Yellow Wallpaper By Charlotte Gilman Essays - Psychiatric Diagnosis

Yellow Wallpaper By Charlotte Gilman In ?The Yellow Wallpaper? by Charlotte Perkins Gilman, the unnamed protagonist is suffering from postpartum depression, which is caused by the rapid changes in levels of hormones such as estrogen, progesterone and thyroid due to the birth of a child. This depression can be brought on by stress and isolation right after birth. In this short story the protagonist was brushed of by her husband John, who is a medical doctor as having a temporary nervous condition. In this situation, if the protagonist was effectively treated instead of being isolated, which allowed the depression to escalate to a severe form, she would have steadily gotten better. Instead the protagonist began to develop postpartum psychosis, which is the most severe postpartum reaction. During this time ?woman will experience a break with reality which may include the experience of hallucinations and/or delusions. Other symptoms may include severe insomnia, agitation, and bizarre feelings and behavior? (Depression After Delivery, Inc. 3). ?The Yellow Wallpaper? takes place in the late eighteen hundreds when psychological disorders were dismissed as temporary nervous conditions, and unless there was something physically wrong with the person, the individual had to be isolated from any stimulating activities. Isolation seemed to be the best antidote for psychological disorders in the late eighteen hundreds, although, it only made the disorder worse. John only worsens his wife's disorder by taking her away for the summer and placing her in an old house that is ?quite alone, standing well back from the road, quite three miles from the village? (Barrett 193). John once again isolates his wife from any stimulating activities and forbids her to work...?and am absolutely forbidden to ?work? until I am well again? (Barrett 192). The protagonist personally disagrees with their ideas when she states, ?that congenial work, with excitement and change would do me good? (Barrett 192). John did not allow her to write either, although, ?[she] did write for a while in spite of them? (Barrett 193), but she did not dare let John or his sister Jennie catch her writing. One of the first symptoms of postpartum psychosis is the experience of hallucinations, which are ?sensory perceptual distortions, such as seeing, hearing, smelling, feeling or tasting sensations that others would not sense and do not exist outside of ones perception? (Depression After Delivery, Inc. 3) and delusions, which are false fixed beliefs. The protagonist begins to get hallucinations/delusions when she unwillingly accepts the upstairs nursery instead of the downstairs room that opened into a piazza and had roses all over the window. She illustrates this by saying, ?But John would not hear of it. He said there was only one window and not room for two beds, and no near room for him if he took another? (Barrett 193). Once situated in the room she develops a fixation for the yellow wallpaper. The protagonist begins to follow the pattern about by the hour. She starts ?at the bottom, down in the corner over there where it has not been touched, and I determine for the thousandth time that I will follow that pointless patter to some sort of conclusion? (Barrett 197). Finally, from being in that room so long she begins the hallucinations. This is noticed when the protagonist points out that the front pattern does move-and no wonder! The woman behind shakes it! Sometimes I think there are a great many women behind, and sometimes only one, and she crawls around fast, and her crawling shakes it all over. Then in the very bright spots she keeps still, and in the very shady spots she just takes hold of the bars and shakes them hard. And she is all the time trying to climb through. But nobody could climb through that pattern-it strangles so; I think that is why it has so many heads. Then the protagonist continues by saying, I think that woman gets out in the daytime! And I'll tell you why-privately-I've seen her! (Barrett 202) As these hallucinations are going on the protagonist keeps these emotions bottled-up and doesn't allow anyone to be aware that she is having them. Another symptom that the protagonist has is severe insomnia, which is difficulty in initiating or maintaining sleep. She shows her inability to sleep when she says, ? he thought I was asleep first, but I wasn't, and lay there for hours trying to decide whether that front pattern and the back pattern really did move together or separately? (Barrett 199). The protagonist consistently stays awake at night staring at the wallpaper pattern

Business Plan for Dance Studio

Business Plan for Dance Studio Free Online Research Papers 1.0 Executive Summary 2 1.1 Objectives 2 1.2 Mission 3 2.0 Company Summary 3 2.1 Start-up Summary 4 2.2 Company Ownership 5 3.0 Services 5 4.0 Market Analysis Summary 7 4.1 Market Segmentation 7 4.2 Target Market Segment Strategy 8 4.3 Service Business Analysis 9 4.3.1 Competition and Buying Patterns 9 5.0 Strategy and Implementation Summary 10 5.1 Competitive Edge 10 5.2 Marketing Strategy 10 5.3 Sales Strategy 11 5.3.1 Sales Forecast 12 5.4 Milestones 16 6.0 Web Plan Summary 16 7.0 Management Summary 17 7.1 Personnel Plan 18 8.0 Financial Plan 19 8.1 Important Assumptions 19 8.2 Projected Profit and Loss 20 8.3 Projected Cash Flow 21 8.4 Projected Balance Sheet 22 CONCLUSIONS 23 1.0 Executive Summary Social dancing means community. Co-operative, rather than competitive. It means respect for those whom we dance with, whether they be partners or others with whom we share the dance floor. It means taking care that everyone has a good time, rather than being selfish and self-centred. It means being sociable, rather than a show-off. It means dancing with everyone, not just favourite partners, and usually it means changing partners every dance. It means being civil in partnering, waiting until the music starts, before asking someone to dance. It means inclusive, rather than exclusive. (The term dance community is open, in the sense that it includes all those with an interest in dancing, rather than only those who belong to something, or have taken training. So people are seeking schools where they can learn. El Ritmo Dance company is dedicated to bringing quality and affordable dance instruction to Rostov on Don. There is a very active and dedicated social dance community already located in Rostov on Don. However, there has never been an actual dance studio, where these people can expand their knowledge of dance and enjoy being with other people of like interests. It is our plan to incorporate the existing dance community into our studio to begin with a strong base of supporters. From there we will be able to spread the word that dancing is a fun and exciting way to spend time. There are many benefits to dancing that will attract people from many backgrounds and interests. 1.1 Objectives The following are goals and objectives of El Ritmo Dance for Year 2010 through Year 2012 : ?Create a dance studio with a warm, supportive atmosphere, which is based on satisfying customers. ?Provide a social and entertainment forum for people with diverse interests, backgrounds and ages. ?Provide dance training for students at all levels of dance, from beginner to advanced. ?Provide continual training, benefits and incentives for staff to encourage a long-term commitment of employees. 1.2 Mission El Ritmo Dance offers a place where people can learn to dance, meet new people, have fun and feel comfortable. We offer a varied dance program with price options for all levels of interest, with greater emphasis on group classes and small package sessions to reach dance skill objectives. Our instructors have access to continual training on different social dance congresses. This provides our students with up-to-date steps and technique and access to the latest dance trends. 2.0 Company Summary El Ritmo Dance, soon to be located in Rostov on Don, Russia, will provide the community with a comfortable, friendly environment in which to learn the art of social dancing. El Ritmo Dance will offer private dance instruction, group classes, social dance parties and rental facilities for local events. Social dancing (such as Salsa, Swing, Argentinian Tango, Lindy Hop, Bachata, Social Cha cha cha) as well as an art, has become increasingly popular worldwide. As a result, the studio can expect to attract a wide cross section of customers. El Ritmo Dance will appeal to people of all ages, abilities and backgrounds, looking for creative self expression, exercise and/or social opportunities through dance. 2.1 Start-up Summary El Ritmo Dances start-up costs are based on an assumption that it will lease space at the Lendvorets. This space is ready for occupancy but will need a few minor renovations. The renovations include building out an office on the main floor and a caterer kitchen. The other category includes items such as memberships to the Chamber of Commerce, Visitor and Convention Bureau, and anything else that we may have forgotten or underestimated. The current assets include the deposit of â‚ ¬ 6,000. Long-term assets include items which will need to be purchased for the business. We are not currently requesting a loan, but may need to for operating costs if the sales forecast is less that anticipated. The owners are investing â‚ ¬ 25,000 initially. Start up Requirements Start-up Expenses Legal â‚ ¬500 Accountant â‚ ¬150 Office supplies, Stationary â‚ ¬250 Brochures â‚ ¬125 Grand Opening â‚ ¬2500 Signage â‚ ¬250 Other â‚ ¬1000 Total Start-up Expenses â‚ ¬4775 Start-up Assests Cash Required â‚ ¬5375 Other Current Assets â‚ ¬6000 Long-term Assets â‚ ¬8850 Total Assets â‚ ¬20225 Total Requirements â‚ ¬25000 Start-up Funding Start-up Expenses to Fund â‚ ¬4,775 Start-up Assets to Fund â‚ ¬20,225 Total Funding Required â‚ ¬25,000 Assets Non-cash Assets from Start-up â‚ ¬14,850 Cash Requirements from Start-up â‚ ¬5,375 Additional Cash Raised â‚ ¬0 Cash Balance on Starting Date â‚ ¬5,475 Total Assets â‚ ¬20,225 Liabilities and Capital Liabilities Current Borrowing â‚ ¬0 Long-term Liabilities â‚ ¬0 Accounts Payable (Outstanding Bills) â‚ ¬0 Other Current Liabilities (interest-free) â‚ ¬0 Total Liabilities â‚ ¬0 Capital Planned Investment Owner Loan/Investment â‚ ¬25,000 Other â‚ ¬0 Additional Investment Requirement â‚ ¬0 Total Planned Investment â‚ ¬25,000 Loss at Start-up (Start-up Expenses) â‚ ¬4,775 Total Capital â‚ ¬20,225 Total Capital and Liabilities â‚ ¬20,225 Total Funding â‚ ¬25,000 2.2 Company Ownership El Ritmo Dance is a Limited Liability Company owned and operated by Marina Vanyushina and Genadiy Vanyushin. 3.0 Services El Ritmo Dance is dedicated to bringing the fun and challenge of dancing to Rostov on Don at an affordable cost. We will offer private and group dance instruction for social through competitive level dancers. El Ritmo Dance will also provide a place for dancers to use the skills they have learned, by having weekly dance parties, seasonal/holiday dances and annual social dance congress. El Ritmo Dance will offer its students a variety of instructional choices. By offering them several options, we can best serve their individual needs. Private Lessons offer students the best value for their investment. With a private lesson, the students will work one-on-one with an instructor, receiving personalized instruction and immediate correction. Through experiencing the physical sensation of connected movement, the student is able to confidently replicate that movement in order to provide a pleasant and comfortable experience to other partners. In learning the best methods, one-on-one, both beginning and advanced students will find they progress faster and more easily, as they enjoy the sensation of partner dancing. Group Classes are both an introduction to the experience of dancing with different partners, and a chance for the students to become familiar with a variety of step patterns. Rotation of partners, throughout the class allows dancers to practice steps with different partners. This format promotes comfort in dancing with several partners, as well as the communication that goes along with sharing a learned experience. Group lessons will be available every week in the traditional styles and latest club trends. Classes will be offered at every level, from basic beginner through advanced competitive styling. In addition, specialty classes will be offered for children and teens. Practice Dances will be held once a week to allow students an opportunity to practice the dances learned, in an environment with other students learning the same thing. Instructors will circulate on the dance floor, assisting with questions or demonstration of steps, as well as to dance with students. We will offer classes for the following social dance: Salsa LA Salsa Casino Salsa NY Bachata Cuban Cha cha cha Lindy Hop Swing Argentinian Tango Facility Rental will be another service offering. The Lendvorets is currently a very popular place in Rostov on Don for weddings, receptions, musical events, etc. 4.0 Market Analysis Summary Social Dancing is an industry that now continuing to grow. According to a recent press release by 1TV-Television, more than one million people enroll in social dance classes each year. Since 1985, the number of dancers has increased by 25% each year. The timeless popularity of social dancing, combined with the growing interest in the trendy dances, has proven to be a winning combination around the world. We are confident it will produce the same results in Rostov on Don. 4.1 Market Segmentation According to the information published by the Rostov on Don Chamber of Commerce, Rostov on Don had a total 1.300 million people (2009). It is the 10th biggest city in the Russian Federation. Together with its Rostov agglomeration, population of the city is 1.8 million people (6th place in the country). El Ritmo Dance feels that the populations of Rostov on Don are all potential customers. We have divided these potential customers into the following groups: ?Children/Teens (19 yrs. and under). ?College Students/Young Adults (20-24 yrs.) ?Single and Married Adults (25-55 yrs.) 4.2 Target Market Segment Strategy Everyone who has the ability to walk can learn to dance. It is our job to present dance to these people and introduce and develop interest in the community for social dance. For children and teens it is important to show the fun in dance. We can introduce Social Dance through Junior and Senior High School. To colleges’ students we are going to introduce social dance through free open dance classes in universities and colleges in the city. Young adults will be introducing to dance through social dance parties in different night clubs and fitness clubs. We also plan to work with the Universities to offer classes to their students for credit. Single and married adults between the ages of 25 and 55 have traditionally been the biggest supporters of the social dance studio community. This group is generally looking for new things to try and do. For singles we offer another way to meet people, and date. We will also have special wedding packages, which offer the new couple options for learning their first dance. For married couples dance is something new to learn together and provides a great social outlet. By working with the local clubs, we can be sure there are places for people to use the dance they are learning and in turn spread dance further into the community. 4.3 Service Business Analysis The social dance industry has experienced substantial growth at the rate of 25% each year since 1985. There are some key factors for the rise in demand for dance instruction and places to partnership dance: The popularity of trendy dances like Lindy Hop, Argentinian Tango, and Salsa have made an impact on the number of people wanting to learn how to dance. The popularity of partnership dancing has grown immensely in the last decade. Those who are familiar with dance are well aware of how fun and addicting an evening of dancing can be. Those who have not yet experienced the thrill of moving gracefully around the dance floor with a partner, need a convenient, relaxed atmosphere, where they can feel comfortable learning and utilizing current popular dances. El Ritmo Dance seeks to provide its customers with affordable quality instruction in a fun and supportive environment. 4.3.1 Competition and Buying Patterns There are currently no other social dance studios in Rostov on Don. However, there are a few independent dance teachers, who teach classes at local bars, or rent floor space. There is also a local group, Dance Connection, that holds dances on Friday nights at the Ludi club. This group does not have a studio and its main purpose is to find places for people to dance and enjoy themselves. El Ritmo Dance marketing strategy will target people who wish to get more for their investment in dancing. A large variety of dance lesson packages and programs will be offered in an effort to make dancing affordable. Teachers will be highly skilled and professional, keeping with the image of the studio. The studio will be an elegant place to come, where customer service is number one. Marketing venues will include placement advertisement, direct mail, Internet Web page and open free dance lessons. El Ritmo Dance sales strategy will be based on a consultative style where the customers and teachers work together to identify and plan a course of action to satisfy the customer. Teachers will participate in continuous consultative sales training and receive regular sales coaching where the identification of customer buying criteria will be paramount. Sales closes will be based on demonstration of satisfying the customer criteria. 5.0 Strategy and Implementation Summary 5.1 Competitive Edge As previously mentioned, there is currently no other social dance studio in Rostov on Don. This automatically gives El Ritmo Dance a competitive edge on the market. However, we do not plan to sit back and think that people will come to us if we wait. Because Rostov on Don is not used to having a dance studio, this gives us the challenge of introducing the benefits of having a dance studio. We plan to keep our prices in line with the lower cost of living expenses of the Rostov on Don area. We will offer a wide variety of very competitive packages. Our teachers will be trained in the latest trends and with up-to-date styling of todays dances. We plan to partner with many of the studios in Russia so that we can keep up with the trends of the big city and offer more variety to our students. 5.2 Marketing Strategy Our marketing plan will be very simple. Satisfy our customers and provide them with the desire to continue dancing. A happy customer will not only keep coming back, but they will tell other people about El Ritmo Dance. We will market fun! What better product could we possibly have than that?! Our biggest challenge will be getting people who have never been in a dance studio before to come and try us out. Many people have never considered taking dance lessons before. Our marketing message will emphasize the opportunity to meet people, to enhance the quality of leisure time, to gain health benefits and gain life-long skills that will give them respect from their peers. We will advertise in the yellow pages, local newspapers, flyers, coupons, discount books, radio, and signs around town. 5.3 Sales Strategy One of our marketing strategies is to advertise discount specials or introductory offers. These are designed to introduce people to the different dances our studio offers, and the dances our customers want to learn. Our instructors will work with the customer on these specials to discover what it is they are looking for in dance, and to outline a course that suits the customers wants and needs. When a course outline is agreed upon by customer and instructor they will meet with a manager for a brief consultation to make sure the customer is satisfied with the lesson outline and that the course will meet the expectations of the customer. The customer will then sign up for the lessons by contract and commit to a series of appointments; the studio also commits to these appointments. We will offer a variety of courses, all mixed with combinations of private lessons, group lessons, and practice parties. Our course outlines will follow industry standards of recognized progression in dance, referred to as program dancing. El Ritmo Dance also offers the ability for customers to take group class packages. These may be more affordable, and although take longer for advancement, might be more preferable to some of our customers. In addition El Ritmo Dance offers something unique from other dance studios, which is a membership card. There are three different memberships offered: The Basic, which allows unlimited admission to dance parties as well as discounts to special events. The Gold, which allows limited access to group classes, unlimited admission to dance parties, five party guest passes, and discounts on special events. The Platinum, which allows unlimited access to group classes, unlimited admission to parties, ten party guest passes, and discounts to special events. These memberships will last one year. El Ritmo Dance will offer discounts for larger dance packages. All payments for dance lessons will be collected at time of purchase. Customers may be given 30 days to pay with a down payment of 50%. We will accept payment in the form of cash, check, or credit card. 5.3.1 Sales Forecast This sales forecast is an estimation on the number of customers we acquire while open, and an average cost of lesson outlines. The Social Basics Introductory special is averaged at â‚ ¬25, but this may vary depending on the special running that month. The special is not an accurate count for the cost of lessons, and is used primarily to bring people who may be interested to our studio so that they may continue with more lessons. We are forecasting that we will sell 20 Introductory packages in our first month, and 30 each month there after, as this is what we can handle with the hours we have available. The Social Foundation average package price is â‚ ¬360. It is an average price based on the assumption that students would buy a package containing 12 private lessons and 12 group lessons. We offer a 20% for paying in cash, and have therefore shown â‚ ¬300 for our package price to show the discount. We are forecasting to sell a social foundation dance package to 25% of the people who come to take the introductory special. Bronze I is priced at â‚ ¬600, and is based on the assumption that students would buy this package with 19 privates and 25 groups. We offer a 20% discount to people who pay cash for their lesson, and show this in our forecast by making this package show at â‚ ¬500. We are forecasting to sell a bronze dance package to 50% of the people who bought the social foundation package. Bronze II is priced at â‚ ¬720, and based on the assumption that students would buy a package containing 24 privates and 24 groups. We offer a 20% discount for paying in cash, and show this in our forecast by showing this package price at â‚ ¬600. We do not expect to sell any Bronze II packages the first couple of months. Starting on the third month we are forecasting to sell 50% of those that were in Bronze I. Silver I and Silver II â‚ ¬810. These are both based on the assumption that the student buys a package of 27 privates and 27 groups. We offer a 20% discount for students who pay in cash, and have shown this in our forecast with our package being â‚ ¬675. Starting in the fifth month we are forecasting to sell at least two Silver I dance package per month. We have estimated that we will not sell any Silver II packages until the end of the first year of business. We have kept our estimates low, knowing that we are not only a new business but a new type of business in this community, trying to break through with our marketing. Therefore, we are showing a 25% closing ratio for new students. That is saying that 25% of the customers who come in for the introductory special will buy the next level of dance, Social Foundation package. We then show a 50% closing ratio for existing student, 50% of Social Foundation customers will move on to Bronze I, etc. Marys previous sales results were 70% (out of every ten potential customers she sold a dance package to seven). Memberships were forecasted to show that people would buy the Gold at â‚ ¬300 each. We forecast to sell an average of five memberships per month, with that average increasing to 10 during the peak months of November-February. Miscellaneous sales include series group classes and kids group classes averaged at 10 people per class. Weekly dances will be held each Friday night. We will charge â‚ ¬2.5 per person plus â‚ ¬1.5 if they come for the pre-dance lesson. The Lendvorets is currently reported as bringing in about â‚ ¬15 to â‚ ¬20K per year in space rentals. We will continue to rent out this space and increase the advertising. Other category includes one time privates lessons, special services (i.e. DJ service, lesson packages for special events, wedding packages, etc.). Sales Forecast 2010 2011 2012 Sales Introductory Specials-Social Basics â‚ ¬9,000 â‚ ¬10,350 â‚ ¬11, 902 Social Foundation Syllabus â‚ ¬28,800 â‚ ¬33,120 â‚ ¬38,088 Bronze 1 Syllabus â‚ ¬24,000 â‚ ¬27,600 â‚ ¬31,740 Bronze 2 Syllabus â‚ ¬24,000 â‚ ¬27,600 â‚ ¬31,740 Silver 1 Syllabus â‚ ¬10,800 â‚ ¬12,420 â‚ ¬14,283 Silver 2 Syllabus â‚ ¬1,350 â‚ ¬1,552 â‚ ¬1,785 Memberships â‚ ¬24,000 â‚ ¬27600 â‚ ¬31,740 Miscellaneous Packages â‚ ¬4,665 â‚ ¬5,365 â‚ ¬6,169 Weekly Dances â‚ ¬6,000 â‚ ¬6,900 â‚ ¬7,935 Space Rental â‚ ¬16,930 â‚ ¬19,469 â‚ ¬22,365 Other â‚ ¬1,450 â‚ ¬1667 â‚ ¬1,917 Total Sales â‚ ¬150995 â‚ ¬173644 â‚ ¬199,691 Direct Cost of Sales 2010 2011 2012 Introductory Specials-Social Basics â‚ ¬0 â‚ ¬0 â‚ ¬0 Social Foundation Syllabus â‚ ¬4,896 â‚ ¬5,630 â‚ ¬6,475 Bronze 1 Syllabus â‚ ¬4,080 â‚ ¬4,692 â‚ ¬5,396 Bronze 2 Syllabus â‚ ¬4,080 â‚ ¬4,692 â‚ ¬5,396 Silver 1 Syllabus â‚ ¬1,836 â‚ ¬2,111 â‚ ¬2,428 Silver 2 Syllabus â‚ ¬230 â‚ ¬264 â‚ ¬303 Memberships â‚ ¬0 â‚ ¬0 â‚ ¬0 Miscellaneous Packages â‚ ¬0 â‚ ¬0 â‚ ¬0 Weekly Dances â‚ ¬0 â‚ ¬0 â‚ ¬0 Space Rental â‚ ¬0 â‚ ¬0 â‚ ¬0 Other â‚ ¬0 â‚ ¬0 â‚ ¬0 Subtotal Direct Cost of Sales â‚ ¬15,122 â‚ ¬17,390 â‚ ¬19,998 5.4 Milestones The following milestones reflect an approximate timeframe and cost for beginning and completing actions that will be needed to get El Ritmo Dance up and running. Our goal is to open our doors to customers and begin teaching dance by September 1st, 2010. We realize this date is subject to the timeframe for renovation completion, permits, etc. and may need to be adjusted. Milestones Milestone Start Date End Date Budget Manager Department Legal 6/1/2010 9/1/2010 â‚ ¬325 Both Marketing Develop Web Site 4/1/2010 4/5/2010 â‚ ¬45 Marina Vanyushina Marketing Train New Teachers 4/15/2010 9/1/2010 â‚ ¬0 Marina Vanyushina Marketing File for State Business License 6/1/2010 7/1/2010 â‚ ¬0 Genadiy Vanyushin Marketing File for City Permits 6/1/2010 7/1/2010 â‚ ¬0 Genadiy Vanyushin Marketing Negotiate Lease 6/1/2010 9/1/2010 â‚ ¬0 Both Marketing Order Tables and Chairs 7/1/2010 8/1/2010 â‚ ¬1,875 Both Web Purchase Sound System 8/1/2010 9/1/2010 â‚ ¬1,000 Both Web Renovate Space 7/1/2010 9/1/2010 â‚ ¬0 Both Department Acquire Insurance 6/1/2010 8/1/2010 â‚ ¬1,000 Genadiy Vanyushin Department Create Calendar of Events 7/1/2010 9/1/2010 â‚ ¬50 Marina Vanyushina Department Open Doors for Business 9/1/2010 9/1/2010 â‚ ¬0 Both Department Begin Advertising 7/1/2010 9/1/2010 â‚ ¬1,000 Genadiy Vanyushin Department Grand Opening 11/2/2002 11/2/2002 â‚ ¬1,500 Both Department Totals â‚ ¬6,845 6.0 Web Plan Summary El Ritmo Dance has a Web page, www.elritmodance.ru, that is designed to provide a convenient way for people to discover our studio. For marketing purposes the Web page will be linked to other dance Web sites and, since it has dance in the title, it will show up on different search engines. Our students will be able to use the Web site to look up group class schedules, upcoming events, studio news, and lesson prices. Students and prospective students will also be able to contact teachers via e-mail. Teachers will have the Web site on their business cards, and it will appear on our ads to offer people a chance to look at the space, meet the teachers and check prices, and ask questions before they enter the studio. 7.0 Management Summary El Ritmo Dance will be a very small company with the two owners, Marina Vanyushina and Genadiy Vanyushin, responsible for managing and directing all activities. Marina Vanyushina, owner and dance director, will primarily be responsible for the following: Teaching advanced students. Hiring, training and supervision of new instructors. Scheduling and planning the dance group lessons and special events. Creating dance lesson programs and packages. Studio events. Marina Vanyushina brings with her 10 years of experience as a dance instructor. She has knowledge of the operation of dance studios from her training with previous studio managers, and experience of management herself. She also brings with her, knowledge of the dance industry, the champions, the styles, and experience with previous students. Her 10 years of teaching have brought her many connections that can benefit El Ritmo Dance. Genadiy Vanyushin, Owner and Business Director, will primarily be responsible for the following: Teach social foundation/bronze students Managing the accounting/financial aspect of the company Bookkeeping/payroll Design and develop advertising and marketing strategies 7.1 Personnel Plan A teacher training class began in April to train two teachers. These teachers will be given the training for free with an understanding that they are neither hired nor paid during this time. In exchange for this training, they will be offered a job, once El Ritmo Dance gets enough customers. Our goal is to have five part time/full time instructors by the end of 2010, which includes the two owners. At some point in the future, we will see about hiring a receptionist. Personnel Plan 2010 2011 2012 Owners Salary/Distribution â‚ ¬32,500 â‚ ¬36,000 â‚ ¬42,000 Instructors Compensation â‚ ¬16,575 â‚ ¬20,000 â‚ ¬20,000 Other â‚ ¬0 â‚ ¬0 â‚ ¬0 Total People 5 5 5 Total Payroll â‚ ¬49,075 â‚ ¬56,000 â‚ ¬62,000 8.0 Financial Plan We plan to use our own start-up cash to finance the business. The Lendvorets is a turn key building for this type of business, requiring very limited contract work for us to bring in. A kitchen space and office window are to be negotiated with the building owner. Our start-up requirements are business assets, teaching supplies, and advertising. We want to finance growth mainly through cash flow. 8.1 Important Assumptions The financial plan depends on important assumptions, most of which are shown in the following table as annual assumptions. From the beginning, we recognize that collection of payments for dance lesson packages is critical, however, not a factor we can influence easily. Interest rates, tax rates, and personnel burden are based on conservative assumptions. Three of the more important underlying assumptions are: We assume that people in Rostov on Don will be interested in learning to dance and will give us a try. We assume that the area will continue to grow, as in the past, and at the projected rate of 5% per year. We assume that the Lendvorets will continue to be rented for events as in the past. General Assumptions 2010 2011 2012 Plan Month 1 2 3 Current Interest Rate 10.00% 10.00% 10.00% Long-term Interest Rate 10.00% 10.00% 10.00% Tax Rate 30.00% 30.00% 30.00% 8.2 Projected Profit and Loss Our projected profit and loss is shown on the following table, with sales increasing at a rate of 15% year over year. If we are able to meet our sales forecast, we will begin making a profit almost immediately. Traditionally in the dance business the slower months are in the mid-summer. However, the facility rental is higher in the Summer and should, therefore, supplement the slower teaching months. Profit and Loss 2010 2011 2012 Sales â‚ ¬150,995 â‚ ¬173,644 â‚ ¬199,691 Direct Cost of Sales â‚ ¬15,122 â‚ ¬17,390 â‚ ¬19,998 Other Production Expenses â‚ ¬0 â‚ ¬0 â‚ ¬0 Total Cost of Sales â‚ ¬15,122 â‚ ¬17,390 â‚ ¬19,998 Gross Margin â‚ ¬135873 â‚ ¬156254 â‚ ¬179,692 Gross Margin % 89.99% 89.99% 89.99% Expenses Payroll â‚ ¬49,075 â‚ ¬56,000 â‚ ¬62,000 Sales and Marketing and Other Expenses â‚ ¬22,550 â‚ ¬22,900 â‚ ¬26,250 Depreciation â‚ ¬1,770 â‚ ¬1,770 â‚ ¬1,770 Utilities â‚ ¬4,600 â‚ ¬5,000 â‚ ¬5,500 Telephone â‚ ¬1,200 â‚ ¬1,200 â‚ ¬1,200 Insurance â‚ ¬900 â‚ ¬900 â‚ ¬900 Rent â‚ ¬36,000 â‚ ¬36,000 â‚ ¬36,000 Payroll Taxes â‚ ¬4,907 â‚ ¬5,600 â‚ ¬6,200 Other â‚ ¬0 â‚ ¬0 â‚ ¬0 Total Operating Expenses â‚ ¬120,902 â‚ ¬129,370 â‚ ¬141,176 Profit Before Interest and Taxes â‚ ¬14,970 â‚ ¬26884 â‚ ¬38,516 EBITDA â‚ ¬16,740 â‚ ¬28654 â‚ ¬40,286 Interest Expense (â‚ ¬275) (â‚ ¬850) (â‚ ¬1,450) Taxes Incurred â‚ ¬4573 â‚ ¬8,320 â‚ ¬11990 Net Profit â‚ ¬10,672 â‚ ¬19,414 â‚ ¬27,976 Net Profit/Sales 7.07% 11.18% 14.01% 8.3 Projected Cash Flow Cash flow projections are critical to our success. The annual cash flow figures are included here. The business will generate more than enough cash flow to cover all of its expenses. Cash Flow 2010 2011 2012 Cash Received Cash from Operations Cash Sales â‚ ¬150,995 â‚ ¬173,644 â‚ ¬199,691 Subtotal Cash from Operations â‚ ¬150,995 â‚ ¬173,644 â‚ ¬199,691 Additional Cash Received Sales Tax, VAT, HST/GST Received â‚ ¬0 â‚ ¬0 â‚ ¬0 New Current Borrowing â‚ ¬0 â‚ ¬0 â‚ ¬0 New Other Liabilities (interest-free) â‚ ¬0 â‚ ¬0 â‚ ¬0 New Long-term Liabilities â‚ ¬0 â‚ ¬0 â‚ ¬0 Sales of Other Current Assets â‚ ¬0 â‚ ¬0 â‚ ¬0 Sales of Long-term Assets â‚ ¬0 â‚ ¬0 â‚ ¬0 New Investment Received â‚ ¬0 â‚ ¬0 â‚ ¬0 Subtotal Cash Received â‚ ¬150,995 â‚ ¬173,644 â‚ ¬199,691 Expenditures 2010 2011 2012 Expenditures from Operations Cash Spending â‚ ¬49,075 â‚ ¬56,000 â‚ ¬62,000 Bill Payments â‚ ¬81,830 â‚ ¬96,180 â‚ ¬107,000 Subtotal Spent on Operations â‚ ¬130,905 â‚ ¬152,152 â‚ ¬169,000 Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out â‚ ¬0 â‚ ¬0 â‚ ¬0 Principal Repayment of Current Borrowing â‚ ¬0 â‚ ¬0 â‚ ¬0 Other Liabilities Principal Repayment â‚ ¬0 â‚ ¬0 â‚ ¬0 Long-term Liabilities Principal Repayment â‚ ¬5,500 â‚ ¬6,000 â‚ ¬6,000 Purchase Other Current Assets â‚ ¬0 â‚ ¬0 â‚ ¬0 Purchase Long-term Assets â‚ ¬0 â‚ ¬0 â‚ ¬0 Dividends â‚ ¬0 â‚ ¬0 â‚ ¬0 Subtotal Cash Spent â‚ ¬136,405 â‚ ¬158,180 â‚ ¬175,000 Net Cash Flow â‚ ¬14,589 â‚ ¬15,464 â‚ ¬24,690 Cash Balance â‚ ¬19,964 â‚ ¬35,429 â‚ ¬60,119 8.4 Projected Balance Sheet The balance sheet in the following table shows managed but sufficient growth of net worth, and a sufficiently healthy financial position. Balance Sheet 2010 2011 2012 Assets Current Assets Cash â‚ ¬19,964 â‚ ¬35,429 â‚ ¬60,119 Other Current Assets â‚ ¬6,000 â‚ ¬6,000 â‚ ¬6,000 Total Current Assets â‚ ¬25,964 â‚ ¬41,429 â‚ ¬66,119 Long-term Assets Long-term Assets â‚ ¬8,850 â‚ ¬8,850 â‚ ¬8,850 Accumulated Depreciation â‚ ¬1,770 â‚ ¬3,540 â‚ ¬5,310 Total Long-term Assets â‚ ¬7,080 â‚ ¬5,310 â‚ ¬3,540 Total Assets â‚ ¬33,044 â‚ ¬46,739 â‚ ¬69,659 Liabilities and Capital 2010 2011 2012 Current Liabilities Accounts Payable â‚ ¬7,648 â‚ ¬7,928 â‚ ¬8,872 Current Borrowing â‚ ¬0 â‚ ¬0 â‚ ¬0 Other Current Liabilities â‚ ¬0 â‚ ¬0 â‚ ¬0 Subtotal Current Liabilities â‚ ¬7,648 â‚ ¬7,928 â‚ ¬8,872 Long-term Liabilities (â‚ ¬5,500) (11,500) (â‚ ¬17,500) Total Liabilities (â‚ ¬2,148) (â‚ ¬3,572) (â‚ ¬8,628) Paid-in Capital â‚ ¬25,000 â‚ ¬25,000 â‚ ¬25,000 Retained Earnings (â‚ ¬4,775) (â‚ ¬5,897) (â‚ ¬25,311) Earnings â‚ ¬10,672 â‚ ¬19,414 â‚ ¬27,976 Total Capital â‚ ¬30,897 â‚ ¬50,311 â‚ ¬78,287 Total Liabilities and Capital â‚ ¬33,044 â‚ ¬46,739 â‚ ¬69,659 Net Worth â‚ ¬30,897 â‚ ¬50,311 â‚ ¬78,287 Conclusions El Ritmo Dance studio will create a place where people can learn to dance, meet new people, have fun, improve, create and feel comfortable. We offer a varied dance programs with price options for all levels of interest, with greater emphasis on group classes and small package sessions to reach dance skill objectives. Our instructors have access to continual training on different social dance congresses. This provides our students with up-to-date steps and technique and access to the latest dance trends. Everyone who has the ability to walk can learn to dance. Research Papers on Business Plan for Dance StudioHip-Hop is ArtAnalysis of Ebay Expanding into AsiaOpen Architechture a white paperThe Spring and AutumnMarketing of Lifeboy Soap A Unilever ProductThe Project Managment Office SystemTwilight of the UAWRiordan Manufacturing Production PlanDefinition of Export QuotasIncorporating Risk and Uncertainty Factor in Capital

Proposal for the Renfrey Memorial Hospital Board of Directors Essay

Proposal for the Renfrey Memorial Hospital Board of Directors - Essay Example Quality of service is impacted because the nurse response time to patients increases. The patients also feel that they are not being cared for appropriately. With reduced nursing staff, the workload of the physicians increases further. The hospital’s capacity is impacted because with reduced nursing staff, there is delay is discharge of patients leading to reduction in number of beds available. Many patient care programs also need to be closed down (Buerhaus et.al, 2007). Hospital’s response to nursing staff shortages Most of the hospitals have been implementing two types of solutions for nursing staff shortages – long term and short term solutions. Short-term solutions include increasing their salaries, increasing the bonuses of the nursing staff or filling the vacant positions with temporary staff (May, Bazzoli and Gerland, 2006). Long-term strategies of hospitals include creating favorable working environment and providing opportunities for them to enhance the ir skills (May, Bazzoli and Gerland, 2006). We will discuss both these strategies used by hospitals in greater detail in the ensuing sections. Short-term strategies These include using temporary staffing which involves recruiting nurses on a per day basis on short contracts. These also include using nurses on the move to cover a particular shift (May, Bazzoli and Gerland, 2006). The major problem with these types of recruiting solutions is that they turn out to be very expensive. It also encourages the normal staff to take up more assignments of this type rather than for the permanent job as the former pays better. Another problem with this kind of recruitment practice is the lack of staff quality. This kind of temporary staff cannot be relied for good service quality. Using â€Å"Internal staffing† or â€Å"float pool† is another way of fulfilling temporary staffing needs (May, Bazzoli and Gerland, 2006). Internal staffing solutions are less expensive than staffing th rough external agencies despite the fact that some premium needs to be paid even for recruitment through internal channels. However, this premium is far less than what needs to be paid to external agencies for recruitment. Spartanburg Regional Medical Centre in South Carolina has utilized internal staffing channel very effectively (May, Bazzoli and Gerland, 2006). They allow the internal nursing staff who wish to apply for vacant shifts (to increase their earnings) to apply online at bid rates that are set below the external agency rates but at a premium to the general rates prevailing within the hospital. This helps them to utilize staff that is willing to work extra without compromising on quality as they are all trained and tested employees. At the same time the hospital does not have to force the employees to work extra and then deal with repercussions of overstressed staff. Technology is used very effectively to create an online internet based platform where the employees can a pply and get immediate response. Another short term strategy for fulfilling temporary staffing is by providing higher salaries. This is done not only for the new workforce but also for all previous employees by providing competent increment at all current levels. This has a retaining impact in the short run as external employers may not immediately adjust their

Dyslexia In Early Years Essay Example | Topics and Well Written Essays - 1250 words

Dyslexia In Early Years - Essay Example This is a problem that is identifiable through observing some characteristics, such as inability to distinguish right from left. According to Robb & Piazza (2004) some simple but critical knowledge such as understanding right and left, bottom and up, high and low as well as maintaining a particular position assigned to the child in a game need to be clearly understood by the age of five years. When such problems are observed beyond this age, it is likely that the child is dyslexic. The problem is also evident among children who are unable to spell words correctly by interchanging letters, such as ‘f’ and ‘v’, ‘p’ and ‘b’, ‘b’ and ‘v’, ‘c’ and ‘s’, ‘a’ and ‘u’ among other letters that have some likeness.  This is a problem that is identifiable through observing some characteristics, such as inability to distinguish right from left. According to Robb & Pia zza (2004) some simple but critical knowledge such as understanding right and left, bottom and up, high and low as well as maintaining a particular position assigned to the child in a game need to be clearly understood by the age of five years. When such problems are observed beyond this age, it is likely that the child is dyslexic. The problem is also evident among children who are unable to spell words correctly by interchanging letters, such as ‘f’ and ‘v’, ‘p’ and ‘b’, ‘b’ and ‘v’, ‘c’ and ‘s’, ‘a’ and ‘u’ among other letters that have some likeness.   Dyslexic children usually have problems recognizing the sequence of activities, numbers and series. For example, it may be difficult to follow A-Z or 1-100. Even the sequence of letters in words may be a problem to such children, which is presents a major learning difficulty especially due to failure in spelling words correctly. For example, they may make mistakes while spelling words such as ‘lead’ for ‘deal’, and ‘name’ for ‘mane’, ‘left’ for ‘felt’, ‘except’ for ‘expect’ among other words with the same sound. Another problem may be misplacement of syllables. ‘Animal’ may be spelt as ‘aminal’, and ‘activity’ as ‘actitivy’. It is also difficult for such children to recognize the backward sequence such as Y, X, W, V, U e. t. c in the alphabetical order. The child unwillingly fails to pay attention to instructions.

Research continued Essay Example | Topics and Well Written Essays - 1250 words

Research continued - Essay Example It is imperative to note that when nurses take too long in one patient’s room, they lag behind in their work, yet they are charged with the responsibility of providing surveillance to prevent errors and ensure quality care. Patient safety is enhanced when effective hourly rounding is implemented (Deitrick, Baker, Paxton, Flores, & Swavely, 2012). Therefore, an appropriate outcome measure ought to be developed, which evaluates the extent to which the project objective is achieved. An outcome that is used to evaluate achievement of the project’s objectives involves patients and nurses. The nurses are required to provide health care to the patients in their wards or rooms, through hourly rounds. During these hourly rounds, nurses are supposed patient needs are expected to offer proactive care, addressing patient needs before patients ask for assistance. This can reduce patient falls and increase patient satisfaction. On the other hand, nurse satisfaction can be enhanced. Therefore, the outcome measure addresses patient satisfaction, nurse satisfaction and barriers, which nurses face, as they seek to achieve the objectives of the solution. The outcome measure register/log consists of five major rows and nine minor rows. In the major rows, outcomes such as patient falls, call lights, response to call lights, patient satisfaction and nurse satisfaction, as well as barriers to achieving hourly rounds’ objective are assessed. Response to call lights, patient satisfaction and nurse satisfaction outcomes are categorised into subdivisions of highly efficient to inefficient and high to low (See Appendix). In each column, each column represents a day, and the last column is meant for overall remarks. The nurses are supposed to fill all the sections of the outcome measure except the patient satisfaction part, which should be filled by patients. A weekly meeting,

Business and Marketing Analysis Techniques

Business and Marketing Analysis Techniques Business strategy involves seeking a position within an environment or industry that generates a sustainable competitive advantage (implying that a diversified company should have as many business strategies as it has businesses) Analysing Macro Environmental Factors: There are many factors that will effect the strategies and decisions of managers of any organisation. Tax changes, new laws, trade barriers, demographic change, etc are some of the examples. To help analyse these factors, we can categorise these micro environmental factors using PESTEL model. PESTEL abbreviates Political, economical, social, technological, environmental and legal factors. Political Factors: These refer to government policy such as the degree of intervention in the economy. What goods and services does a government want to provide? To what extent does it believe in subsidising firms? What are its priorities in terms of business support? Etc Economical Factors: These include interest rates, taxation changes, economic growth, inflation and exchange rates etc. Social Factors: Changes in social trends can impact on the demand for a firms products and the availability and willingness of individuals to work. For example, in UK, the population has been ageing. This has increased the costs for firms who are committed to pension payments for their employees because their staff are living longer. Technological factors: Technology is growing very fast nowadays. New and fast machineries are introduced every now and then. New technologies create new products and new processes. Technology can reduce costs, improve quality and lead to innovation. These developments can benefit consumers as well as the organisations providing the products. Environmental factors:Â  Environmental factors include weather and climate change in macro factors. Change in climate, temperature can impact on many industries. These can benefit one industry and can make other industry down at the same time. For example in hot sunny days, people love to go out and visit beaches instead of going to restaurants and places like them. With major climate changes occurring due to global warming and with greater environmental awareness this external factor is becoming a significant issue for firms to consider. Legal Factors: These are related to the legal environment in which firms operate. The introduction of age discrimination and disability discrimination legislation, an increase in the minimum wage and greater requirements for firms to recycle are examples of relatively recent laws that affect an organisations actions. LIFE CYCLE ANALYSIS: Generally, the model assumes that industry growth follows an S shaped curve. The flat introductory phase reflects the problems of establishing the new product. Once proven, growth becomes explosive until market saturation is reached. Sales now are limited by the rate of replacement sales and the rate of growth of the population in the market. Eventually the industry will come under pressure from newer technologies and substitute products with superior price performance. There are four stages in this model. i.e. introduction stage, growth stage, maturity stage and decline stage. In introduction stage, Pioneering firms often after considerable investment and repeated failures, introduce products based on a new technology. Costs tend to be high, and quality tends to be low because of lack of economies of scale or manufacturing experience and the product itself will be very basic. In growth stage, a dominant technology begins to emerge, and competitors standardise around it. There is likelihood of capacity shortages although costs and prices fall as standardisation and the adoption of large scale manufacturing makes possible economies of scale. At maturity stage, Overcapacity begins to emerge in the industry, products differentiation declines as technological know-how becomes widely shared, and price competition intensifies. Consolidation occurs within the industry as weaker firms are acquired by stronger ones. Sales to less developed markets, and the t ransfer of production to lower labour cost economies accelerates. In decline stage, The industry comes under pressure from new technologies offering superior performance, although this may be reduced by factors such as high price and switching costs associated with the new technology. Price wars erupt as the surviving firms fight for market share in a declining market, and exits from the industry, as well as consolidation within the industry, becomes more likely. Analysing Micro Environmental Factors: The micro environment consists of stakeholders who are directly or indirectly linked with any business. For example customers, consumers, suppliers, shareholders etc. Suppliers: Suppliers are major pillars or any business as they provide all the materials essential for any business. Big deal with suppliers is that can they provide high quality products at low price. Can they do this reliably? Have they got the flexibility to respond to a firms demands? What is the bargaining power of these suppliers? How dependent is the firm on them? Does their approach to their staff and resources fit with your ethics? Firms must decide on issues such as who to use to supply them, on the responsibility it takes for these suppliers and on the terms and conditions it adopts. Some firms take quite an aggressive attitude towards their suppliers by trying to push down the prices and delay payments. Others view the relationship more as a partnership in which they are working together with suppliers and that by helping each other both can benefit. The importance of suppliers can be seen if things go wrong. Distributors: Distributors job is to deliver your product to market place where it can be sell easily. Imagine you sell shampoo what you need to sell this is to get it on the shelves in the leading chemists and supermarkets but this means moving someone elses products off the shelves! So the challenge is to get stores to stock your products; this may be achieved by good negotiating skills and offering appropriate incentives. The distributors used will determine the final price of the product and how it is presented to the end customer. When selling via retailers, for example, the retailer has control over where the products are displayed, how they are priced and how much they are promoted in-store. Customers: Customers are key to sales. Managers must keep the needs of customers in their mind and try to anticipate how these will develop so that they can meet these requirements effectively now and in the future. To help understand their customers firms are increasingly trying to gather information on them through mechanisms such as loyalty cards. By gathering data on shopping patterns and matching this to data on the individual shoppers firms can build up detailed pictures of their buyers and then offer them appropriate deals. Competition: The success and behaviour of any business will depend on the degree of competition in its market. In some markets one firm is dominant. This is called a monopoly. If you are in a monopoly position this may allow you to exploit the consumer with relatively high prices (assuming your position is protected in some way) and you may be able to offer an inferior service if customers have no other choices. In other markets a few firms dominate; this type of market structure is called an oligopoly. In oligopolistic markets there is a high degree of interdependence and so firms will think carefully how their rivals might react to any actions they take. Key Stakeholders, Their Needs Expectations: Key stakeholders of a business are: Employees Customers, suppliers and contractors Shareholders Investors Communities Government Employees: are the major stakeholders of a business as they are strongly linked with the business. They want to work in a place where they can meet their personal needs and wants. Leaders who create job assignments, work environments, and visions help employees be both competent and committed to their work. Customers: want leaders to build compelling products and services so that they can trust and when they do, customers will give share of wallet. Customers are key to sales. Especially in fast food industries like Burger King, we ( employees ) have been instructed to focus on quality service and food. Customers should be satisfied at any cost because without them, business is nothing. Suppliers and contractors want their loyal concern with payment of goods and profit respectively. Shareholders and Investors: are those who bought companys share and are part of ownership in the company. They are concern with maximum outcome in terms of cash from profit. Investors are those who invest their money into the business as capital to earn their share from the profit. Investors want leaders to keep their promises, develop a compelling growth strategy, align core competencies to the strategy and then to ensure that people are committed to delivering on these premises. Communities and Government: Communities want leaders to build organizations that are socially responsible, through how they treat the environment and how they serve the larger community. Government are linked with business as to start a business, licence is required and government issue licence. And from the profit gained by a company, a percentage of profit goes to government in terms of tax which is used to build infrastructures etc. C) SUMMARY: The Burger King Corporation (BKC) was founded in 1954 in Miami by James Mc Lamore and David Edgerton. Following this, the famous Whopper sandwich was introduced in 1957 and it quickly became one of the best-known sandwiches in the world. Today, with the corporations brand promise: Have it your way, there are 221,184 possible ways to order a Whopper sandwich around the world. Burger King now operates more than 11,300 restaurants in approximately 70 countries. Food is necessary for humans to survive, but the wastes, chemical by-products, and inefficiencies in its production can have an immense impact on the environment. People demand perfect inexpensive year round food, which increases the use of pesticides, herbicides, and preservatives depleting the precious ozone, contributing to global warming, and polluting our lakes and streams. To help protecting all the dangerous fumes and chemicals, Burger King is doing its best. To help prevent contamination and other dangerous things, there are separate containers for different things. Strategy is affected by major changes taking place in the environment and for those changes, strategy has to be change accordingly in order to stay in business stream. Some change in micro environmental factors will affect strategy in different ways. If business is losing customers then many strategies can be applied depending on the level of business loss. Prices of product can be decreased, or distribution of vouchers etc. One of Burger Kings most important tasks is to ensure that the business is continually meeting its customers needs. In order to achieve this, the organisation has a research and development team dedicated to product improvement. Its mono is HAVE IT YOUR WAY. It means that customers can have their food the way they want, with or without, more or less of anything in their food. THREE TOOLS TO ANALYSE, SUMMARISE AND EVALUATE EFFECTS OF CURRENT BUSINESS PLAN POSITION OF THE ORGANISATION IN CURRENT MARKET COMPETITIVE STRENGTHS AND WEAKNESSES OF ORGANISATION PORTERS FIVE FORCES ANALYSIS The competitive structure of a company can be analysed by Porters five forces analysis. It analyse the attractiveness of a company within the market. Porters five forces model is: Likelihood of new entry: it means that the extents to which barriers to entry exist. The likelihood of entering a market would be lower if: The entry cost are high There are major advantages for those firms which are already operating in market because of experience Government policies prevent entry or makes it more difficult Existing brands have high level of loyalty Power of buyers: The stronger the power of buyers in an industry the more likely it is that they will be able to force down prices and reduce the profits of firms that provide the product. Buyer power will be higher if There are few or many buyer of the product The buyers can easily switch to other products provided high quality in low price Power of suppliers: The stronger the power of suppliers in an industry the more difficult it is for firms within that sector to make a profit because suppliers can determine the terms and conditions on which business is conducted. Suppliers will be more powerful if they are less in number and the supplier can threaten to buy the firm so it is a stronger negotiation position. Degree of rivalry: This measures the degree of competition between existing firms. The higher the degree of rivalry the more difficult it is for existing firms to generate high profits. Rivalry will be higher if there are large numbers of similar sized firm, the costs of leaving the industry are high, and there is little brand loyalty so customer are likely to switch easily between products. Substitute threat: This measures the ease with which buyers can switch to another product that does the same thing e.g. aluminium cans rather than glass or plastic bottles. The ease of switching depends on what costs would be involved. Using Porters model, firms can generate high profit if the industry is: Difficult to enter There is limited rivalry Buyers are relatively weak Suppliers are relatively weak There are few substitutes BOSTON MATRIX: The Boston Matrix model is a tool for assessing existing and development products in terms of their market potential, and thereby implying strategic action for products and services in each category. Cash Cow: The rather crude metaphor is based on the idea of milking the returns from previous investments which established good distribution and market share for the product. Products in this quadrant need maintenance and protection activity, together with good cost management, not growth effort, because there is little or no additional growth available. Dog: this is that product or service of a company which has low presence in market. There is no point of developing goods and services in this quadrant. Most of the companies discontinue their product which they think fall under this quadrant. Businesses that have been starved or denied development find themselves with a high or entire proportion of their products or services in this quadrant, which is obviously not very funny at all, except to the competitors. Problem Child: These are products which have a big and growing market potential, but existing low market share, normally because they are new products, or the application has not been spotted and acted upon yet. New business development and project management principle are required here to ensure that these products potential can be realised and disasters avoided. This is likely to be an area of business that is quite competitive, where the pioneers take the risks in the hope of securing good early distribution arrangements, image, reputation and market share. Rising Star: star products, are those which have good market share in a strong and growing market. As a product moves into this category it is commonly known as a rising star. When a market is strong and still growing, competition is not yet fully established. Demand is strong; saturation or over-supply do not exists, and so pricing is relatively unhindered. SWOT ANALYSIS: To determine what a companys strategy should be, the managers must consider the internal strength and weaknesses of their company and compare them with external opportunities and threat. This process is known as SWOT analysis. Strengths: are internal factors which a firm may build on to develop a strategy. They may include: Marketing strengths Financial strengths Operation strengths HRM strengths Weaknesses: are internal factors which a firm may need to protect itself such as: Marketing weaknesses such as limited distribution Financial weaknesses such as high levels of borrowing and low rates of return Operational weaknesses such as old or poor quality equipments HRM weaknesses such as high rate of labour turn over and industrial disputes TASK 2 STRATEGY EVALUATION To achieve an objective, managers must develop a suitable strategy. A strategy is a long term plan setting out how an objective will be reached. For example, if the objective is to reduce costs, the strategy could involve relocating or reducing the labour force. If the objective is to boost revenue, the strategy may be to launch new products or to invest in a big promotional campaign. A strategy may be developed by using a firms strengths to exploit the opportunities that exist. For example, a strong brand name may be used to extend a firms products into new markets. It may also use these strengths to protect itself against threats; for example, a retailer may use its finance to acquire key locations to prevent a competitor buying them. Strategies can be evaluated by many ways. One of the way is by using Porters Five Forces model. In this model there are five different sources which are strongly connected with the business and they must be kept in mind while making strategies. While making strategy for a business includes keeping those things in mind which will ruin the business. For example in case of a retail business, if a new retail business entered in, then strategy in this will be change accordingly in this case. Secondly if buyers power is strong in retail business, then it could be a negative or a positive impact on business. If they are strong then they can force down the prices of the product which will lower the profit, so in this case strategy will be evaluated very carefully as every step can change the course of business. Suppliers are the major part of any business so keeping them in mind is a necessary part in strategy evaluation. A firm may also want to protect itself against its weaknesses. For example, it may try to find alternative suppliers to reduce an over-reliance on a particular one; it may invest in a rebranding exercise to reposition itself. Fourth part is degree of rivalry. This measures the degree of competition between existing fir ms. The higher the degree of rivalry the more difficult it is for existing firms to generate high profits. Fifth and last part is threat of substitute. This measures the ease with which buyers can switch to another product that does the same thing. Keeping following things in mind will help effecting business in loss. If the second industry is easy to enter in market, if there is a high degree of rivalry between firms within industry, buyers are strong, suppliers are strong etc. The implication of Porters analysis for managers is that they should examine these five factors before choosing an industry to move into. They should also consider ways of changing the five factors to make them more favourable. TASK 3 IMPLEMENTATION Evaluating strategies is a difficult task but implementing them in a regular and smooth manner is more complicated. The importance of strategy should not be underestimated. Changing the price of an item, changing the distribution strategy and investing in new equipment are all important decisions but if you are fighting in the wrong market with the wrong products then the details are almost irrelevant. The strategy sets out where and how the battles will be fought and a good strategy is essential to business success. This involves an understanding not only of what happens within the firm but also the ability to forecast changes in the external environment and their significance successfully. This implementation is in fact a landmark where various organizations tend to falter. The extensive research and resources used up for the drafting of strategic plans often make organizations believe that whatever they have understood and devised is the optimum and therefore requires no second thoughts. However, what has been ignored is the fact that plans can be tested only if they meet actual usage. Only planning or theoretical application cannot be guarantee complete success. Actual implementation yields the true picture. A business plan is the textual version of a strategy, as it includes pertinent information regarding the company, including: vision and mission statements, measurable objectives supporting the vision, actionable tactics meeting the objective, resources, milestones and timeframes, accountability and role designations, as well as internal and external risks. The business strategy is not evergreen and should be evaluated routinely to ensure the company still has the competitive edge. A business plan includes the primary and secondary objectives of your organization, an analysis of current policies and procedures, and the development of new policies or procedures to correct weaknesses within the organization. Strategy is firstly introduced to lower managers and supervisors so they can act on it and tell to lower staff in order to work on it. If launching a new product or reducing the price of another product because of substitute available in market, all the staff must be aware of that, after that the new promotion or product or discounted product will be advertise in an attractive way in Television, radio and by distributing leaflets to let people aware of it. Focussing on excellent customer service will definitely help improve the business because the service given to customer will bring him back again. Quality assurance of the product will increase the demand of product and will increase revenue. Introducing new and latest technology in the company will save a lot of time and give result much faster and effective. Giving training to all new and old staff about new technology, new products, and everything related to business and plan will help staff delivering a better quality service required. For implementation of plan, money is the major and important resource required. So in order to get money there are many ways, selling shares of the company, retained profit, profit in terms of capital can be reinvested and by taking loans from banks etc. After implementing the plan, wait for the result and do surveys. Drop or put small questionnaire that will help letting you know how good is the strategy going. Taking customers feedback and evaluate the strategy. If it is going the way we wanted, then there is no need to change and if its not, then re evaluate and check where there is a mistake and sort it out.

The History of KKK Essay -- Ku Klux Klan American History Papers

The History of KKK Ku Klux Klan is a designation mainly given to two distinct secret societies that played a part in American history, although other less important groups have also used the name. The first Ku Klux Klan was an organization that thrived in the South during the Reconstruction period following the Civil War. The second was a nationwide organization that flourished after World War I. The original Klan - Six college students founded the Ku Klux Klan between December 1865 and the summer of 1866 in the town of Pulaski, Tennessee. Former Confederate officers, the six young men organized as a social club or fraternity and spent their time in horseplay of various types, including wearing disguises and galloping about town after dark. They were surprised to learn that their nightly appearances were causing fear, particularly among former slaves in the area. They quickly took advantage of this effect and the group began a rapid expansion. Various factions formed in different towns, which led to a meeting in April 1867 to codify rules and organizational structure. At this meeting, former Confederate General Nathan Bedford Forrest was elected Grand Wizard, or supreme leader, of all the Klan. The organization was divided into a number of realms, dominions, provinces and dens, which were in turn led by Grand Dragons, Titans, Giants and Cyclopes. Nathan Bedford Forrest The policies of Reconstruction (aiming to extend the rights of Southern blacks) had the unintended effect of pushing hundreds of resentful and anxious veterans into the Klan, which soon began instituting a systematic policy of violence in opposition... ...tion of everyone but themselves but they have put a lot towards making todays world a racist place. They have mentally disturbed peoples lives and terrorized villages by burning down their churches. Although the modern Ku Klux Klan, or KKK, is not the same group that terrorized African - Americans in the late 1800s and early 1900s, they still have the same basic goals and ideas. There are many local and regional KKK groups such as the Oregon Knights of the Ku Klux Klan and the New Order Knights of the Ku Klux Klan. The Knights of the Ku Klux Klan is the national and largest organization, but the only one seeking a political agenda. They are the group that claims they are keeping alive the spirit and ideas of the original Klansmen but there are only a few thousand left as we think but it’s a very secret society.

Bmw’s Dream Factory and Culture Essay

The culture at BMW is an entrepreneurial culture which emphasizes creativity, risk taking and the bottom-up system of freewheeling ideas. The top-down management style is popular in Germany but not at the BMW. As soon as associates start working at the BMW, they will have the sense of the place, history and the mission of the company. BMW creates a working environment that promotes easier communications between leaders and employees. Every employee can contribute his or her ideas and creations via either formal or informal ways. For example, an employee sees his or her supervisor by chance on the way to lunch, he/she can tell this person of the idea which has just happened in his/her mind. More importantly, their voices and their ideas are heard, welcomed and brought into discussions and consideration. As a result, a car from BMW is often a production of thousands of impromptu brainstorming sessions. Furthermore, BMW cares for the benefits of its employees. It includes all employees in profit sharing. It has a plan that distributes as much as one and a half months’ extra pay at the end of the year to employees. The company also provides a high level of job security for its employees. Lastly, BMW also focuses on high-quality but practical products which meet the demand of consumers and are highly competitive with other auto producers. The company’s near-failure from producing impractical and expensive cars during the postwar time in 1959 was a big lesson for them. This near-failure is always retold and mentioned in all new orientations for the new associates. It helps to remind all employees at BMW of a lesson learned for the company in developing its plans in the future and ensuring that kind of mistake should never happen again. 2. Discuss the model of leadership illustrated at BMW. The model of leadership illustrated at BMW is the consideration model of leadership. The leaders at BMW have close relationships with subordinates that are based on mutual trust, two-way and open communications, and respect for employees’ ideas. The managers at BMW must stay humble and work closely with subordinates and their peers. The Leipzig factory, which looks like an art museum, is a very creative working environment that can make the communications between managers and employees easier. Managers at BMW are the ones who know to make the right questions to ask their subordinates, not the ones who have all the right answers. They also emphasize the satisfaction of their employees’ needs and provide as many benefits to their employees as possible. They are approachable and always willing to listen to their employees. They think if the employees are well motivated, better cars will be produced. . Discuss how the leadership model contributes to the culture. The leadership model at BMW shortens the distance between leaders and subordinates. The relationships between them are built on mutual trust. Employees can feel free to raise their innovative ideas to their managers anytime and anywhere. When the employees see that their voice is heard, they are more encouraged to talk. Moreover, the company cares for the employees’ benefits. In return, the employees are very flexible to contribute their best for the company. The employees do not mind working temporarily for months in another work location which requires them to be far away from their family. They are willing to work for extra hours without being concerned about overtime. In summary, the leadership model at BMW has made it such a culture that is quite distinct from other German companies. 4. Discuss why employees derive high job satisfaction at BMW. The employees of BMW derive high job satisfaction because their benefits are well cared of, their voice is heard and their hard work is highly appreciated. Also, their job security at BMW is high. Any employees, regardless of what grade they are, can contribute their ideas and their innovations to the company’s managers easily. There are no complicated, formal processes or procedures required to send their ideas to their management teams. Furthermore, when the company gets more profits, the employees will also be more benefited. Good working environment is developed and paid attention to. In conclusion, BMW’s employees are highly motivated so they are satisfied and willing to contribute more to the development of the company.

Redox Titration Lab Report Essays

Redox Titration Lab Report Essays Redox Titration Lab Report Paper Redox Titration Lab Report Paper Cry H2O This equation can be used to convert moles of the dichloride ion to moles of the unknown iron to determine the percent of iron contained in the sample, To prepare the acid mixture add 125 ml of both concentrated phosphoric acid ND sulfuric acid to 500 ml of denizens water and mix well. To prepare the potassium dichloride solution dissolve about I . 25 g of potassium dichloride in denizens avatar and dilute to 250 ml. To standardize the potassium dichloride weigh out about 0. G of ferrous ammonium sulfate, hexameter into a 250 ml flask and dissolve in 50 ml Of denizens water and mix for two minutes. Then add 50 ml of the acid mixture previously made and add three to four drops Of p;Diophantine sultanate indicator to the solution. Then titrate with the potassium dichloride until a hanged in color from green to purple occurs. Repeat these steps for three more trials. To titrate the unknown sample of Fee weigh out about 0. G of the unknown into a 250 ml flask and dissolve the sam ple in SO ml of denizens water and mix for two minutes, As before ass 50 ml of the previously made acid mixture and three to four drops of p-Diophantine sultanate and titrate with the potassium dichloride. Then use this information to calculate the percent iron in the unknown sample. The only obvious observations that could be made in the experiment was the lour change of the solution from green to purple due to the indicator p- Diophantine sultanate and also titrating the solution with potassium dichloride. Data Analysis Trial Trial 2 Trials Trial 4 Wet. , g 0. 5025 g 0. Edge 0. Gag 0. 5013 g Volvo. Cracker , ml 13. 72 ml 14. 22 ml 13. 83 ml 13. 69 ml Wet. Unknown,g 0. Gag 0. Gag 0. Gag 0. Gag Volvo. Cracker , ml 3. 07 ml 10. Ml 9. 53 ml %lord in sample 10. 29% 11. 55% 10. 85% 11. 11% Trial 1 Trial 2 Trial 3 Trial 4 Mean SST RSI 10. 29% 11. 55% Fee 10. 85% 10. 95% Fee 05% Fee Calculations [Cracker] = 0. 17 M ml Cracker * M [pick] Spooled spooled = 9. 20 attach = [pit] = 1. 197 @ 1. 0 table attach The tuft methods are statistically comparable Focal = [pick Focal 676 Beatable = 9. 28 Focal > Beatable The variances of the two methods are statistically different The average percent of iron present in the unknown sample was 10. 95% Fee with a standard deviation of 5% Fee. When statistically compared to an alternative method of determining percent iron in the same unknown sample using Beers Law the two methods were found to be statistically the same to the 90% inference interval but the re sults of the 5test was the variances are statistically different. It seems as though the redo titration is a more accurate and reliable method for determining the percent of iron in an unknown sample. It seemed as though analyzing the sample would be more accurate using the spectrophotometer but upon experimentation and statistical comparisons of the two methods it is clear the redo titration would be a better choice for better and more accurate data. Reference Buffalo State university. Http://staff. Buffaloes. Du/Nazarene/cell 12/chromate . HTML (accessed Cot 21, 201 1)

Free Society Essay Example

Free Society Essay Example Free Society Essay Free Society Essay People have many different definitions for the term free society. Some may consider their society as free when that society deems them rights and free will, as the Bill of Rights establishes, while others consider a free society to be one that does not discriminate against those noted as unpopular by their peers. In order to feel safe, one must have his or her respective natural rights; however, in order for a society to truly be considered â€Å"free,† it cannot establish social labels such as unpopular and popular. In my definition, a free society would have a definite absence of social labels, and happiness and safety could be established for everyone. A free society should not pride itself on the safety of the unpopular, but rather upon its lack of those considered unpopular. We cannot create an elitist society in which all people are considered popular; however, a society should not tag people as popular or unpopular. When applied, social labels create a separated society, and cliques form. Recently, a homosexual student at Rutgers University committed suicide because his â€Å"more popular† classmate posted a video on the Internet of him having sexual encounters with another student, which resulted in profuse bullying. This lead to his decision to ultimately end his life in order to escape the results of his unpopular lifestyle choices. With the creation of social labels comes risks that appear more prominent for those who do not â€Å"hang out with the right crowd. In societies with social labels, people not only get labeled as popular and unpopular, but in many cases, more realistically as predator and victim. A society without social labels would successfully avoid social discrimination and abuse between social classes. Social labels cannot be a component of a free society because they prevent universal safety. The terms popular and unpopular place people in usually fixed social classes. P! nk, a famous pop artist, underlines the importance of social accepta nce in her songs, â€Å"Raise Your Glass† and â€Å"Perfect. â€Å"Raise Your Glass† highlights the importance of universal and self-acceptance, while the â€Å"Perfect† music video shows the effects of external pressures the lack of self-acceptance. In the â€Å"Perfect† music video, a young woman succumbs to the pressures of being popular and fitting the popular image. In her case, the effects included self-mutilation, loss of self-confidence and self-respect, and social displacement and withdrawal. Contrary to the â€Å"Perfect† music video is P! nk’s â€Å"Raise Your Glass† video, which celebrates all lifestyle choices and ortrays a society that completely accepts everyone and does not discriminate or impose judgments. When juxtaposed with â€Å"Raise Your Glass,† â€Å"Perfect† reveals the true benefits that result from a lack of social labels compared to the agony that can result from their application. When a soc iety labels others socially, those being labeled may not be able to fully accept themselves. P! nk shows the brutal effects of the pressures caused by social labels and that accepting everyone, regardless of social status, leads to ultimate happiness. : A free society cannot allow for the creation or use of social labels and placement in social classes. The implementation of social labels has imposed negative outcomes that have devastated not only individuals, but the families of those individuals as well. Universal safety can only be established through the ban of social labels, and therefore a ban of social discontent. A free society is defined by its lack of social labels and, therefore, universal safety.

Crimes and Punishments in Saudi Arabia Essay Example | Topics and Well Written Essays - 1500 words

Crimes and Punishments in Saudi Arabia - Essay Example To the Muslim world, Koran is cleanly a charter of the nation and recommends principles for legitimate verdict. Decision making and law making authority are practiced by the king and the council of ministers. Nonetheless, their ruling is determined by the Shari'a edict. All the other regulations are dependable to the king. In Saudi Arabia, the statutes of edict subscribe to stringent Islamic ideals. Islam as a terminology stands for "submission to God's self-control. The most towering Islamic theory is Shari'a otherwise known as a pathway; the totality of continuation as ordained by God. Every person pledging allegiance to the Islamic faith ought to carry themselves out by observing mores as established by Mohammed, who was conceived as God's prophet. Mohammed lived from 570 - 632 A.D. To most scholars, especially those from the west it's quite intricate for them to comprehend the Muslim surrender to the decrees as exemplified by Koran in their very undertaking. The edict of the land in Saudi Arabia is simply the Koran in connection to mores established by Mohammed. Shari'a is manifested in four major sources. This is documented in thousand religious verses exposed by God via Mohammed the prophet; however, from impeccable sources Sunna which represents the culture of the prophet addressed has not been documented in the Koran. Ijma known as the perceptions of the ulema as well as religious scholars and Qiyas have been channels through which jurists agree upon new authorized ideology. Saudi King is not indispensable from the decrees constructed by the Shari'a. The Saudi court is intricate, although when a verdict is requested, it is envisaged by the courtyard of petitions. The court normally has 3 members, an increase that leads to 5 members' alarms for the imposition of death or disfigurement. The ultimate authority comes from the king, who doles out as a final court of appeal and also as a source of pardon. Felonies are categorized into 3 subcategories: Hudud, Tazir and Qisas. Crimes that are prohibited by the most high god include; Hudud. Reprimanding such felonies is subject to biblical verses from the Koran. Felonies connected to Tazir are offered an appropriate clout to mete out the judgment, whereas felonies involving Qisas grant a culprit the right for retaliation. Hudud Felonies Crimes associated to Hudud include robbery, alcoholism, slander of Islam, fornication, deceitfulness. Fines, incarceration and limb cut off have been a recompense for persons found stilling. Individuals found culpable of consumption, advertising as well as retailing alcohol and inhaling of drugs, are punished by a sentence of eighty strokes of the cane. Tazir felon Felonies of Tazir are analogous to transgression felonies in America. No stipulated, but each persons is judged on a personal level with response to the severity of the crime and the remorse exhibited by the hoodlum. Qisas felony If someone is found culpable of felonies against a culprit or his folks, the hard done by family have the say-so to retaliate. The verdict is decided in clandestine by the family and the authentic chastisement is carried out in hush-hush. In the event where man slaughter has taken place, the aggrieved has the say so to execute the victim analogous to the same approach their loved one was murdered or in any system they prefer. In the event where

Biotechnology case study Research Paper Example | Topics and Well Written Essays - 1000 words

Biotechnology case study - Research Paper Example I have to consider several aspects of a product before authorizing the company’s staff to start its producing or manufacturing. As a company, which is known for its environmental friendliness, the company has to embrace new technology that will ensure that all products that the company produces are environment friendly. This will be done while still maintaining the integrity that the company has with its customers relating to the quality and workability of the product put in the market. This paper answers some questions regarding my decision as the CEO and the founder of the company. I have considered a variety of issues before I deciding whether or not to purchase the new fabric. The decision that I make at this point will have tremendous effects on the future of the company. These considerations include; 1. The environmental impact- the process of manufacturing the new product has managed to remove all wastewater in the manufacturing process, which was generated when using the original chemical. However, there will be generation of wastewater when the customers wash the new garments repeatedly. Small, but significant amounts of the genetically modified compound are most likely to wash off during the cleaning process; this wastewater could then flow and find its way into the local water treatment factories, plants and waterways (Agathos 90). 2. Long-term environmental problems- the environmental assessment department of the company has continued to address the issue of the long-term effects of the new product and the health issues that it might cause. Little is known on the long-term effects of the product (Agathos 90). 3. Weakness in the company’s marketing campaign- the marketing department has made emphasis that include anti-odor treatment in the product line, which will help in the elimination of the clear