expect to submit your application by January for a summer internship. BCG consults with businesses to solve their problems. The internships require good effort on your part; two rounds of interviews with several interviewers each round are the norm. Prepare for case-style conversations, as well as data-driven questions. BCG encourages students from all types of fields to apply. Interested? Click hereto begin your application. 4. MoMaLocation: New York City Paid/Unpaid: Paid Application deadline: Varies depending on term chosen; MoMa offers fall, spring and summer internships, as well as 12-month opportunities. (Previous seasonal interns may apply for a 12-month internship.) MoMa, or the Museum of Modern Art, is perhaps the most well-known museum in New York City. Its internships are highly selective, with only about 10 interns hired for the 12-month terms, and 25 to 30 for the seasonal intervals. Students must have completed at least two years of college by the time their internship begins; no internships in the finance and general counsel departments are available. Administrative work is part of all internships, with other duties depending on specific needs. Want to try for an internship at MoMa? Start here. 5. DisneyLocation: All over the world (internships include positions at The Walt Disney Studios, Disney Parks, The Walt Disney Company, Marvel and others). Paid/Unpaid: Paid Application deadline: Positions are posted throughout the year, so deadlines vary. Students in any discipline qualify for Disney internships. For example, 2017-2018 internship titles include buying intern, marketing intern, IT intern, finance intern, research intern and animation intern. Perks include events exclusive to interns, as well as various Disney discounts. Relocation and housing assistance are available in some cases. Check out the list of open internships here. There is no time like now to consider your career possibilities, and of course, the internships listed here are just the tip of the iceberg. Many competitive internships are out there; consider factors such as whether they are paid, where they are and how well they align with your interests and with your career goals.

Strategic Analysis of Argos UK Retail Company The WritePass Journal

Strategic Analysis of Argos UK Retail Company 1.0 Introduction Strategic Analysis of Argos UK Retail Company 1.0 Introduction1.1 Organisation Profile1.2  Ã‚  Ã‚   Objectives of Argo1.3  Ã‚  Ã‚   Definition of Globalisation.1.4  Ã‚  EFFECTS OF EU MEMBERSHIP OF BRITAIN ON ARGOS 2.0 Economies of Adopting Policies of Environmental Awareness2.1 Atmospheric Pollution2.2 The hole in the ozone layer2.3 Wastes2.4   Measure to improve heath and safety in the work place.3.0 Responsibilities of organization to improving workforce welfare.3.1   Approaches to the management of diversity  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   4.0   Conclusion5.0   Ã‚   REFERENCESRelated 1.0 Introduction This study will review Argos Retailer UK, an organisation, which focuses on customer services as its differentiating factor in an increasingly competitive retail service sector. In the course of this study we explicate how the organisation’s marketing strategies align with its overall strategic objective. In the current climate of economic recession carrying in its wake a wave of unprecedented company failure the need for survival and excelling others has become ever more important. Therefore, organisations such as Argos will need to develop innovative strategies to lure customers who are not only reluctant to buy products but are becoming very savvy in their choice of such products. 1.1 Organisation Profile This study will focus on Argos UK Retail Company, which is one of the UK’s largest general merchandise retailing store. The company was founded in 1973 by Richard Tompkins and went into London stock exchange in 1990 after it had demerged from BAT industries. Argos Uk   sells over 18,000 products in a week and services about 2.5million customers respectively. It has about 7000 stores in UK and 51,000 staff strength. Argos UK Retail Company is not part of a group, which includes Argos Business Solution. Argos Business Solution benefits from the scale of its combined buying and merchandising strategy. The retail brands provide the convenience of home shopping through different routes to market and services, Argos retail group includes Argos Limited, Homebase and Argos retail group financial services. The organisation deals on retail product that is group into two distinctive brands of products. These include Argos and Homebase. The Retail products are toys, jewellers, small domestic appliances, furniture sports and leisure equipment. It deals on consumer’s electronics and large domestic appliances, it also engages in retail services of Home improvement goods and garden related products. Argos is one of the larges stores in the world. This company is well   known for its new stylish and innovative design of wide range of electronics. The organisation offers a wide range of well- designed, efficient, quality and good home domestic products at low prices that attract a wide range of customers to buy their products. The group as a whole had annual sales of over 32.4 billion pounds in the financial year ended in 2008. 1.2  Ã‚  Ã‚   Objectives of Argo This objectives is to develop Argos, a general framework for dynamically composing web services. Many scientific problems can be modelled as a workflow that includes information gathering and processing operations. We propose a unifying framework where these operations are modelled a web services and the scientific workflow as composition of web services. This objective is to use Argos in an metropolitan planning application, in consultation with an advisory team of government representatives, from the Los Angeles County Metropolitan Transportation Authority, the San Bernardino Associated Governments, the Southern California Association of Governments and the Port of Long Beach. This objective is to extend the transportation planning domain to address problems of urban spatial structure that heretofore have not been practical for social science researchers to study due to the lack of tools integrating and analysing available data. 1.3  Ã‚  Ã‚   Definition of Globalisation. Globalisation is the system of interaction among the countries of the world in order to develop the global economy. Globalization also refers to the integration of economics and societies all over the world. Globalization involves technological, economic, political, and cultural exchanges made possible largely by advances in communication, transportation, and infrastructure and it refers to the rapid increase in the share of economic activity taking place across national boundaries. This goes beyond the international trade in goods and includes the way those goods are produced, the delivery and sale of services, and the movement of capital. The origin of the term Globalisation is often attributed to Marshall McLuhan’s concept of the ‘global village’. McLuhan (1962) observed that advances in electronic mass media were collapsing space and time barriers to enable people to communicate on a global scale. But this is just one aspect of globalization, albeit an important aspect of globalization, where the term ‘global village’ is used as a metaphor to describe the interconnectedness of the world through the internet and web. Other researchers attribute the globalization phenomenon to historical, social, political and technological changes, which have enabled the free flow of people, investment, products/services, information and knowledge across the globe. This has led to a fundamental shift in the world economy, where national economies are no longer isolated from each other by barriers to cross-border trade/investment; by distance, time zone, language and by national differences in government regulation, culture, and business system. National economies are merging into an interdependent global economic system.Globalisation in broad terms is the process of integration of countries and people politically, economically and culturally, into global communities. In the context of business, globalization is the phenomenon by which industries transform themselves from multi-national to global competitive structures. Multi-national companies have an international presence of some form or other, where global companies operate in the main markets of the world, and do so in an integrated and co-ordinate way. Globalisations is mush talked about in the media. Of course   the term ‘globalisation’ is by no means the preserve of economists alone.indeed it has been approached from the perspective of at least four academic disciplines, within each of which it tend to take on different characteristics. ââ€" ºÃ‚  Ã‚  Ã‚  Ã‚  Ã‚   Economists focus on the growth of international trade and the   increase in   international capital flows. ââ€" ºÃ‚  Ã‚  Ã‚  Ã‚  Ã‚   Political scientists view globalization as a process that leads to   the   undermining of   the nation state and emergence of new forms of   governance ââ€" ºÃ‚  Ã‚  Ã‚  Ã‚  Ã‚   Sociologists view globalization in terms of the rise a global culture and the  Domination of the media by global companies ââ€" ºÃ‚  Ã‚  Ã‚  Ã‚  Ã‚   International relations experts tend to focus on the emergence of global  conflicts and global institutions ââ€" ºÃ‚  Ã‚  Ã‚  Ã‚  Ã‚   Effects on National Economies Influence of International Institution Role and Responsibilities of the EU Membership. The national economy is the engine of growth for any country whether it is a superpower with global reach or a small nation struggling to emerge from poverty. Every citizen is a participant in the economy, as they work to create income for their families, pay taxes, spend their earnings of products and services, or draw from government programs, such as welfare or Social Security. And   yet the workings of the economy remain a mystery to most, even as the demands on our economic resources increase. When one looks at the aftermath of the collapse of systematic soviet domination over politics and policy making in East Central Europe, one could be truly astounded at the amount of change that has occurred. Both the Czech Republic and Hungary are in the process of democratization while simultaneously integrating themselves into Western institutions. There is no question that the democratic transitions in Eastern Europe were spurred by the loosening of soviet control, and there affected by international influence. Democratic values, crucial to democratic consolidation, from outside could undermine other aspects of democracy, specifically plurality and rule of law. Democratic policies imposed from outside might amount to rule by law, if policies put in place by domestic elites   due to international pressure, are not adequately debated, supported, enforced   and implemented at the local level. A   consolidated democracy requires the full rooting of democracy, which can be seen by policy debate and policy choice for citizens.(Plurality) it also requires the internalization of rules and procedures (rule of law) and the human rights.(Pridham and Lewis) it is widely accepted that international influence, whether directly or indirectly, but as it is generally diffuse and not quantifiable the nature of the relationship has not been fully explored. We believe that the conditions of Post-Communism provide a filter through which this specific influence can be assessed. These condition can be generally defined as the need to develop the market economy and financial institutions. This economic and social transformation and the desire to integrate remove socio- economic issues from the political landscape. The nature of post- Communist transition therefore provides a unique opportunity to assess the ability of international institutions to craft democracy   from the outside and ‘assist’ democratic consolidation. My research considers plurality and dissemination of democratic values through looking at domestic and international influences on minority policy, central to democratic values, as well a looking at rule by considering how this policy is internalized and implemented and enforced at local level. This research, by isolating the international influences on aspects of democracy also has policy implications for wider European Democracy. International influence affects all democracies but its effects are difficult to distinguish from domestic influences in established democracies. Hopefully due to the prism that post-Communist environment provides (though it has unique characteristics, the international influences are universal), we will be able to ascertain what increasing international influence and democratic crafting means in wider context, beyond post-Communist transition. Over the past two decades the functions of international economic institutions have greatly expanded to include programmes and policies, which affect a wider range of people, groups, and organizations than before. Where previously people could hold their national governments to account for such policies, they must now look to international institutions where the decisions are being made. But to who are these institutions accountable and are they accountable to those whom they direct affect? This course work sets out to answer that question in respect of the International   Monetary Fund(IMF), the World Bank, and the World Trade Organization(WTO).   The World Bank   and the International Monetary Fund(IMF)which are meant to assist governments in achieving development aims through the provision of loans and technical assistance. They have championed the trade liberalization policies mentioned above. Governments and these international institutions are in determining the outcome o f globalization. 1.4  Ã‚  EFFECTS OF EU MEMBERSHIP OF BRITAIN ON ARGOS Home Retail Group ,owner of Argos and Homebase, warned yesterday the weakness of the pound could push up prices of non-food good as sourcing costs for retailers rise by up to 10%. At the same time it predicted another year of sharp sales declines at its chains. Home Retail chief executive Terry Duddy said the group was planning for 2009 to be a â€Å"as difficult as 2008†, when profile fell 24% to  £32m. He said the weak pound would be a â€Å"headwind† for all non-food retailers, predicting cost inflation of up to 10% on foreign- made goods. More than half the group’s goods are made in china. â€Å"our main worry is the impact sterling may have on product pricing and therefore the impact it may have on consumer demand.† Despite some lower costs, such as shipping, down 60%,retailers, suppliers and consumers would have to share the pain: â€Å"we will raise prices where we can but at the same time maintain our price position.† Home Retail is cutting 1,300 head office and supply chain jobs. It has also cut shop workers’ hour and will open fewer new outlets this year. Despite these measures some analysts think profit could fall by the spending downturn, with half of Argos sales from consumer electronics and Homebase’s fortunes linked to the housing market, which remains frozen. Like–for-like sales were down 10.2% at Homebase and 4.8% at Argos in the year to February 28.Duddy predicted similar falls this year. Argos, Britain’s second larges consumer electronics retailer after Curry’s owner DSG International, said sales of discretionary items such as flat-screen TVs had slowed â€Å"substantially†. The underlying weakness of non-food retail may affect possible cash calls. DSG is thought to be assessing investors’ appetite for a  £300m rights issue and share placing that could come imminently. Home Retail fell to an operating loss of  £402m after   writing down the value of Homebase by more than  £650m. The dramatic move is an admission it overpaid for the business, which it bought for  £950m in 2002. Profits at the chain were down nearly 70% at  £14.9m, compared begun to see Argos-home of  £4.69 kettles and  £15.59 DVD players- with new eyes. With a 19% decline at Argos to  £303.6m. Duddy said Homebase had held market share: â€Å"BQ has been quite vibrant {lately} but for five to six years Homebase was outperforming them.† Home Retail benefited from the collapse of rival retailers such as Woolworths and MFI last year. 2.0 Economies of Adopting Policies of Environmental Awareness Trying to promote an environmental message within a company as geographically and operationally diverse as Argos is a major challenge. My research evidence reveals that Argos are aiming to get the massage across to all members of staff that the work they do can have an impact on the environment, in which they live, work and play. They are developing training packages that are tailored to different audience to ensure that all employees, from senior management to operational quayside staff, are aware of the possible environmental implications of their actions. The development of Argos intranet is making the internal dissemination of information available to a much wider audience than traditional training methods. The Aim of Argos is for their staff to be as aware of environmental issues as they are of heath and safety matters and to consider the effects their actions might have, even if it is something as simple as switching-off lights in an unused office, or making sure that a computer printer is switched off over the weekend. Not only will this save energy, but it will also save   money and they hope the good practice will be implemented beyond the work environment. As educators, the major objective should be to educate people to use plant resources sustainably through: ââ€" ºÃ‚  Ã‚  Ã‚  Ã‚  Ã‚   promoting awareness among policy makers in the community ââ€" ºÃ‚  Ã‚  Ã‚  Ã‚  Ã‚   providing training for botanic garden staff and selected group   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   leaders in the   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   community. ââ€" ºÃ‚  Ã‚  Ã‚  Ã‚  Ã‚   promoting greater public awareness and motivation for    environmental action. 2.1 Atmospheric Pollution Leading high street retailer Argos is trailing a new process for the waste arriving at its distribution centres from stores, with the of aim of further reducing the volumes going to landfill. Despite having an impressive record on waste, (Argos currently recycle over 80% of the rubbish produced, 9 of its distribution centres are ISO14001 accredited and a store- wide scheme has been introduced to reduce the waste amounts going to landfill)the new trial aims to tackle the remaining rubbish to further reduce volumes. Mark Jones, Distribution Project Manager said:   â€Å"Our internal ‘Argos Cares’ scheme has proved very successful in reducing landfill waste from stores. This trial will drive this process further. The business is committed to reducing landfill waste to help the environment and reduce landfill costs as a result. If we can find a similar solution at other regional distribution centres we could potentially see cost savings in to the business of  £40,000 over twelve months.† The trial, which commenced in mid-January, will continue with two collections per week from Magna Park distribution centre. Argos expect to gain valuable feedback on the content of the compacted rubbish from the contractor, Cwikskip. This, in turn, will reinforce the need to further improve the waste segregation rates in the Argos stores. If the trial is successful Argos will seek to find similar solution at their other 8 distribution centres and elsewhere across Home Retail Group. 2.2 The hole in the ozone layer Cwikskip Waste Management Services are collecting the compacted loads from Magna Park twice a week and moving it to their material recycling facility (MRF) at nearby Rugby. Once there, the loads are then sorted to ensure that as much as 98% of the store and distribution centre waste generated will be recycled. The hole in the ozone layer A remote   measuring system, which is based o the principle of differential absorption and diffusion lidar, is developed for detection of nitrogen dioxide, sulfur dioxide, and ozone. The ARGOS (Advanced Remote Gaseous Oxides Sensor) system uses differential absorption of light with different wavelengths: for that two short light pulses from pumped dye lasers are simultaneously   sent in the   atmosphere. A three component Doppler sodar is used for measuring wind   direction and velocity. The system allows atmosphere backscattering coefficient to be estimated as a measure for spray and dust concentration in the air. The ozone layer in the stratosphere provides protection from harmful solar ultra-violet (UV)radiation. Manmade ozone depletion is caused by the mass use and emission of choro fluoro carbon (CFCs) and other ozone-depleting substance (ODS). This has led to an increase in harmful ultraviolet radiation and the incidence of irradiation-induced skin cancer. Ozone depletion is estimated to be greatest over the western parts of Europe where chloroflurocarbons have been commonly used in refrigerators and aerosol propellants. In these same countries, other ODS have also been used extensively, for example as coolant, foam and cleaning agents. 2.3 Wastes Population growth, increasing urbanization, industrialization and rising standards of living have all contributed to an increase in the amount of waste generated in the EU countries. In 1995, the total amount of waste generated in Eu-15(excluding agricultural waste) was estimated to be 1.3 billion tones (or 3.5 tonnes per capital). These figures show a 10% increase in total waste production between 1990 and 1995. very shortly, annual waste levels will be approximating 2 billion tonnes, with gains from recycling measures outweighed by an increase in economic activity and total waste production (European Environment Agency, 1999). Countries are faced not only with massive volumes of waste but also with the challenges related to hazardous wastes materials. Each year, the Community generates around 40 million tonnes of Hazardous waste. Waste, which arise from virtually all- human activities, can be broadly classified with respect to their source. The major categories include ‘municipal waste’, industrial, agricultural, sewage and nuclear waste, levels for which are shown in Argos household and public wastes An efficient way to cut down the volume of waste is to reduce the use of packaging and to recycle paper, cardboard, plastic, aluminium tins, and glass. Levels of recycling in the member states range from 28% to 53% for paper and cardboard (EU average 49.6%) and between 20% and 76% for glass (European Parliament, 1999). These figures highlight extreme variations in performance between the member states. 2.4   Measure to improve heath and safety in the work place. In December 2005, a full safety management review was conducted and January 2006 the Argos and Homebase health and safety teams were merged together. The current team of 12 is led our Health and Safety Manager, who is also chair of the British Retail Consortium’s Risk and Safety Policy Action Group, which ensure we keep abreast of current thinking and in this area. A key aspect of the review was to develop an approach to health and safety that drew on best practice within Argos and Homebase, and to develop a system that was straightforward and simple for our colleagues to understand and use. We call this programme ‘Simple Safer’. we have taken a stepped approach to introducing this programme focusing our efforts on Argos first and then Homebase. Key attributes were consultation with our heath and safety champions, who were elected by employees at our location and whose role is to represent the view of colleagues at regular health and safety meetings and during the implementation of our simply safer programme. We have also rationalized the number of risk assessments performed by our colleagues. For example, in Homebase we reduced the number of different assessments types from 180 down to 30 integrated templates, which can be tailored to suit individual site circumstances. The feedback from our colleagues on the introduction of this new way of working has been very positive. In order to make our health and safety policy statement effective, we have established a health and safety management, control and support structure as a framework for activity that reaches every part of our Group. The Group HR Director is responsible for implementing the health and safety policy and has established and chairs a health and safety risk management group comprising senior management representative from all area of the business. The committee’s role is to keep under review the effective management of health and safety across the Group and to provide the executive directors with appropriate advice and guidance. The health and safety management group meets quarterly and minutes of the meeting are produced and circulated across the business. We recognize that different areas of our business need to be actively involved in health and safety management so to facilitate this we have set up a number of committees that report into the health and safety risk management gro up. All health and safety committee members are provided with information, attend update meetings and consult over health and safety issues. Each store or site manager is responsible for implementation of the Group’s health and safety arrangements in their own store or site. In addition, it is our intention that every store and distribution centre will have an appointed health and safety champion (currently in place across Homebase and underway in Argos). They are responsible for representing the employees and promoting health and safety agenda in their location. Each operation office and distribution centre also has a site health and safety committee chaired by an appropriate manager. We are currently in the process of rolling this into all stores and we expect this to be completed in 2007. We provide health and safety training to all our new colleagues, mainly through the induction process. Specific health and safety training is also provided for those individuals required to manage and supervise others. We regular monitor our health and safety performance across the business. For example, stores undertake and record regular assessments, including all relevant fire safety checks. They also conduct a periodic checklist and there are various other checks based on the risk assessments and accident/incident experience (e.g Ladder register fire alarm checks etc.) Every store conducts a formal self-audit on business critical issue, which are collated and reviewed by line managers. Any failure can lead to disciplinary action. In addition, the health and safety team regular audits stores. Action plans are produced for failing stores and the results are linked to bouses.The health and safety champions are also involved in reviewing these and conducting re-audits on stores in their area. We provide a bullying; harassment and stress help line, which gives employees access to trained counselors. In addition, all employees can be referred for face to face counseling through this service. 3.0 Responsibilities of organization to improving workforce welfare. AEGON today announced that an agreement has been signed to acquire a 49% interest in Seguros Argos S.A. de   C.V.,a Mexican life insurance company specializing in the sale of life insurance to individuals through their employers (the worksite marketing channel),for an undisclosed sum. AEGON’s existing operations in Mexico include AEGON Direct Marketing Services, which works with insurance companies, banks and other financial institutions to provide direct marketing service. In addition, Transamerica Reinsurance(an AEGON company) is active in the life reinsurance market in Mexico. Executives started Argos in 2002 with a long tenure in Mexican insurance market. At the end of 2005 Argos had more than 420,000 policies in force and 1,266 million pesos (EUR 86.6 million ) in premium income. We welcome this opportunity to further expand into Mexico’s life insurance market with one of the country’s leading providers of individual life insurance and related saving and investment products,† said Don Sheppard, Chairman of AEGON’s Executive Board. This investment is consistence with AEGON’s strategy to expand into countries that offer long-term growth opportunity for the products and services we look forward to working with Argos to bu ild on their solid platform. Over time, as our client grew familiar with the translation services that Argos Translations offered, they began to request additional assistance in the medical device market.This occurred largely due to the fact that we were based in their targeted local market and thus could offer additional business support. Many of our clients not only needed their devices localized and their documents translated, but also needed to understand the regulatory issues connected with entering central and Eastern European markets. Argos Translations understood that by being able to offer a turnkey solution that would include assisting in market entry as well as taking care of the translation/localization process; we would provide our clients with unique additional benefits. As a result, Argos Translation joined forces with PMR Consulting, a local consultancy firm with the reliability and extensive experience that complemented Argos Translations services. The result of this collaboration is an offer of a complete solution for all medical device manufacturers interested in entering East European markets. This white paper has been commissioned by Argos Translation and is intended to provide investors with information about the basic devices. While some of the issues raised in this white paper may be common across other East European market it is important to note that each country has its own regulatory requirements and thus it is important not to draw any far-reaching conclusion about the region without consulting a local expert for advice. 3.1   Approaches to the management of diversity  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Fishing is an important industry, dependent on a natural resource. To protect stocks, satellite monitoring of fishing fleets has been made mandatory by certain governments. Such surveillance can guarantee that application regulations concerning authorized zones and quotas are enforced. The Argos Net solution development by CLS enables authorities to determine the position of fishing vessels, and to monitor fishing activity and catches. Indonesia, Peru, Europe, the United State, Korea, Chile, Taiwan and many other countries rely on CLS to monitor vessels flying their flags or operating in their waters. To improve security for shipping, the International Maritime Organisation (IMO) requires all ships over 500 tonnes   to be fitted with an onboard warning system (SSA-Ship Security Alert System). One of these systems, called Shiploc, is based on the Argos system and enabled ship owners to comply with IMO standards and monitor their fleet continually. In the event of an incident, the crew activates an alert button which automatically sends a signal to land. In the framework of an international agreement,Shiploc has joined forces with the anti-piracy centre at the International Maritime Bureau. The Argos system provides vital support for UN humanitarian programmes. Hundreds of transmitters have been installed throughout the world to verify distribution of resources, use of food rations, and a number of crucial parameters concerning the schooling of children. In the event of epidemics, Argos transmitters also inform authorities and humanitarian associations about the zones at risk and the number of individuals affected. 4.0   Conclusion This course work has examined the impact of globalization and EU integration of Britain on Argos Retail Group. Globalisation and Integration has brought wider benefits to many countries and organizations, but has equally resulted in challenges never before imagined. The management of Argos in the wider environment must evolve to take advantage of new emerging   markets. Such management must be innovative in adopting new set of precepts and protocols that are robust to accept changes in market dichotomy and technology. Competition has increase as a direct result of globalization and European integration. There are new entrants and players in the retail market that can not only challenge Argos but also possible take away its business. Such threats must be anticipated and clearly articulated in advance there by setting the scene not only to embrace change but to also covert the threats into opportunities. There are also issues of legislation, which now spans across boundaries. The national regulatory environment, which hitherto determines the mode of operation, has now been expanded to wider legislative environment. The management of Argos will need to learn and implement new wider rules and regulations in order to survive. In conclusion, one must postulate that globalization creates new avenues of opportunities. Argos must take advantage of the opportunities whilst at the same find innovative ways of converting the threat of globalization and integration into advantages. Sadly, research shows that Argos has not fully embraced this concept although efforts are being made to effect the changes that must happen.    5.0   Ã‚   REFERENCES â™ ¦Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   European Environment Agency,(1999) Environment in the     Ã‚  Ã‚   European Union at   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   the Turn of the Century EEA. â™ ¦Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   En (2006), wiktionary globalization, www.wiki.org.uk â™ ¦Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   European Parliament,(1999) Environment policy: general   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   principles, European parliament Fact Sheets. â™ ¦Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Marshall   McLuhan’s, (1998) The Marshall McLuhan’s Center   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Global   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   communications. â™ ¦Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   McLuhan’s (1996) Gutenberg Galaxy,the making of typographic   Ã‚  Ã‚  Ã‚   man. â™ ¦Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Pridham and Lewis, (2004) Stabilising Fragile Democracies:    New Party System   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   in Sounthern and Eastern Europe. â™ ¦Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Welford,R. (1992) Corporate Environmental Management,   Ã‚  Ã‚  Ã‚   Earthscan. â™ ¦Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   llLs, (2004) International Institute for Labour Studies,   Ã‚  Ã‚  Ã‚  Ã‚   Globalisation and   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Employment.

The Presidential Powers Essay Example | Topics and Well Written Essays - 1000 words

The Presidential Powers - Essay Example Presidents can get the congressional support by building up public support for their policies. Thus, the presidential powers are limited and it can be argued that the constitutional powers given to the president are the weakest. The actual constitutional powers given to the president can be limited and different from those given to the Congress. It can not be said that the president is ‘too powerful’ or more powerful than the Congress. Under the constitution, the presidential powers are limited to institutional and political. The president serves as the chief executive which is the head of the executive branch according to the constitution. This implies the presidential powers as being the chief administrative officer within the division of labor in the executive branch. The president also serves as the Commander-In-chief of the armed forces but in limited powers and as the financial manager of the federal budget approver (Ginsberg 309). The president holds the responsib ility to manage the National Budget but ultimately Congress has to approve it. Furthermore, the president has the authority to sign the bills into laws and has the power to veto them, but again the Congress has the powers to over-ride his veto. The Congress must also approve the decisions made by the president to assign judges to the Supreme Court and other high positions like Foreign Ambassador. The president has a role on the law enforcement on the condition that he takes care of the law being executed fairly. But over the years, the Congress has also been involved in the law enforcement duties and the presidential powers have turned out to be in rough proportion to the responsibilities and power of the national government. The formal powers of the president include many significant leadership roles that can be majorly divided into two authorities: domestic policy and foreign affairs. In the domestic arena, the president has the powers as the chief executive and the authority to o versee the execution and the implementation of the law. The president can also influence the legislative and judicial branches significantly. Thus, through these powers, the president can form a long-lasting influence on the nation’s domestic policies. Moreover, the constitution gives the Congress and the president different responsibilities for the war. The president is allowed to wage wars as commander in chief whereas Congress has the power to declare wars and fund them.  

Movie Girl Interrupted Review Example | Topics and Well Written Essays - 1000 words

Girl Interrupted - Movie Review Example Girl Interrupted is a story told by Suzanna Kay son who has been on a locked psyche unit for females for almost two years. She is a bright teenager of 18 when she signs herself in on the suggestion of a family friend and psychiatrist. The story is set in the 60's when it was truly an embarrassment to have this kind of illness and Suzanna goes to the hospital alone, in the back of a cab. Suzanna has already had many problems in her life. She does not get along with her parents, she has had an affair with a high school teacher and contrary to what was alright for a girl in that day and age, she has decided to "write". The ward she is on seems almost to be a dorm. There are several other young women there, some are silly and some are angry but is this not the same elsewhere The truth of the situation occurs when any small thing changes to set off these women and then chaos erupts and everyone seems different than they did just a few minutes before. The head nurse is Whoopie Goldberg and she has previously worked for a State institution and believes this job is a "piece of cake" in comparison. She, however, has a great deal of compassion for these women though she also runs the unit with a needed strong hand. Treatment for misbehaving is an ice bath and many of the nurses use the "there is not going to be any trouble is there" to be sure the patients take their medications etc. There is also, of course, four point restraints. Not to many of these kinds of treatments are used today but seclusion rooms are still prominent on most lock ups. These rooms are padded on all four walls, the ceiling and the floor and you are placed there to do away with you hostility. Suzanna is diagnosed by her psychiatrist as a borderline personality disorder In today's DSM IV her symptoms would seem to match this disorder which is Borderlin epersonality disorder, 301.83. It actually is difficult to see Suzanna as having any psychiatric disorder and she is the kind of patient that is difficult to miss when admitted with problems to the medical surgical floor. Suzanna took a bottle of aspirin and drank an bottle of alcohol but for most of the movies states it was an accident and she did not mean to kill herself, "she had a headache." DSMIV lists the main symptoms of personality disorder as revolving around unstable relationships, a poor negative sense of self, inconsistent moods, and significant impulsivity. They have an intense fear of abandonment and usually push people away so they cannot be abandoned. They become overly involved and very attached to various people (DSM IV) Suzanna does meet all of these symptoms and like she says it is a wavy line because she seems normal. We would not admit her to a locked psyche unit today but we might regularly run into her in clinics and other healthcare facilities and as nurses, have a need to understand that this can be a problem personality and may be why these people are alone. The prognosis here is good if they attend treatment and begin to understand that they are not "crazy" but need to understand their disease. Suzanna does end up being able to go home and has gained a great insight not only into her own illness but into the illnesses of so many of the other patients on the unit. Lisa, on the other hand is what in the days the movie was placed would have