Associate Level Material Essay Example for Free

Associate Level Material Essay Directions: Choose one of the Facts for Consideration sections from Ch. 3 of the text and list the page number for the section you chose. Then, complete the following table. List five threats appropriate to the environment from the section you chose. Rate the risk for each threat from 0 (low) to 10 (high). Then, list five appropriate countermeasures. Once you complete the table, write a brief explanation of the countermeasures for the two threats with the highest risk total, stating how the countermeasure reduces the risk associated with that threat. The inmate escape is very important. If there are extra guards then it will be easy to prevent this from happening, especially since some trips can take up to 48 hours to complete. With all the stopping (two to eight stops on any given trip) and going it would be great to have the countermeasure. When it  comes to inmates taking over the van, I feel as though that is something that can happen even if there are two officers on the van. Inmates are strong and they always have something up their sleeves. So if we were to take the countermeasure and actually have them checked before they get on the van and then handcuffed it makes the ride safer and less threatening.

Topshops Commitment to the Environment

Topshops Commitment to the Environment Topshop is a British clothes retailer with stores in over 20 countries and online operations in some of its markets. Topshops sales primarily come from womens clothing and fashion accessories. It is part of the Arcadia Group, which owns a number of other retail outlets including Burton, Dorothy Perkins and Miss Selfridge. The chain was founded in 1964 as Peter Robinsons Top Shop, a young fashion brand within the Sheffield branch of the Peter Robinson Ltd ladies fashion store chain (former department store chain). The first standalone Topshop store was opened in 1974. In 1978, Topman was created as a spin-off brand to cater for male customer and is now run as a separate chain, although some stores are co-located. The Gap, Inc. is an American clothing and accessories retailer based in San Francisco, California. A specialty retailer offering clothing, accessories and personal care products for men, women, children and babies. With more than 134,000 employees and about 3,100 company-owne d stores and 175 franchise stores, our presence is felt around the world The company has five primary brands: the namesake Gap banner, Banana Republic, Old Navy, and Athleta. As of September 20010, Gap, Inc. has approximately 135,000 employees and operates 3,076 stores worldwide. Gap Inc., seek to make lasting, positive impressions on the people and communities where the company operate Next. is a British retailer marketing clothing, footwear, accessories and home products. The company has over 550 stores throughout the UK and the Republic of Ireland, and 50 franchise branches in Europe, Asia and the Middle East. It is listed on the London Stock Exchange and is a constituent of the FTSE 100 Index. Next has three main outlets: Next Retail, a chain of 500+ retail stores in the United Kingdom and Eire; Next Directory, a home shopping catalogue and Website with more than 2 million active customers, and Next International, with 180+ international stores. Zara is a Spanish clothing and accessories retailer based in Galicia. It is the flagship chain store of the Inditex group; the fashion group also owns brands such as Massimo Dutti, Pull and Bear, Stradivarius and Bershka. It is claimed that Zara needs just two weeks to develop a new product and get it to stores, compared with a six-month industry average, and launches around 10,000 new designs each year. Zara was described by Louis Vuitton fashion director Daniel Piette as possibly the most innovative and de vastating retailer in the world. Zara has also been described as a Spanish success story by CNN. As of 2011 Zara stores have mens clothing and womens clothing, each of these subdivided in Lower Garment, Upper Garment, Shoes, Cosmetics and Complements, as well as childrens clothing (Zara Kids). The Environmental Protection Act 1990 is an Act of the Parliament of the United Kingdom that as of 2008[update] defines, within England and Wales and Scotland, the fundamental structure and authority for waste management and control of emissions into the environment. Duty of Care Every store has to waste properly and prevent it from harming the environment and also ensure that all waste collected from the stores is transferred to an authorised person such as the local council or a waste contractor. Packaging waste regulations These apply to larger stores and require them to recover and recycle a certain percentage of their packaging waste. The regulations currently apply to companies with an annual turnover of over 2 million and which handle more than 50 tonnes/year of obligated packaging. Landfill tax The Government imposes a tax on all waste sent to landfill. This tax is designed to penalise the excessive use of landfills and to encourage businesses to reduce and recycle waste. This is one of the reasons why the cost of trade waste collections has gone up and will continue to increase. Topshop COMMITMENT TO THE ENVIRONMENT: Reducing impact on the environment and Endeavour to limit consumption of valuable resources. constantly developing ways to increase efficiency and reduce energy consumption in companys operations. Reducing packaging Gap,inc. COMMITMENT TO THE ENVIRONMENT: the product groups who seek sustainable design solutions. store managers who conserve energy and reduce waste. the denim laundries that meet high wastewater standards. Next. COMMITMENT TO THE ENVIRONMENT: improve energy efficiency and reduce energy use. minimise waste produced and increase the quantity recycled. increase the efficiency of our delivery fleet. Zara COMMITMENT TO THE ENVIRONMENT: to develop in-store sustainability and energy efficiency standards. to install sources of renewable energy, such as wind energy, solar photo-thermal and photovoltaic solar energy, at the companys distribution hubs and reduce energy use to a minimum. to create, in as-yet-to-be-determined locations, the forest biomass needed to absorb 100% of the greenhouse gas emissions generated by the use of electricity at Zara headquarters. Inditex has just opened its 5000th Inditex store as the flagship of its 2011-2015 Sustainable Inditex Plan. Inditex new global benchmark in eco- efficiency is housed in the Palazzo Bocconi (Rome), a building whose history dates back more than 120 years. Just some figures: this is a store which consumes 30% less energy with regard to the annual average consumption of a conventional store, saves 50% of water consumption and avoids the emission of over 150 toms of CO2 per year. The Inditexs Strategic Environmental Plan 2007-2010 achieved various certifications in 3 of its stores including a first of its kind in Europe with Zara Barcelona being awarded LEED (Leadership in Energy and Environmental Design) certification. This new concept of boutique hides behind a faà §ade that makes use of three key elements: shop windows and geometric composition with big metal and glass squares, and a large-format logo. The new-look shop interior comprises an extensive range of grey tones which contrast with its black furnishings. The sales area is spread over five stores. Highlights of features contributing to the stores eco-efficiency include automatic monitoring of the stores indoor air quality (CO2 levels, humidity, light intensity, noise), to ensure the comfort of employees and shoppers; motion detectors to turn lights on and off in low-traffic areas and a an air curtain system at entrance doors, equipped with special sensors that continuously monitor outside temperatures to prevent abrupt indoor air temperature changes, thereby reducing the need to run heating/cooling systems. Besides and in order to lessen the nocturnal light pollution which plagues cities, the establishments lights are programmed to dim by more than 50% when the shop is closed Companies of the dimensions of HM can have a big impact on the environment, its a responsibility of HM to reduce his impact. By our research the company has to minimize his impact at every stage of the products life cycle from how cotton is grown to the way the customer use the garments. The first major advantage of working with secondary data is economy: because someone else has already collected the data, the researcher does not have to devote resources to this phase of research. There is also a savings of time. Because the data are already collected, and frequently also cleaned and stored in electronic format, we can spend the our time analyzing the data. The second major advantage of using secondary data is the breadth of data available. Few individual researchers would have the resources to collect data from a representative sample of adults in every state in the United States, let alone repeat this data collection process every year, but the federal government conducts numerous surveys on that scale. Data collected on a national basis are particularly important in environmental issues. The third advantage in using secondary data is that often the data collection process is informed by expertise and professionalism that may not available to smaller research projects. For instance, many of the Government environmental surveys discussed in this research use a complex sample design and system of weighting that allows the researcher to compute population based estimates of health conditions and behaviors. One major disadvantage to using secondary data is inherent in its nature: because the data were not collected to answer your specific research questions, particular information that you would like to have may not have been collected, or it may not have been collected in the geographic region you want to study. In any case, you can only work with the data that exist, not what you wish had been collected. A second major disadvantage of using secondary data is t hat because the analyst did not participate in the planning and execution of the data collection process, he or she does not know exactly how it was done. More to the point, the analyst does not know how well it was done and therefore how seriously the data are affected by problems such as low response rate or respondent misunderstanding of specific survey questions. Sometimes it is readily available; for instance, many of the government data sets have extensive documentation of their data collection procedures, refusal rates, and other technical information available on their websites or in published reports. SECONDARY DATA Secondary Data is existing information that has been gathered for some purpose outside the planning process. Obtaining Secondary Data in practice normally means desk or library research. Information can be obtained from the data that is routinely collected by the planning organisation or from external sources. External data are gathered by other organisations either for their own use or for commercial use. General sources of external data are, for instance, various computerised databases, associations, other government agencies and different published sources such as libraries and newspapers. A computerised database can provide information on a wide range of topics, and lists of commercial databases are normally available in public libraries. Librarians can also be invaluable in the search for specific information for planning. Among the potentially useful data provided by government agencies are demographic data, employment data and special reports on industries. Other examples of s econdary data are historical information and census data. Associations may have valuable information about conservation or social aspects. To estimate the relevance of information for the planning process it is essential to know how and why the information was produced. Burns and Bush (2000) claim that a researcher should examine five factors when evaluating a piece of secondary data. These are: The reason the study was undertaken. Sometimes a piece of research is not independent in nature but has been carried out to support a specific point of view. Obviously, an organization should try to avoid taking decisions based on information that has been produced as a result of a biased piece of research. The credibility of the organization or individuals who undertook the research. What specific information was collected and what method the researcher employed to measure or evaluate the data. How the data was collected. There are many different methods for collecting data, which will be discussed later in this chapter. Each method may have an affect on the quality of the findings of a piece of research. The consistency of the findings of a piece of research with other studies. If several studies report similar results, that may provide support for the reliability of any findings. If a report contradicts a number of other studies it may be an indication that the research is not reliable. However, in both cases the researcher has to evaluate a specific piece of research across all criteria and not merely agree with or discount a reports findings on the basis that it does not agree with the majority of the results from other secondary research sources. Secondary data can be obtained from a number of sources BENEFITS OF SECONDARY DATA The major advantages of using secondary data are: Cost. It is much less expensive to obtain information from existing sources than to develop entirely new data. These existing sources may require a nominal charge for the information, but it will be much less than the cost of undertaking primary data collection. Timeliness. Secondary data are available almost instantaneously. A manager can have access to data very quickly and therefore does not have to wait weeks or perhaps months for primary data to be collected, analyzed, and summarized. By using secondary data whenever possible, a manager avoids the frustration of developing the research methodology design, designing the data collection instrument, pretesting the instrument, devising a sampling plan, gathering the data, checking all data for accuracy and omissions, analyzing the data, and summarizing and reporting the results. Instead, a manager can merely locate the appropriate source and access the information desired. This process can be completed in a few hours or days, whereas primary data collection can take weeks or months to complete. LIMITATIONS OF SECONDARY DATA However, secondary data collection does have the following disadvantages. Limited applicability. A manager has no assurance that information gathered by others will be applicable to a particular hospitality operation. For example, information obtained in New York about the popularity of a specific menu item is not necessarily useful to a manager operating in another part of the country. Information that pertains to one operation may apply only to that operation and be of limited value to anyone else. Information may be outdated. Managers need current and accurate information on which to base decisions. All too often, secondary data are not as useful as they might be merely because they are not current. For example, the results of a consumer attitude survey conducted by a restaurant four years ago would be of limited value to a manager making plans today. During the four years, a number of changes in consumer attitudes are likely to have taken place. These changes in attitudes will make the original data outdated and useful only in a historical sense. If a hospitality manager makes use of less-than-timely data, the results are likely to be less than satisfactory. Reliability. Whenever a hospitality operator uses secondary data as the basis for a decision, the manager runs the risk that the information may not be reliable and accurate. A manager would do well to determine who collected the data and what method of data collection was used. Information is only as good as the individuals who collect it and the methods they use. If a study is administered in a haphazard manner, the results and conclusions should be viewed with caution. SOURCES OF SECONDARY DATA There are two main types of secondary data that can be used by managers within a firm (see Figure 6.2). Internal data exist within the firm and can be obtained with minimal time and effort. Advances in computer technology have made it easier to obtain this information and provide it to managers in a form that is useful. External data are not readily available within the firm. Managers must obtain this data by spending more time and/or money contacting outside sources. The Internet has made this a much easier task, but there is still a fair amount of effort involved. The various sources of internal and external data are discussed below. INTERNAL DATA. The component of a marketing information system that is the simplest to design and implement is an internal system, or the component designed to collect data from within the organizational environment. When considering the organizational environment, management needs to be concerned only with information available from within the physical confines of the organizations units, whether they are hotels or restaurants. This component of a marketing information system requires less time and money than does the competitive environment or externally generated marketing information. The internal component of a marketing information system is very valuable to management because it provides a wealth of information. Management has three main sources of internal marketing information: guest histories and sales data, employees and management staff, and customer feedback. Employees and management staff. All too often, hospitality management ignores the wealth of information that is informally gathered by hourly employees such as front desk personnel, telephone operators, restaurant service people, and hosts and hostesses. These individuals are in constant contact with guests, yet they are rarely asked to relay customer comments and reactions to operational changes, such as new menu items or guest room dà ©cor changes. These employees represent an excellent source of information, although the information they provide may not be totally objective. It is a good idea for management to meet with employees on a regular basis to discuss problems and opportunities. Employees crave recognition from their supervisors; this recognition increases the employees satisfaction and commitment to the organization. All employees need to be exposed to some motivational techniques, although managers often ignore the simple and basic needs of employees as individuals. Customer feedback. The focus of the marketing concept is the hospitality operations clientele. All aspects of the entire operation should be aimed at satisfying these individuals. The purpose of using an internal marketing information system is to solicit opinions and comments from the current clientele. This can be done in a number of ways, such as having the manager talk with a few of the customers or having service personnel check with the customers. One method used frequently is the comment card. These cards are placed in guest rooms or are provided to the guest upon checkout or when they have finished a meal in a restaurant. The purpose is to solicit their opinions and comments concerning the operations quality. All three internal sources of marketing information are very valuable. Together they can provide a great deal of useful information with which to make decisions. Historically, hospitality managers have failed to use these sources to maximal advantage, but the current competitive situation in the hospitality industry dictates that all sources of information be used to gain a competitive advantage and to earn maximal financial rewards EXTERNAL DATA. Although externally generated marketing information is extremely valuable, it is normally not collected on a daily basis, as is the case with internally generated marketing information. This is due to a much larger investment of time, money, and other scarce resources required for externally generated information. Management should consider using a wide variety of sources of external marketing information. Literally thousands of sources are available, and these sources are limited only by managements own efforts to locate them. A few typical sources of external marketing information are: Trade associations. Many industries form trade groups that provide data for their members. These trade associations collect information from their members and then provide industry averages that can be used to measure a firms relative performance. Some of the popular trade associations for the hospitality industry are the National Restaurant Association, the American Hotel Lodging Association, and the Hospitality Sales and Marketing Association International. Two of the more popular tourism associations are the World Tourism Organization (WTO) and the Travel and Tourism Research Association (TTRA). However, most of the data for the tourism industry are collected by government travel bureaus. Travel bureaus. Cities, states, and countries usually form organizations that are responsible for promoting travel to the area. Most cities have a chamber of commerce that is responsible for promoting business in the city and, in some cases, tourism as well. Larger cities and regions form convention and visitors bureaus for the sole purpose of promoting business and leisure travel to the region. A chamber of commerce has member firms from all types of industries, whereas convention and visitors bureaus tend to have member firms from travel-related industries such as lodging, restaurants, and tourist attractions. Finally, most states and countries have government travel and tourism bureaus that are responsible for promoting travel to that state or country. Trade journals and periodicals. Many industry, or trade, journals are available to firms. Trade associations often publish their own journals, but many other organizations publish periodicals covering certain industries. Some of the more popular hospitality publications are Restaurants Institutions, Restaurant Hospitality, Nations Restaurant News, Restaurant Business, Lodging Hospitality, Lodging Magazine, and Hotel Motel Management. The articles in these publications provide information on new products and advertising campaigns, as well as current trends in the industry. These articles also provide a valuable resource for case studies involving successes and failures of industry firms. Other Periodicals. In addition to trade journals that specialize in a certain industry, other publications cover business in a variety of industries. Some of the more popular business publications that cover the hospitality and tourism industries are Business Week, Wall Street Journal, Fortune, Barrons, and Forbes. Internet. The growth in both the quantity and quality of information available on the Internet is well documented. Using one or more of the available Internet search engines will uncover information, some of which will be highly valuable for managers. A key consideration for managers is being able to determine the accuracy and usefulness of information gathered from the Internet. University sources. Universities and colleges have well-stocked libraries that can be a valuable resource for firms in the area. These institutions often have access to many of the other sources of external data. In addition, universities and colleges form centers to research specific areas such as hospitality. This information is often free to the public or available for a reasonable fee. Government sources. Local, state, and federal governments maintain detailed data on all aspects of the economy; the data are free or available for a nominal fee. The United States Census gathers detailed information about the population and retail business, and the Statistical Abstract of the United States contains similar information in abbreviated form. Census and statistical documents are now available in electronic form, enabling quicker searches and data retrieval. The federal government also collects information about foreign countries and provides specialists to answer specific questions and address inquiries. Syndicated services. Firms such as Harris and Gallup polls, Target Group Index, Nielsen, and W. R. Simmons specialize in collecting and distributing marketing information for a fee. These syndicated services provide information about consumer profiles and shopping behaviors, consumer responses to sales promotions and advertising, and consumer attitudes and preferences. This information is useful in focusing on market segments using aggregate data. These services often advertise in trade publications and marketing periodicals. Guides, indexes, and directories. Other valuable sources of external information include guides, indexes, and directories that are available at most university libraries and larger public libraries. Guides such as the Business Periodicals Index provide references by subject matter for articles

Situation Analysis for Revive! UK

Situation Analysis for Revive! UK SITUATION ANALYSIS Situation analysis is the first step on a marketing communication plan. It is necessary step for a company to recognize the key markets issues and understand communication drivers (Fill, 2009). The goal of current assessment is Revive! Company to follow the above glidepath and in the end of the situation analysis there should be key issues that will drive the campaign objectives and communication plan of the company. 1.1 Organisational Analysis Revive! UK operates in the automotive repair sector since 2004 but its history goes back to 1994 as a franchise of Colourworks. The central offices of the company are located is in Rugby with 58 UK franchisees and 135 technicians in total. Their main services include Small and Medium Area Repair Technique such as: Bumper scuffs or scrapes Alloy wheels damage Paint or bodywork scratches Blending repairs to wheel arches Vandal scratches Cosmetic repairs Minor paint repair to trim Body panels Besides providing the above services, Revive! UK is strongly focused on franchising sales as a key mean of growth and market expansion. This fact is also supported from their decision to poach one of the top industry experts on franchising as a franchise director. In the franchise sales sector Revive! UK offers to the clients: Training Branding Minimum personal investment  £10,000 Accreditation systems The company had a 20% increase in sales on year with over 45% of all franchisees running multi van businesses (Revive! Auto innovations (UK) Ltd Bfa, 2017). Their cash in hand was increased from 2014 and according to companys latest financial data for 2015 their Net Work was increased 39,35% from 2014. Revive! UK performs in business to business environment and at the same time directly with the general public. They work closely with dealership groups, fleet and insurance companies and one example of their partners is National Tyres and Autocare (Revive! Auto innovations (UK) Ltd Bfa, 2017, Endole.co.uk, 2017). Key issues: Main focus of the company in franchising sales Very good latest financial data (Their cash in hand was increased from 2014 and according to companys latest financial data for 2015 their Net Work was increased 39,35% from 2014). Possible action: from marketing aspect the company should make more visible their actions in order to be easier approachable for the costumers. During this assignment it was very hard and à Ã¢â‚¬ ¡Ãƒ Ã‚ ÃƒÅ½Ã‚ ¿ÃƒÅ½Ã‚ ½ÃƒÅ½Ã‚ ¿ÃƒÅ½Ã‚ ²ÃƒÅ½Ã‚ ¿Ãƒ Ã‚ ÃƒÅ½Ã‚ ± to find details for the company. It is vital for their franchising sales to give as more details as possible to the costumer to make their first step, to make a call into the company. Communication strategy The main communication strategy of the company is based on three basics elements: the convenience, the quality and the low cost of their services. There is no specific campaign for franchise sales besides the information on the website or the public relations stories on websites for the franchising industry. The first impression of a potential costumer with the company comes through the companys website. In order to convince a customer to go through the whole website, get informed about the services and make contact with the company, the website should be visually appealing, should give a general customer relationship management, personalisation and privacy (Mà ¶ller, Brezing, and Unz, 2012; Solutions, 2012). In case of Revive! UK it is found that the website is appealing, well designed, professional and easy to use. It has relevant service information and a standalone section dedicated to public relation stories, while communication contacts are easy to spot on main page. Franchisi ng is also easy to spot with most relevant information. Revive! UK has also a Facebook page with 2,442 followers and they have posts 2-3 times a week. The reviews from clients on the Facebook page are positive. There is no interaction among the company and the Facebook page visitors-followers. It is important to mention that besides Facebook page, the company does not have any other social media tool. Also, according to the companys website, Revive! UK does social responsibility actions for charity organization and community support which are not communicated through other channels beside their website and Facebook page. Another factor that was detected through this assignment is the poor optimization that the company has done for search engines. During the search for the company on Google with different words like: care repair UK, SMART repair services, minor car damage reaper UK, the position of Revive! UK website was not among the first results of the research (appentises a,..). In order to be noticed, the company should improve SEO as a digital marketing practice which will focuses on optimizing the website to increase the number of visitors the site receives from search engines. Key issue: Low Search Engine optimization Many activities with social impact but without being well communicated No interactive social media Possible Action: The company need to examine again the keywords and contents that they are using for the SEO. They should find the correct keywords to connect with words that clients use. But this is not the only solution. Because in some cases according to Ledford (2008) having optimized the correct keywords it is not enough. Factors such as advertising campaigns and update frequencies also affect SEO (Ledford, 2008, pg 14). So, a better strategy on the search engine optimization, without forgetting the optimization for mobile users The company should promote through different channels their social activities. For example, the latest action that they organized Andrew Jordan Goes Calendar Girls for Charity was only promoted from their website. Searching for articles or stories on Google there were no result for this action. In this case, a better PR strategy on this sector of the company would increase their communication strategy. The only social media that the company is using is Facebook. The use of Facebook, although, is limited on posting only news for the company. There is no feedback on the clients comments, even the fact that the comments are good. First of all, as many social media channels the company uses there is a good possibility to increase the SEO. The use of social media should give the opportunity to the company to communicate with its clients. A contest for a free service which would be only through social media, asking followers their opinion for something new that company did, engaging the franchisors in the social media game, these could be some steps to be more involved with their clients/followers/visitors etc. 1.2 Market Analysis 1.2.1 PEST Analysis for Revive! Company PEST analysis is a managerial tool used to analyze and measure market potentials and stands for political, Economic, Social and Technological issues. Political Potential changes on the franchise regulations because of Brexit. EU competition rules will continue to apply to franchising post-Brexit although the Commission will have reduced powers, and block exemption measures at UK level will be needed. (International Franchise Association, 2016) Potential increase in taxes. According to the Bank of England taxes are expected to increase in the following years (Inman, 2017). First of all this means that will affect Revive! UK services and products. With potential increase in taxes Revive! UK will have to increase their prices. That probably will make them to lose one of the current advantages that they have; which is cheap prices. As for the customers a potential increase in taxes will reduce their buying power. Potential risks on franchising outside UK. Due to a potential Brexit. It is unclear which will be the legislature of EU and company should re-examine it is franchise strategy (International Franchise Association, 2016). Import/Export tax duties applied for leaving common market. Changes on agreements would mean potential increase custom duties that will lead to more expensive row material, paint tooling, machines etc import. Export goods might lose pricing competitive advantage and become more expensive to EU market (Whos Who Legal, 2017). Economic Decrease of car sales on 2016. According to articles there are possibilities of a decrease on car sailings. This means that costumers will try to keep their old cars and fixing them if it is necessary (Sharpe, 2016). Worries for new trade deals with EU because of Brexit. According to articles because of Brexit Uk will give up full access to the single market along EU. In a soft Brexit trading would be on a tarrif-free basis (Sharpe, 2016; Bennett, 2016). These factors may make the company more cautious on investments or franchising outside UK. Potential interest rate increase (Moneywise, 2013). Increase of GDP and average salary for 2016(Statistics, 2017) Current improve export rate due to currency exchange Euro VS GP These facts show that costumers will have a good average of salary and this means that they will be more elastic on spending. According to the above information, because of the ongoing Brexit situation, franchising in another European country at this moment would be a risk for the company. The only countries that Revive! UK can approach are Ireland and Scotland. Since they already have tried to franchise in these countries years before without succeeding, probably now with the knowledge and the expertise they have would be easier. Social Current low unemployment rate with uncertain future projection (Statistics, 2017). There is a decrease of the number of the unemployment in the last 2 years (Appendixes). Need for vehicles and repairs expected to have a growth trend. Customer perception trend swift from car being a status symbol to fuel efficiency and low emissions. Customer buying pattern expected to change to short term investing into repairing existing cars for as long as possible before switching to new eco friendly vehicles. New legislation for low fuel cell cars, eco- friendly cars, paint and waste disposal. This factor should make the company examine the products that use in order to be eco- friendly. Technological Catch up changing technology on new cars that will be battery cars etc. This factor means that the company should gain knowledge and skills in new products for these new cars. Improvements in technology for client services. New technology in order to improve client services. Since the companys advantage is the direct answer to the client there should be some improvements from technological aspect. There should be more use of social media and more interactive relation with the costumers. 1.3 Competitor analysis General information Services History Franchise Investment location Clients Minimum investment Support for the franchisees Perfect Detail Smart Repair Mobile minor damage Paint Vinyl Windscreen Bodywork alloy wheels Online shop 150 years Yes UK General public Main dealers Brands (McLaren, Jaguar and Rover) Retailers groups  £10,000 Training Equipment selection Van installation Branding Website and social media support Chips away Brand Leader Automotive paint repair system Car body repairs Bumper scuffs Paintwork scratches Minor dents kerbed alloy wheels 23 years Yes Over 220 units UK General public Main dealers Retailers groups  £15,000 Branding Training Ongoing support Exclusive territory National advertising Expansion opportunities Dentwizart/ Flying colors services Smart repairs Cosmetic damage Scratches Scrapes Bumper scuffs Vandal damage and chips away Yes UK, Europe, North America General public Main dealers Retailers groups  £22,950 Personalised website Training Credit control management services Exclusive geographic territories Low frontend fees SprintFinish Scratches Bumper Scuffs Damaged Interior Trim Damaged Alloy Wheels Repairs to: tears holes cigarette burn in seats and carpets 20 years Yes UK General public Main dealers Retailers groups Charges on different services (more details on appendix 12) Ongoing training defined territory branding UK Final touch Car paint work Smart repairs 24 years New Zealand 4 years in UK Yes UK, Ireland, Europe  £29,995 Exclusive geographic territories Training Machinery, paint, supplies and stock items Marketing material Business and accounting reviews Car Medic SMART repairs Alloy wheel refurbishment Car interior repairs Car seat repairs Car upholstery and car interior plastics 20 years / New in franchising No data Comprehensive Skills, HS and Commercial Training Quality Branded Tools Consumables. Competitive Package including all you need to run your own business Low franchise management fees Key points: Relatively with the most of their competitors Revive! UK has less main services (no inside repairs, no online shop etc.). As most of their competitors the company is operating in England ΆºÃƒÅ½Ã‚ ¹ÃƒÅ½Ã‚ ³ÃƒÅ½Ã‚ ¿Ãƒ Ã¢â‚¬Å¾ÃƒÅ½Ã‚ µÃƒ Ã‚ ÃƒÅ½Ã‚ µÃƒ Ã¢â‚¬Å¡ à Ã¢â€š ¬ÃƒÅ½Ã‚ ±Ãƒ Ã‚ ÃƒÅ½Ã‚ ¿Ãƒ Ã¢â‚¬ ¡ÃƒÅ½Ã‚ µÃƒ Ã¢â‚¬Å¡ ÃŽÂ ³ÃƒÅ½Ã‚ ¹ÃƒÅ½Ã‚ ± ÃŽÂ ±Ãƒ Ã¢â‚¬ ¦Ãƒ Ã¢â‚¬Å¾ÃƒÅ½Ã‚ ¿Ãƒ Ã¢â‚¬ ¦Ãƒ Ã¢â‚¬Å¡ à Ã¢â€š ¬ÃƒÅ½Ã‚ ¿Ãƒ Ã¢â‚¬ ¦ ÃŽÂ ¸ÃƒÅ½Ã‚ µÃƒÅ½Ã‚ »ÃƒÅ½Ã‚ ¿Ãƒ Ã¢â‚¬ ¦ÃƒÅ½Ã‚ ½ ÃŽÂ ½ÃƒÅ½Ã‚ ± ÃŽÂ ±ÃƒÅ½Ã‚ ³ÃƒÅ½Ã‚ ¿Ãƒ Ã‚ ÃƒÅ½Ã‚ ±Ãƒ Ã†â€™ÃƒÅ½Ã‚ ¿Ãƒ Ã¢â‚¬ ¦ÃƒÅ½Ã‚ ½ franchise According to google search some of the competitors have better SEO strategy (appendix.) Relatively young company with low market and reputation in comparison to their main competitors. 1.4 Consumer Analysis Revive! UK company started their economic activity as a company that provides smart car repair services. Their customers are general public, dealership groups, fleet and insurance companies (Revive! Auto innovations (UK) Ltd Bfa, 2017). Clients in the general public group, according to the data and information that have been collected for this coursework, could be people from 17 years old to 25 years old that are more possible to have small damages in their cars and costumers from 45 to 60 that are also prone to small damages. These consumers in the ACORN classification may be from the category- Financially Stretched 38: Semi-skilled workers in traditional neighborhoods and from the category Comfortable Communities 25: larger family homes, multi-ethnic areas but also from the category 15 younger professional in smaller flats (ACORN/CACI, 2013). Another category that possibly buy Revive! UK services belong to the category 49: Young families in low cost private flats. (Appentixà ¢Ã¢ ‚ ¬Ã‚ ¦) The gender that is more interested in the products and the services are male. Also, according to a Mintel research from 2015 shows that 31% of adults drive a car under 3 years old and a 50% of the drivers have cars over 3 years up to 10 years old (Mintel, 2015). This research may reinforce the fact that costumers use smart repair car services. For the franchise sales the costumers are from different categories. According to statistics on business start-ups the characteristics of majority of entrepreneurs are white males in their forties. Specifically: 25% of employer owners are between 35 to 44 years old, 31% are 45 to 54 years old 26% are 55 to 64 years old 29.4% of owner managers tend to be A Level or equivalent 21.8% followed by a degree or equivalent 11% has no educational qualifications. Two-thirds of entrepreneurs had no prior experience of owning or managing a business, Half of active entrepreneurs have previously worked in the sector they start a business in. (Startup Team, 2004) In agreement with the above information the costumers on the franchising sales of the company may be in the type 28: Owner occupied terraces, average income (ACORN/CACI, 2013). In this category there are people with income around or above national average, moreover their educational status are in national average and finally in a combination of characteristics such as average age and savings it is shown that this category are in the middle of the average age (ACORN/CACI, 2013), (Appendix ..) 1.5 SWOT Analysis/ Key issues Strengths Revive! Operating nationwide with 58 franchisees with 135 vans Increase of cash in hand and bank in 2014 to 2015 Increase on current Liabilities 2014 to 2015 Increase of total assets Recognized and specialist employees 20% increase in sales on year with over 45% of all franchisees running multi van business Achieved Internationally recognized Investors in people status Investment in systems and technology to reduce franchise admin time and improve Updated website B2B and B2C services Mainly focused in franchise Weaknesses Decrease on Net Worth Potential loss of sales in customers that require other features (tyre ..) Mainly focused in franchise The company operate only in England Relatively young company with low market and reputation No interactive social media Many activities with social impact but without being well communicated Low Search Engine optimization Not enough promotion Revive! UK has less main services (no inside repairs, no online shop etc.). Opportunities Decrease of car sales on 2016 (Sharpe, 2016) Increase of GDP and average salary for 2016 Current improve export rate due to currency exchange Euro VS GP Unknown agreements among UK and EU for franchising sector exporting of goods due to currency Euro vs GP Change on customer buying pattern into being more in repairing their cars than buying new ones Threats Potential changes on the franchise regulations because of Brexit (Mark, 2013) Potential interest rate increase (Moneywise, 2013) Unknown agreements among UK and EU for franchising sector importing of goods: Changes on agreements would mean potential increase custom duties that will lead to more expensive row material, paint tooling, machines etc. Potential increase in taxes (Inman, 2017) Low unemployment rate with uncertain future projection (Statistics, 2017b ). 1.6 Key Issues From the above SWOT analysis the key issues that should the company consider in a new communication campaign are: Recognized and specialist employees Achieved internationally recognized Investors in people status Investment in systems and technology to reduce franchise admin time and improve Mainly focused in franchise Only in England No interactive social media Many activities with social impact but without being well communicated Low Search Engine optimization Not enough promotion 2. MARKETING COMMUNICATION OBJECTIVES Make your Smart move with Revive Reflecting on the above key issues, the companys next communication campaign should be focused on: Raising awareness to specific target group in order to increase their publicity through online marketing tools such as website and social media. Making franchise sales in another market beside England. Since the company in the past have tried to distribute their franchise product in the N. Ireland and Scotland market and there were no results (based on the information that we gathered for this assignment) it is time to make efforts again but only in one of the two countries. It is suggested here Scotland. The campaigns name would be the same but other distribution channels. To get involved in a new market, the communication and marketing steps should be more focused. The main marketing communication objectives of the campaign are: 1. Increase awareness with 20% among adults 25-35 years old, of category 2 Rising Prosperty: 2.15 younger professional in smaller flats (ACORN/ CACI, 2013) in the area of West Midlands for Make your smart move with Revive! campaign starting from March 2017 September 2017. 2. Increase awareness with 10% among adults 30 to 45 years old, of category 2 Rising Prosperty: 2.18 career driven young families (ACORN/CACI, 2013) in the area of Edinburgh for Make your Smart move with Revive! campaign starting from March 2017 September 2017. APPENDICES REFERENCES Fill, Chris. Marketing communications: Interactivity, Communities and Content Chris Fill, 5th edn. Essex: Pearson Education Limited. Westwood, John. How to Write a Marketing Plan, edited by John Westwood, Kogan Page, 2013. ProQuest Ebook Central, https://ebookcentral.proquest.com/lib/coventry/detail.action?docID=1135738. Jobber, D. and Ellis-Chadwick, F. (2012) Principles and practice of Marketin+. 7th edn. London: McGraw Hill Higher Education. Halik, J. (2012). The application of PEST analysis based on EBRD and IBRD methodology. Central European Business Review, 1(3), 14-21. Thomas, H. (2007). An analysis of the environment and competitive dynamics of management education. Journal of Management Development, 26(1), 9-21. Whos Who Legal, 2017 What does Brexit mean for Franchisors around the world? the latest legal features, research and legal profiles whos who legal. Available at: http://whoswholegal.com/news/features/article/33494/what-does-brexit-mean-franchisors-around-world/ (Accessed: 15 February 2017). Inman, P. (2017) UK tax burden will soar to highest level for 30 years, warns IFS. Available at: https://www.theguardian.com/business/2017/feb/07/ifs-warns-steep-cuts-tax-rises-40bn-black-hole-uk (Accessed: 14 February 2017). Copyright (2016) International How does Brexit impact international Franchisors with franchisees in the EU? Available at: http://www.franchise.org/how-does-brexit-impact-international-franchisors-with-franchisees-in-the-eu (Accessed: 14 February 2017). Shoosmiths (2017) What does Brexit mean for UK franchising? part one. Available at: http://www.shoosmiths.co.uk/client-resources/legal-updates/what-does-brexit-mean-for-uk-franchising-part-one-12369.aspx (Accessed: 14 February 2017) Goodchild, R. (2017) Does your vehicle have minor damage? Dont worry we can repair it! Available at: https://revive-uk.com/ (Accessed: 14 February 2017). Revive! Auto innovations (UK) Ltd Bfa (2017) Available at: https://www.thebfa.org/members/revive-auto-innovations-uk-ltd (Accessed: 14 February 2017). Endole.co.uk, 2017 Revive! Auto innovations (UK) limited company information. Available at: https://www.endole.co.uk/company/05115063/revive-auto-innovations-uk-limited (Accessed: 14 February 2017) Sharpe, T. (2016) Misfiring UK car market could see 9% decline in 2017. Available at: http://www.am-online.com/news/market-insight/2016/10/07/misfiring-uk-automotive-retail-market-could-see-9-decline-in-2017 (Accessed: 15 February 2017). Bennett, J. (2016) Hard Brexit will leave UK car industry hanging by a thread. Available at: http://www.am-online.com/news/market-insight/2016/10/11/hard-brexit-will-leave-uk-car-industry-hanging-by-a-thread (Accessed: 15 February 2017). Moneywise (2013) When will UK interest rates rise? Available at: http://www.moneywise.co.uk/news/2017-01-23/when-will-uk-interest-rates-rise (Accessed: 15 February 2017). Statistics, O.F.N. (2017) Gross domestic product, preliminary estimate: Oct to Dec 2016. Available at: https://www.ons.gov.uk/economy/grossdomesticproductgdp/bulletins/grossdomesticproductpreliminaryestimate/octtodec2016 (Accessed: 15 February 2017). Statistics, O.F.N. (2017) Unemployment rate (aged 16 and over, seasonally adjusted). Available at: https://www.ons.gov.uk/employmentandlabourmarket/peoplenotinwork/unemployment/timeseries/mgsx/lms (Accessed: 15 February 2017). ACORN/ CACI 2013 Available at: http://acorn.caci.co.uk/data/#t38_p1 (Accessed: 15 February 2017). Sharpe, T. (2016) Misfiring UK car market could see 9% decline in 2017. Available at: http://www.am-online.com/news/market-insight/2016/10/07/misfiring-uk-automotive-retail-market-could-see-9-decline-in-2017 (Accessed: 15 February 2017). Mà ¶ller, B., Brezing, C. and Unz, D. (2012) What should a corporate website look like? The influence of Gestalt principles and visualisation in website design on the degree of acceptance and recommendation, Behaviour Information Technology, 31(7), pp. 739-751. doi: 10.1080/0144929x.2011.642893. Solutions, S.W. (2012) Articles. Available at: https://www.spritzweb.com/resources/good-website-characteristics.html (Accessed: 18 February 2017). Ledford, Jerri L.. SEO: Search Engine Optimization Bible, edited by Jerri L. Ledford, Wiley, 2008. ProQuest Ebook Central, https://ebookcentral.proquest.com/lib/coventry/detail.action?docID=331516. StartUp Team, (2004) The average entrepreneur | page 2 of 2 | startups.Co.Uk: Starting a business advice and business ideas. Available at: http://startups.co.uk/the-average-entrepreneur/2/ (Accessed: 18 February 2017).

Invention of the Phonograph Essay -- Exploratory Essays Research Paper

Invention of the Phonograph The idea of the phonograph came from the man who invented the light bulb. Thomas Alva Edison is one of the greatest inventors of all time decided to create this invention. In 1877, Edison was working on a machine that would decipher telegraphic messages to paper tape. He used a diaphragm with an embossing point. This would be held onto a moving paraffin paper. Thus when spoken into it, the vibrations made indentations on it. Edison decided to change the idea by using a tin foil wrapped metal cylinder instead of the paper. The final cylinder phonograph had 2 diaphragm and needle units. One would be for recording date and the other would be for playing it. For the machine to work, one would have to speak into a mouthpiece and the sound vibrations would be imprinted on the cylinder. Then the recording needle would create some sort of groove pattern on the cylinder. The data can then played by back by the data from the created grooves. From this invention Edison started the Edison Speaking Phonograph Company in 1878. Edison had received $10,000 for the sales and manufacturing rights plus 20% of the profits from this company. The machine had a variety of uses including dictation, creating listening books, a sort of a â€Å"family record† which had precious recorded memories of the family like last words, teaching elocution, adn other uses as well The cylinder phonograph proved to be successful, but the problem with the machine was that the tin foil only allowed a few uses. With the help of another great inventor, new advances could be made to improve this invention. The inventor of the telephone, Alexander Graham Bell, had set up a laboratory for his cousin, Chichester Bell and Charles Tainter. Bell a... ...ndex.asp?s=1&mode=long. 7. â€Å"The History of the Edison Cylinder Phonograph.† American Memory: Historical Collects for National Digital Library 13 Mar. 2003. http://lcweb2.loc.gov/ammem/edhtml/edcyldr.html. 8. â€Å"The History of the Edison Disc Phonograph.† American Memory: Historical Collects for National Digital Library 13 Mar. 2003. http://lcweb2.loc.gov/ammem/edhtml/eddschst.html. 9. â€Å"The History of Turntablism.† Ilikemusic.com. 21 Mar. 2003. http://www.ilikemusic.com/index.asp?fdLocation=%2Farticle%2Easp%3FfdSectionid%3D2%26fdSubsectionid%3D11%26fdArticleId%3D128. 10. â€Å"The Rave Page.† Angelfire.com 13 Mar. 2003. http://www.angelfire.com/ar2/raves/. 11. â€Å"Turntables and CD players.† Turnt(L)able.com 13 Mar. 2003. http://www.turntablelab.com/index1.html. 12. â€Å"Turntable History.† Enjoy the Music.com 13 Mar. 2003. http://www.turntablelab.com/index1.html.

Rene Descartes :: essays research papers

Rene Descartes Rene Descartes was born March 31, 1596 in La Haye, Touraine. Descartes was the son of a minor nobleman and belonged to a family that had produced a number of learned men. At the age of eight, he was enrolled in the Jesuit school of La Fleche in Anjou, where he remained for eight years. Besides the usual classical studies, he received instruction in math and in Scholastic philosophy. Roman Catholicism exerted a strong influence on Descartes throughout his life. Upon graduation from school, he studied law at the University of Poitiers, graduating in 1616. He never practiced law, however--in 1618 he entered the service of Prince Maurice of Nassau at Breda, Netherlands, with the intention of following a military career. In succeeding years Descartes served in other armies, but his attention had already been attracted to the problems of mathematics and philosophy to which he was to devote the rest of his life. He made a pilgrimage to Italy in 1623-24, and spent the years from 1624 to 1628 in France. While in France, he devoted himself to the study of philosophy and also experimented in optics. In 1628, having sold his properties in France, he moved to the Netherlands, where he spent most of the rest of his life. He lived for varying periods in a number of different cities in the Netherlands, including Amsterdam, Deventer, Utrecht, and Leiden.   Ã‚  Ã‚  Ã‚  Ã‚  It was probably during the first years of his residence in the Netherlands that Descartes wrote his first major work, Essais philosophiques, published in 1637. The work contained four parts: an essay on geometry, another on optics, a third on meteors, and Discours de la methode (Discourse on Method), which described his philosophical theories. This was followed by other philosophical works, among them Meditationes de Prima Philosophia (Meditations on First Philosophy, 1641) and Principia Philosophiae (The Principles of Philosophy, 1644). The latter volume was dedicated to Princess Elizabeth Stuart of Bohemia, who lived in the Netherlands and with whom Descartes had formed a deep friendship. In 1649, Descartes was invited to the court of Queen Christina of Sweden in Stockholm to give the queen instruction in philosophy. The rigors of the northern winter brought on the pneumonia that caused his death on February 1, 1650.   Ã‚  Ã‚  Ã‚  Ã‚  The most notable contribution that Descartes made to mathematics was the systematization of analytic geometry. He was the first mathematician to attempt to classify curves according to the types of equations that produce them. He also made contributions to the theory of equations and succeeded in proving the impossibility of trisecting the angle and doubling the cube.

National Food Marketing Report Essay

Pakistan is known for spice in the world, as it has brought several sub continental taste from India after independence. National Foods is the leading sub continental recipe masala company of Pakistan with distinct market share as compare to the competitors. National Foods began its journey in 1970 as a Spice company, with a revolutionary product that popularized the concept of having clean, healthy food. National foods’ initiatives were, to make food that is hygienic, reduce time spent in the kitchen by women, foster health and contribute towards personal attractiveness, so that people who use our products would be able to experience a more rewarding life-style. This was long before the phrase ‘Corporate Mission’ had even been invented. However, founder’s philosophy remains unchanged over time. Even if their language – and the notion of only women doing the housework – have become outdated, in this age of rapidly changing lifestyles, fuelled by the rampant development of technology; consumers are compelled to alter their eating habits. National Foods responds to this challenge of developing innovative food products based on convenience and quick preparation in line with modern lifestyles and yet retains traditional values through its diverse collection of food products. In a history that now crosses three decades, National Foods’ success has been influenced by the major events of the day – economic boom, depression, wars, changing consumer lifestyles and technological advancements. Even after three decades the company’s focal point still remains on customer’s needs through product development in line with the changing market trends. COMPANY PHILOSOPHY National Foods must focus on customer’s needs and serve them with quality products at affordable prices at their doorsteps. Our products must be pure and conform to international standards. Our research must continuously produce new adventurous products scientifically tested, hygienically produced in safe and attractive packaging. We must create environment in our offices and factories where talents are groomed and have opportunity to advance in their careers. We must prove to be recognized as good corporate citizens, support good causes-charity and bear fair share of taxes. Reserves must be built, new factories created, sound profits made and fair dividend paid to our stock holders through building a reliable brand. National Foods Ltd. must get itself recognized as leader in Pakistan and abroad. With the help of almighty God, the company can achieve its targets in years to come. VISION STATEMENT The vision of National Foods Ltd. is â€Å"To be a Rs. 50 billion food company by the year 2020 in the convenience food segment by launching products and services in the domestic and international markets that enhance lifestyle and create value for our customers through management excellence at all levels. † BUSINESS PRACTICES NFL believes in conducting its operations with strong ethical and moral standards. NFLs statement of code of conduct & business practices aims to provide guidance on carrying out its business related decisions and activities. We wish to achieve excellence in all spheres of our operations for which code of conduct form the basis. Any party entering any form of contract with NFL is bound to comply with the given guidelines. NFLs statement of code of conduct & business practices has the following seven guidelines: 1. Unfair Means: Any use of bribery, kickbacks or any form of payment in cash/kind to obtain business related or otherwise gainful benefit for the company is strictly prohibited. Excessive business gifts and entertainment also hold the same meaning and NFL does not approve of such payments. 2. Respect and Integrity: NFL believes in giving respect to individuals. We aim to operate in a manner that discourages discrimination, harassment and/or influence. Discrimination refers to favoritism based on a particular aspect of an individual personality. 3. Conflict of Interest: NFL prohibits actions that are in conflict with the company business interests. This may include but is not limited to providing assistance to the competition or holding ownership interests in a customer, supplier, distributor or competitor and making personal gains at company expense. 4. Confidentiality: NFL believes in confidentiality of information related to company business activities. The company expects employees not to disclose or divulge by any means the confidential and commercially sensitive information except to the authoritative personnel requiring it. 5. Statutory Compliance: NFL believes in providing total support and cooperation to all the governmental and regulatory bodies irrespective of the extent of prevalent enforcement. 6. Financial Integrity: NFL believes in complete compliance with the accepted accounting rules and procedures. This includes but is not limited to Transparency: NFL discourages any illegal activity for the purpose of any benefit to the company or others. All information supplied to the stake holders and/or auditors must be authentic & transparent and Disclosure: All transactions must be fully disclosed and must be for the purpose stated for. 7. Health, Safety and Community Responsibility: NFL is fully committed to safety, health and responsibility towards environment and community. All activities of NFL must portray responsibility towards the community and nation as a whole. NFL seeks to employ procedures that are safe, healthy and environment friendly. SITUATIONAL ANALYSIS This year brought a series of challenges and transformation for the Sales Team. As the magnitude of the socio-political upheavals increased in the country, the Sales Team was not only determined to face all the adversities, in the face of the law and order situation, but also introduce valuable changes which would be favorable for the overall growth and development of the company. In spite of the prevailing conditions of strikes, shutter downs and political turmoil, the Sales Team delivered its targets. In certain key categories like recipe and salt, we even over delivered. These categories have a significant impact in volume growth and bottom line as well. The Channel Specific approach implemented is beginning to yield results, where the Sales Team capitalized on the market sales potential in areas of Public Account, Local Modern Trade, International Modern Trade, Food Service Division, Special Category and General Trade. Sales growth in Public Accounts (USC-CSD) has more than doubled this year. In Special Category Management (SCM), sales of salt was at an all time high. The 2013 environment was once again challenging on account of deteriorating law and order situation, high inflation, counterfeits and energy shortages. However, in the wake of such challenges, we delivered 20% sales growth (Volume 15%) with an improvement in trading operating margin and EPS growth thereby demonstrating the value of strong alignment of our people behind our strategic priority to become Rs. 50bn business by 2020. Strong presence in international markets is at the core of our vision statement and in line with our aspiration we established a subsidiary in Dubai NFL – DMCC to strengthen our export operations and plan to set up more subsidiaries in Europe and North America soon. The sustained business growth that we have evidenced in National Foods as well as strategic alignment provides framework for accelerated innovation, increased engagement with consumers and enhanced operational and financial capabilities. This will enable us to remain fit to win in more intense environment in future. Pakistan is the part of sub-continent, which is known for the high spicy foods and National Foods is the leading recipe masala of the country. But National Foods faced tough competition from the founder of the recipe masalas in the country that is Shan Foods’ Recipe Masalas. National Foods has different food categories and in each category they faced different competitors. National Foods started their operations with Jam, Jelly, Marmalades and Pickles and became a major competitor to Michelle’s and Ahmed Foods. National Foods are perceived as Pioneer in Ketchups and Sauces by competing with Shezan and now Shangrilla too. Following is the SWOT Analysis and Matrix as per National Food’s Strategy Formulation: Strengths: Cultural Image Developer Largest Food Exporter High Advertising Budget International Recognition. Weakness: High Pricing Strategy Limited Products Conventional Packing Stuck with Tradition Opportunities: High Food Entertainment Fond to International Tastes Multi-Cultural Lifestyle Technological Communication SO Strategy National Foods should introduced International Recipes WO Strategy Associate National Food’s Brands with Interactive Social Media Threats: Increasing Dine-in Hangout Low Priced Masala Brands Ready-to-Eat Food Availability Chef’s TV Demonstrations ST Strategy Sponsored the Cookery Shows on Leading Food TV Channels in Pakistan WT Strategy. Cobranding the National Foods with Leading Fast Food Chains for building association Proposed and Designed by Afnan Khan OLD VERSUS NEW BRAND LOGO OLD LOGO For over 40 years, we’ve been known as the one brand women all over Pakistan count on, but just like people grow and change, we’re growing too. And now it’s time for a change. Every year we’re growing bigger, brighter, more global, and our NFL spirit of adventure – which has been the energy behind every new and innovative product – is now the encouragement behind our new logo. The new Pakistani homemaker is feisty and vibrant and our new image is helping her feel just as we have generations of food lovers feel – completely at home. NEW LOGO At NFL, freshness is what keeps us going. We keep life updated with new recipes, new products, and now we’ve got ourselves a Transformed logo. As with everything we do, we took a careful look at what we had, kept the best of the past, and introduced elements that were exciting, appealing, and yet always true to our soul. We’re still caring, optimistic, and reliable and now we’re livelier than ever before! MARKETING MIX Product Categories National Foods Limited has Fourteen Product Categories: 1. Chinese 2. Desserts 3. Health foods 4. Jams 5. Ketchups 6. Pickles 7. Raj masala National Food’s Recipe Masalas are the high revenue generated product, competing with Shan Foods shoulder by shoulder. National Foods launched Rivaaj Pastes in last decade and received acclaimed response from the market by having a competitive advantage in product line. National Foods’ Chinese Recipes are pressured by the Knorr’s Chinese Recipes and failed to receive estimated targets. National Foods’ Ketchups are the followers in the market despite of being founder in the ketchup industry because of Shangrilla’s Chinese flavored ketchups. National Foods’ another product category of Pickles are the second most sales generated product and successfully beating the competing brands of Ahmed Foods and Shangrilla. National Foods launched Fruitily instant drinks around four years back but failed to receive the customer’s response because of mismanaged distribution and high advertising of competing brand of Tang Fruit Juices. Product Growth as per National Foods Annual Report 2013: Recipe Mix: National Recipes sales grew by 25. 2% further establishing its market leadership. Gross margin improved, thereby further strengthening the financial health of this important category. The National Recipe Princess contest was conducted in fifty colleges across six cities in Pakistan targeting college going female students. The Karachi Special launch was a laser focused activity to cater to Karachi by launching the recipe mixes keeping in mind the Karachi taste palette. Ketchup: The Sauces Category recorded star performance of 39. 6% growth underpinned by highly successful consumer offering of Ketchup and Chat Masala Combo Pack during peak seasonal period of Ramazan. Gross margin also improved significantly in this category. In addition to well-planned and tightly orchestrated advertising and promotional campaign, penetration, availability and visibility provided the brand fuel for growth to register impressive growth. Fruitily: Despite strong competitive environment in this category, Fruitily recorded 5. 6% growth, gained market share with noticeable improvement in Gross margin. As this is new addition to National Foods portfolio, we will continue to invest in this category to accelerate growth for the future. Salt: Sales grew by 26. 5% with Gross margin improving significantly thereby delivering healthy bottom line. This category has significant potential on health platform as it serves the human body’s requirement for Iodine. Pickles: The category grew by 18%, despite stiff competition. However, Gross margin was diluted on account of higher material cost as we did not pass on inflationary pressure to consumers. The manufacturing process has been redesigned to fully exploit the potential of automation and further upgrade the safety standards. Pricing Strategy National Foods launched their brands with penetrating marketing strategies especially for Masala Recipes, Pickles, Jams but found to be involved in skimming strategy for their brand Rivaaj. National Foods’ Masala Recipes are following the same pricing of Shan Recipes Masalas, but after the recent launching of Mehran Recipe Masalas and Nice Recipe Masalas at high priced strategy, National Foods are counted as on the skimming pricing. As National Foods are following the international quality standards with high marketing budgeting, they compel to be on their well settled prices instead of getting down, but to tackle the competition raised by Mehran Recipe Masalas and Nice Recipe Masalas, National Foods introduced Sachet at half price. Distributional Sales Force The National Foods sales team has also made a significant development toward rural penetration and coverage through a dedicated Rural Development Force (RDF). RDF has extended its operations up to 370 uncovered rural settlements and expanded its distribution to more than 4,000 outlets. To improve our distribution operations in Balochistan, they have appointed Muller and Phipps (M&P), which is expected to enhance our sales performance in this geography. They have also taken initiatives to deploy IT solutions to maximize the benefit of information management in sales. A new software was implemented across Pakistan with key distributors to capture information on real time basis that will assist NFL to take quick action, provide analysis and assist in decision making. Promotional Activities National Foods is pioneer in developing state of the art promotional ideas in the food industry of Pakistan. Due to extra ordinary creative marketing and advertising campaigns, National Foods is perceived on the priority level as compare to their direct competitor i. e. Shan Foods in recipe masalas. Following are the leading marketing and advertising campaign: Rang Bharti Jao National Recipes celebrated its vivid persona with a two minute TVC, bursting with colors, emotions and sensorial shots of rich home-cooked food. In the background, the majestic voice of Tina Sani singing â€Å"Rang Bharti Jao† added to the surreal delicacy of the video. The â€Å"Rang Bharti Jao† campaign was a great success, as it won over the hearts of consumers due to its emotional appeal, and impressed the jury at the PAS awards. The amazing response led to National Recipe acquiring the Best Campaign Award in the Culinary Category. Karachi Special Launch After National Recipe’s great success, the Marketing Team was set out to cater to Karachi by launching recipe mixes especially made keeping in mind Karachi taste palettes. These recipe mixes have five different variants that are fierier and more flavourful to accommodate and satisfy the bold taste buds of Karachiites. Campaigning for these special recipe mixes was also in full throttle; with a TVC, hoardings and a massive BTL campaign, where the NFL float would go to different apartments and cook for the people there (trial activity). Moreover, Chef Saadat in support of National Foods would go to the float and cook for consumers all across Karachi. All this information was shared on our Facebook page for added hype. The Karachi Special Launch was a great stepping-stone for the brand’s aspirations of having long-term National Recipe loyalists in Karachi. National Ketchup Campaign National Ketchup experienced a huge boost in sales due to creative campaigns that coined the product as 100% tomatoes, making it synonymous with â€Å"real tomatoes†. Consumers highly appreciated the pre-emptive organic link to freshness and made the campaign, which ran on ATL and POS, very effective. The campaign also supported Ramadan season, which provided added exposure. National Recipe Princess Hundreds of college students were given a chance once again by National Foods to showcase their culinary skills. The National Recipe Princess contest was conducted in fifty colleges across six cities in Pakistan, with the aim of searching talented young girls who have a flair for cooking to compete for the title of Recipe Princess. This activation was highly successful as electronic media and digital media (Facebook page) gave it a huge boost. College students could keep track of the competition through photos, maps of the contest route, and group discussions and comments, resulting in colossal exposure of over a million views of the competition nationwide. Celebrity guest judges were also invited to the competitions for added hype and brand publicity creating the ideal recipe for success! National Pickles Campaign The attempt to reinvent the brand image of National Pickles proved to be a great success. The aim was to reposition it as a happening brand with an added zing, along with highlighting the pure, delicious and rich ingredients that make National Pickles the best. From the hummable tune to mouth-watering food shots and sensational ingredient shots, the campaign spoke to audiences of all ages, and increased the number of National Pickles fans in no time. National Ka Pakistan Pakistan’s culinary diversity and vivid culture are its joy and pride. National Foods sent out television’s renowned Chef Saadat on an exciting journey to discover the culinary gems hidden in the country’s nooks and crannies. Being the first ever attempt by a food company to create exciting episodic content that reflects the rich fusion of tradition and taste, this series was an attempt to showcase a safer and softer image of Pakistan along with highlighting Pakistan’s unparalleled love for food. The episodes were aired on 9 channels and were heavily supported by digital media as well. The show attained top ten ratings on news and entertainment channels, making it incredibly popular. National Ka Pakistan also bagged the prestigious Passion for Pakistan Award in the PAS awards 2012, triggering overwhelming success. Taste Of Pakistan National launched ‘Taste of Pakistan’, a unique cookbook that captured Chef Saadat’s journey from ‘National ka Pakistan’, and also celebrated Pakistan’s wonderful cuisine with 50 mouth-watering recipes from all across Pakistan. The response to this book was extremely positive because of the fact that the informative cookbook was not only a source for scrumptious recipes, but also a travel log, which helped consumers discover different regions of Pakistan and their delectable cuisines. Facebook Page Support By creating a presence on Facebook through the brand page, National Foods was able to interact with consumers on a much more consumer-friendly forum. It encouraged engagement as National Foods fans could now be updated about all the latest launches, BTL, contests, recipes, amongst other activities. Likes skyrocketed from a mere 15,000 to 60,000 within only eight months which resulted in an increase in the National Foods fan following, while setting sails to rising success for the brand. One-Minute Recipes In the fast-paced world of today’s times, people are always looking for quick solutions to everything. Taking the growing digital users as a base, National Foods launched the first ever one-minute video recipe cards in Pakistan. These one-minute videos were the quickest way to view a recipe with ease, and therefore, they gained a great deal of popularity, especially among the younger audience. The videos are now available on Google Play for Android cell-phone users too. To date, these videos have been viewed more than 55,000 times and the application software has been downloaded more than 6,000 times, thereby demonstrating its success. NATIONAL FOODS AS LEADING EXPORTER BThe wide range of National Foods products enjoys unparalleled acclaim across the world as we believe in providing nothing but the best. National Foods products are famous globally for their freshness, taste, hygiene and value for money. Providing you the exotic taste of Pakistan, National Foods products are distributed in over 35 countries in 5 continents, through our strategic partners. And with our continuous success, we are rapidly making inroads into new markets worldwide. NATIONAL FOODS IN COMMUNITY Commitment to CSR has been a part of the NFL strategy since its inception. Different initiatives reflecting our values are undertaken to give back to the society that has supported our business throughout the years. At NFL, we believe that CSR starts with providing the highest quality of products and services at the least cost and with the least environmental impact. From this foundation, our CSR aspirations continue to grow, incorporating processes and activities that aim to strengthen society and ensure sustainable social delivery. Sustainability underlines the foundation for NFL’s business endeavors, where we especially engage in strategic social investments, working to empower and uplift communities. The CSR Mission of National Foods is â€Å"Our CSR commitments must reflect all facets of our corporate personality – NFL as a manufacturer, an employer, a consumer in itself and as an industry leader. We uphold these commitments through our values, policies and our practices. †

Importance of Deductive Reasoning Essay

It is very important to understand what is known prior to making a decision. All facts need to be reviewed, wrote out, and reviewed again. By doing this it will help you in making your decision accurately. For example, the DQ question we had this week, I reviewed all facts, wrote them down, and went to figure out the solution by reviewing the facts step-by-step. After I done this, then I went over everything again, and had the same solution, that there could be more than one advisor. I then submitted my answer. After doing this, I saw that another classmate had a different solution than mine so, I went back to review all the facts again, I could then see that my solution was accurate, and so was my classmates. This activity was very interesting, because there could several different solutions. If I had reviewed only part of the facts, or not used critical thinking, then I would have definitely made the wrong decision. The role of deductive reasoning in the decision- making process is a very important one. If you do not understand all the information that you are given, or if you just understand part of the information that you are given, than you will more than likely to make the wrong decision. This is why you should make sure that you understand all the information & facts that you are given, and think critically on all information so you can make an accurate decision. If you take the time to review, understand all of the facts that you are given this will help you in the decision making process. Deductive reasoning, and decision making is both part of the thinking process, when using them to together you this will aid you in making the right decision. Deductive reasoning is a method that helps you in gaining knowledge, which is a very important component in the decision making process. The process of deductive reasoning aids in understanding an argument by helping you to clearly understand all of the facts. When you deductive reason, you are thinking critically which will assist you in understanding the argument, and will also assist in making the right final decision. When reading the 5 arguments that were given, as I was reading I was critically thinking on each fact or bit of information given. For example, on buying a car if any information was left out, you could see yourself leaning to agree with Sally but, then seeing Mark’s point of view, his old car is fine for now, he hates to go on debt with the knowledge that Sally is pregnant. But, then Sally wants a safe, reliable, dependable vehicle for the children. If the fact that Sally was pregnant were not stated then that would change the whole decision- making process. This is why it is important to have, and understand all facts to help assist you in the decision-making process.