Challenges in Managing Innovation Across Supply Chains â€Evaluation and Implementation

[pic] Business Major-Minor Supply Chain Management Course Assignment Challenges in Managing Innovation across Supply Chains —Evaluation and Implementation Student: Ying Deng Student ID:1205690 Course Number: 07 14511 Teacher: Professor Dr Victoria Hanna Date: 10/01/2013 Acknowledgement This research paper is written for the subject: â€Å"Global Marketing† in the University of Birmingham. Firstly, we would like to thanks Almighty Lord to give us knowledge and keep us healthy during the whole period of our research work.Secondly, we are greatly indebted to our lecturer and advisor-Professor David Walker for his valued opinions and expert advice in the preparation of this thesis. Thirdly, we would like to express our appreciation to the convenient internet that greatly helped us to find whatever information that we needed. Finally, we want to express our gratitude to the Fujifilm Corporation for its kind assistance and support throughout the writing progress of this thesi s.We have also managed to collect some important information from the relative journals and books. All group members of the assignment University of Birmingham, April 2012 Table of contents Acknowledgement Abstract Importance of supply chain innovation Innovation and its source and types Challenge of innovation management—evaluation of innovation Effect of buyer-supplier power relations Example cases of success and failureChallenge of innovation management—implementation of innovation Implementation’s detailed challenges in different types of industry—service and physical goods Implementation’s detailed challenges in different types of industry—emerging and mature industries More challenges in innovation management REFERENCES Abstract Title of course: Supply Chain Management Program: Various. Authors: Ying Deng Supervisor: Dr Victoria Hanna Date: Sep 2012 to Dec 2012 Background: The complexity and scale of any firm’s supply chain has made the management of supply chain innovation difficult and full of uncertainty.However the fast developing market requires the supply chain to innovate as fast and efficient as possible. There are amounts of successful and failed cases of innovations across supply chain from the last centuries, yet it is a big challenge to successfully manage the innovations. Purpose: The purpose of the thesis is to investigate what Fujifilm did and is doing to develop in the global circumstance and with all the internal and external factors’ impacts, also what it probably will or should do in the future to maintain its current status and to improve.Conclusion: After evaluating Fujifilm’s history and current situation along with its recent marketing feedback data, also referring to abundant marketing theories and books, we will suggest Fujifilm to take various acts and strategies to remain competitive and maintain & increase its market share. Keywords: Supple chain, Innovation, Manag ement, Evaluation, Risk, Implementation, Buyer-supplier power, Product life cycle, Pre- and Post-contractual, service and physical goods, emerging and mature industriesThe â€Å"18 months law† (Gorden E, Moore, 1965) had suggested and been proved that the electronic market doubles its product’s function while halves its prices. The other industries, while maybe slower than the electronics but similarly fast changing, suggests, that the businesses innovate in every possible aspects within and related to themselves, to fit into the fast pace of today’s dynamic world with the information explosion, to catch up with the increasing globalization, savage price competition, increased customer demand for enhanced quality and reliability.Studies and experiences show that R&D spending is strongly positively associated with the probability of introducing a new product, and most of the businesses are willing to invest in the R&D activities to create the internal innovations (BRDIS data, NSF 11-300). However, apart from the internal R&D, the innovation can also be gained both from the supply chain itself such as by re-organizing resources or enhancing distribution systems, and the other ends across the supply chain, such as improvement from end-users’ feedback. One of the well-known examples is P&G's Continuous Replenishment Planning (CRP).The company Proctor & Gamble changed the entire value chain by driving orders based on DC withdrawal and sales data that successfully improved its service and reduced costs across the supply channel (Roger C. Vergin, & Kevin Barr, 1999). The direct customer input derives innovation, such as the overall product concept, and the timing of the launch to packaging and delivery (Kevin O'Marah, 2005). Other typical examples including innovations caused by improved assembly line such as the Ford Company in the early 1910s, and advanced technologies and processes such as the enhanced Ocean shipping container by Malcom Mclean in the 1956, etc.According to Porter’s five forces theory, the business is affected by its suppliers, customers, new enchants and new substitutes (Micheal E, Porter, 1979). Supply chain as it stands for, is usually regarded as the flow of resources and products from the supplier, through the firm, to the customers. Supply chain links the supplier, the business and the end-users (customers), as one of its key natures. The other features include its complexity caused by the fact that businesses’ product manufacturing or service providing usually involves more than one supplier and customer.These facts lead to the high possibility of innovations from the supply chain. Not only has the physical goods’ flow in the supply provided opportunities of innovation, but also the information flow from the opposite direction of the physical goods. The sources of innovation are mainly concluded as â€Å"push† and â€Å"pull† (Clegg, Juliana & Pilkington, 2 011). The â€Å"push† stands for technological opportunities that breed the innovation. The â€Å"pull† stands for market needs that urge for innovation. Also, there are more than the two sources, such as regulation change, users’ feedback, staff, etc.Innovation across supply chain can be from both to the â€Å"pull† and â€Å"push† fact just as the examples of Ford and P&G respectively. As stated above, the vast source of innovation of supply chain and from the supply chain provides a great pool of ideas and potential. However, accordingly, the variety also raises the problem of whether a specific innovation actually suits the business and the industry, and whether it can actually fulfill the aim of innovation—to make the profit rise, to satisfy stakeholder’s interests better by changes such as reduced cost or added value.The scale of supply chain raises the uncertainty of an innovation. This brings us to the discussion of challenges in managing innovation. How to evaluate the suitability of a supply chain innovation to an firm? Will there be any potential constraints to the innovation in the supply chain? How to deal with the timing issue of the evaluation? Will this innovation be risky in any part of the supply chain, from the supplier to the customer? Innovation can mainly be sorted into four types: Product, Process, Position, and Paradigm (4P’s).Whichever it is sorted into, innovation can be defined as a new idea, or the recombination of old ideas, or a scheme than challenges present order, or a formula, or a unique approach (Van de Ven, 1986:591). Most examples of the simple innovation are R&D departments’ new product design. This type of innovation are usually based on careful market research, built after detailed study of profitability and potential risk, released into the market after thorough limited-scoop test and trial. model) During all this process, the staff of the firm can gain full understanding of the design, and the design can be changed at any stage of the process to fit into the firm’s expectations and the market’s current trends. Also, as this type of innovation origins within the firm, the main timing issue of it will lay on the dynamic need and technology of the external market environment, while the consideration of competitors’ imitation/substitute can be comparatively lower as all the details could be kept in house or by patenting.On the other hand, innovations from the supply chain could be different. As the innovation can lay in any part of the supply chain, such as a enhanced information exchange system, or the distribution system’s transformation, the innovation will need thorough evaluation process to decide its suitability, such as the Farbey et al. (1993) and  Farbey & Finkelstein (2000) IS implementation’s evaluation framework. The effect of the innovation might not fit into the firm’s market envir onment and its current situation’s strategy.One of the most important aspects of the supply chain management is to study the buyer-supplier power relation, to reduce cost and increase value of the supply chain. Innovations across the supply chain, whether it is an information update or system reform or use of new technology, they can influence the power relation of the supply chain, desirably or undesirably. Positive changes to the power relation can help the firm gain a favorable position in or after the process of purchase/signing of contract.Taking the consideration of buyer-supplier power shift before an innovation is adopted is vital to the success of its implementation. The power relations, affected by information, scarcity and utility, can actually decide the profitability of the production and risk distribution between the firm itself and its suppliers & buyers. If the innovation to the supply chain lowers the liability to specific supply of materials, for example, th en the firm’s buyer power towards its supplier increases, with a possibility to bargain for lower prices on the materials.If, however, the liability is increased by the innovation, the supplier’s power increases, giving them the power to increase the selling price. The innovations, bringing changes to the current buyer-supplier relations, have the risk of lowering the buyer/supplier power of the firm, hence putting the firm in a unfavorable position in the supply chain, with the consequence of new or increased cost paid to suppliers, or reduced price to the buyers. It may also cause a decline in quality or efficiency as a series consequence.The wrong evaluation of the changes an innovation can bring to the supply chain and its buyer-supplier relations can be disastrous. Let us have a look at the Aris Isotoner’s 1994 sourcing calamity case. Trying to lower the cost, the executive of the company replaced the in-house production with outsourcing from suppliers in o ther Asian locales. However, this approach did not reduce the cost but raised it around 10-20%. Also, the responding speed was found slower, and the quality of the product was plummeted.As a series result, the company’s sales halved, causing more than $100 million loss and long lasting effects that required more investing to maintain the company. The Aris case is a clear example of how important it is to accurately evaluate the suitability and risk level of an innovation. The idea of outsourcing needs to be considered together with the current difference between in-house production and buying from suppliers. Not only the cost need to be considered, but also the quality of the product, and the speed of product supply.Taking it a little further, the communication process with the supplier can incur unexpected costs, for example, the lawyer fee. The matter of unemployment to the old plant’s employees could possibly cause HR problems that need time and effort to solve. The financial situation of the company may go through cash flow issues since the purchase of product can be much more expensive than raw materials. If the case is the other way around, that a company wants to bring the components’ production in-house, there can be multiple considerations, too.Apart from the problem of cost, location and quality, there can be human resource (suitable staff for the new plant, for example) and technology problems. As the production technology is comparatively new to the firm’s staff, it could be difficult to build up efficiency with the same cost at the beginning. Before an innovation to the supply chain is brought into practice, it is crucial to consider every possible impact that this innovation can have. Based on the scale of even the tiniest company, this could be difficult not to miss any aspect.In fact, supply chain innovation is more than difficult to go over restricted-scale test as there are actually no samples of supply chain. Eith er put the innovation into practice to observe the result after a while, or â€Å"simulate† it in imaginary models that cannot be perfectly detailed and has considerable mistake rates. Even if the suitability and risk level of an innovation can be accessed, can the response of the whole supply chain be quick enough and accurate enough? Will the integration of changed resources, information, the staff’s thinking and supplier updating be in time?Will there be â€Å"distortions† within the communication between the ends of supply chain? Is there any demand or idea conflict in the different fraction of the supply chain? These can all be the challenges that an innovation in the supply chain can meet. Also because of the innovation across the supply chain can hardly be kept in house, the firm’s competitors can get access to the ideas and the two firms may enter the situation that whichever introduces the new idea into the market first gains more advantage.Thus the innovation from the supply chain might end up as low or even no profit after evaluation, adoption, development and testing. This brings us to the challenge of proper implementation method and speed of the innovation. Based on different types of the supply chain, natures of different industries and the different environment of the market, the concerns and priorities of the implementation can actually be completely different. We will look into the difference between service and physical goods supply chain, and the difference between mature and emerging industries’ supply chain in the following paragraphs.All the challenges mentioned above can be seen in both service supply chains and physical good’s supply chains. These two types of supply chains share many same challenges, such as cost management, resource allocation, etc. They both need to be more dispersed, digitized and dynamic to catch up with the market trends. Unless the physical goods industry can successfull y digest the brought-innovation to gain its own patents, the two types of industries will both face the challenge of competitors’ imitation and timing.They will have differences of challenges, such as () but the major ones are usually the same as mentioned above. However, their priorities could be totally different. Though the service and physical goods supply chains face the same challenges mentioned above, there are some major differences between these two types of supply chain innovation. The difference is not shown by challenge’s types, but by the importance or significance of the same challenge.For example, service supply chain face the challenge of updating their staff’s knowledge of the new innovation as human resource is vital to the business and they actually face more intangible innovation than tangible ones, while physical goods supply chains might need to focus more on updating the plants and materials to follow up the new innovation’s require ments. Service, as an intangible product, focus its value more on technologies, techniques and human resource that accomplishes the service, and customer interaction level is generally higher.This implements that the service industry will focus more on intangible equities than tangible ones. When an innovation is in operation, for example, a new set of service, the service supply chain may suffer huge losses if its human resource and technology cannot follow the change, which may even lead to complete failure on the innovation. Also, the tight relation between service and customer participation requires the supply chain to be highly agile (Narasimhan, et al, 2006) to deal with changing demands.On the other hand, the physical goods supply chains are less strained to keep their staff on the trend. After evaluation of innovation, they are more affected by the problems related to physical production, such as material’s moving, location, distribution, etc. In emerging markets and mature ones, there can be difference of priorities to manage challenges, too. See it from the product life cycle theory (PLC), the mature markets’ products have stabilized consumer base, and the strategy of the firm is set and focused.The mature industries tend to have more incremental innovations either on process or on the product, thus they might need more time to evaluate the innovation based on existing products, and the consideration of cost and stuff/culture conversion. The strategies such as cost leadership, focus strategy, or differentiation give specific demand of innovation—lower the cost, or quicker delivery, or advanced function, etc. The human resource is well equipped with needed knowledge and technique, whereas the thinking of staff is harder to change.The priority of innovation management could be stabilizing, maintaining, improving, thus call for incremental innovation. The challenges are featured as trying not to affect existing value creation activi ties. Opposite to it, the emerging industries are going through fast growth, and demands radical innovation that has the potential to largely increase revenue or significantly reduce cost. The emerging industries have more possibility to encounter major breakthroughs and the radical innovations. There may be tense competition for market share. The market is unstable and the corporate strategies could change every day to follow market trends.Based on the emerging market, the supply chain’s innovations need to be fast responding and competency-building. The difference of innovation’s requirements can result in different evaluation standards and different methods to carry out the innovations. What’s more, we can see from the buy-supplier relation perspective. The emerging industries’ supply chain may hold more possibilities of communicating with new suppliers for new resources, so there need to be thorough consideration of the pre-contractual power relations . Wrong estimation of power relations may cause unnecessary costs.This requires more work on cost management and balancing benefits between different parties. In some of the cases, emerging industries face less competition, so the challenge of timing could be minor, but a few other cases mainly on service industries show that the emerging business could face even more severe competition and their profitability can vary significantly according to the introduction time. The suitability of innovation could be even harder to decide, because they will need to evaluate by speculation instead of looking for existing experience.They can consider less on the culture/staff conversion, though, as the thinking mode has not been set up yet. While for mature industries the existing pre-contractual relations are relatively stable because the information and resource of the buyer and supplier, no matter whether they are new entrants or existing firms, will actually be more stable. They will need to consider post-contractual power relations carefully, though, when the supply chain innovations are related to the replacement of suppliers. The transaction cost economy (TCE) shows that any changes to existing contracts can raise uncertainty hence raise risk to the supply chain.Based on individual industries’ difference, the challenges of managing innovation across the supply chain can be different in importance, significance and difficulty to settle. The nature of the industry, for example, whether it is national or international business, determines the priorities of challenge management. This is more specific to the individual differences, and requires experience and thorough research and careful design to successfully manage the innovations. The above mentioned challenges of evaluation and implementation are just two aspects of the challenges that innovation across the supply chain might encounter.There are also other challenges, such as managing conflicting requirements between the innovation’s development and the existing system, managing long term human resource and culture in relation to the innovation, developing the proper strategy to achieve win-win situation with the new innovation, etc. The last two mentioned above link to the features of the supply chain—more than one party is involved. The difference of staff and culture between the source party of innovation and the receiver party of it leads to the need of change in minds for the new innovation.The fact of involvement of the multiple parties leads to the possibility of win-win situation. However, this possibility could be a challenge because this could be a scenario of the game theory. Innovations can be the source of huge breakthrough and greater success to a firm’s supply chain. It can also be the source to risk and failure of the firm. Managing the challenges of supply chain innovation, though it is complex and require great efforts, can reduce the risks of the innovation. References: Watson, G. and Lonsdale, C. (eds. ) (2003) Managing the Supply Base within Business Networks, chapter 4Allwright, A. and Oliver, R. (1993) Buying Goods and Services, chapters 12-14 R Verma and K K Boyer, (2010) Operations and Supply Chain Management: World Class Theory and Practice, South-Western Dong Won Cho, Young Hae Lee, Sung Hwa Ahn, Min Kyu Hwang, (2012)A framework for measuring the performance of service supply chain management, Soft Computing for Management Systems, 62(3), Pages 801–818 A. J. van Weele, (2010) â€Å"Purchasing & supply chain management: analysis, strategy, planning and practice† 5th edition, Andover: Cengage Learning,Evangelista Pietro, Alan McKinnon, Edward Sweeney and Emilio Esposito, (2013)†Supply Chain Innovation for Competing in Highly Dynamic Markets: Challenges and Solutions. † IGI Global, 2012, 1-350. Web: 3-32 Alessandro Brun, Maria Caridi, Assessing Improvement Opportunities and Risks of Supply Chai n Transformation Projects (ed. ), (2008) â€Å"Supply Chain†[online], available from: INTECH, http://www. intechopen. com/books/supply_chain/assessing_improvement_opportunities_and_risks_of_supply_chain_transformation_projects (02/01/2013) Debra Hofman, Stan Aronow, 21 May 2012, The Gartner Supply Chain Top 25 for 2012 [online], http://www. artner. com/id=2021615#t-N70737 (05/01/2013) Jan 2006, The 11 greatest supply chain disasters [online], available from: Supply Chain Digest, http://www2. isye. gatech. edu/~jjb/wh/tidbits/top-sc-disasters. pdf (29/12/2012) Jackson, R. , (1995) An Empirical investigation of the differences in goods and services as perceived by organizational buyers, Industrial Marketing Management, 24 (2), pp. 99-108 Andrew Cox, Paul Ireland, Chris Lonsdale, Joe Sanderson and Glyn Watson, (2004) â€Å"Supply Chains, Markets and Power—Mapping buyer and supplier power regimes† [online], Taylor & Francis e-Library, available from: Google books, h ttp://books. oogle. co. uk/books? hl=zh-CN&lr=&id=HYBP9GsLpw8C&oi=fnd&pg=PP1&dq=buyer+supplier+power&ots=MmcU_1fXwW&sig=VwMwnViasijZHb5CNSVb53Rrlw4&redir_esc=y#v=onepage&q=buyer%20supplier%20power&f=false (23/12/2012) Marjolein C. J. Caniels, Cees J. Gelderman,(2007) â€Å"Power and interdependence in buyer supplier relationships: A purchasing portfolio approach†, Industrial Marketing Management, Volume 36, Issue 2, Pages 219-229, ISSN 0019-8501, 10. 1016/j. indmarman. 2005. 08. 012. http://www. sciencedirect. com/science/article/pii/S001985010500132X) (28/12/2012) J M Tuazon, (2011)†The top three reasons supply chain transformations fail† [online], available from: enterprise innovation, http://enterpriseinnovation. net/whitepaper/top-three-reasons-supply-chain-transformations-fail (31/12/2012) â€Å"Procter & Gamble: Finding the Right Business Model† [Online], available from: https://dspace. ist. utl. pt/bitstream/2295/141516/1/AOSI-2007-CASOH. pdf (26/12/ 2012)

Cycle Incense Sticks

â€Å"Everyone has a reason to Pray† 1 Established in the year 1945, Cycle Agarbatti was a well-respected and much preferred brand when it came to their target audience, being deemed a ‘trustworthy’ and ‘traditional’ brand. However, over the years, things had changed – access to technology increased, competition increased, nuclear families increased and so did the presence of internet in one’s life. Given this context, and given that Cycle wanted to connect with the youth, being ‘traditional’ wasn’t all that desirable any more.So the challenge was to make the category and the relevant for that part of society that had not given them a thought yet. Out of all the things that divide this country, class, caste, creed etc. , there was only one unifying factor – Cricket. In our country, it is equivalent to a religion, where Sachin is revered as the God. The entire nation had hoped that the personal success of Sachin Tendulkar and the collective success of the ICC Cricket World Cup 2011 would coincide in one grand affair.We won the cup, but a huge chunk of the cricket crazy nation was not appeased as their God stood at a precarious juncture in his 22 years of cricketing action. It was just a matter of time. All communication in this category has been established within the realms/ confines of prayer, both as a concept and a creative hook. Building brand salience for Cycle brand was the key and had to explore, create and exploit opportunities where one would have to leave reason to rest and just had to keep the faith. 2The answer to all prayers and a long and tiring wait came in the form of Sachin Tendulkar’s 100th international century on Mirpur on 16th March 2012. The maestro became the first cricketer to notch up 100 international centuries when he scored 114 against Bangladesh in the Asia Cup ODI tournament. And when he did, all he did was to look up and thank his God. This became the intervention point for Cycle with the message â€Å"Everyone has a reason to Pray†. It took Sachin over a year to score his 100th 100.And when it did, he thanked god. 3 What makes the innovation differentiated and unique? Twists and turns in cricket cannot be predicted. We managed to creatively and contextually place a brand message without being a part of the desi commercial blitzkrieg with vada pavwallahs, gola vendors and cola giants and spending crores celebrating the same. The scale of execution Every leading newspaper was going to cover Sachin’s 100th 100. There were going to be half page, full page and page on page coverage of the same.And our message was present on each such page. There were several pictures of Sachin in the coverage. But our brief was very clear: we would only have our message published in newspapers which had THAT picture of Sachin looking up, to thank god at the momentous occasion of his 100th 100. There were 6 publications who agreed to do so. Deccan Herald, Prajavani, Hindustan Times, Vijay Karnataka, Hindu and DNA with all their editions were chosen to populate this simple yet contextually relevant message.The brand message only occupied around 635 sq cm beneath Sachin’s picture which was set in over 5000 sq cms of editorial coverage across publications in ONE day. There are several ways in which a brand can populate their message: Spending money’s to create opportunities Vs. Latching on to events or occurrences fitting the brand ideology. Scenario 1: If we were to rope in Sachin as a brand ambassador, create a campaign for his 100th 100 and then celebrating it in media – it would mean an easy twenty crore + spends for us.Scenario 2: Instead, we managed our money by celebrating his win in a smart way and plugging the extremely relevant brand message 4 The Campaign won the ‘Big Bang Award 2012’ from AD club Bangalore. Our Media agency DDB Mudra MAX won the gold in the category PRINT INNOVATION. The parameters for the award selection: 1) The simplicity of the idea- (all great ideas are simple) 2) The brilliant brand fit 3) The execution 4) Cost effectiveness-in a way Sachin became our idea ambassador for ‘Everyone has a reason to pray’ at zero cost. 5 C S S UD E A E T IS

Li & Fung Introduction

Introduction: â€Å"Globalization†, the word everybody has heard of and which Is literally spread everywhere. Either In school, university or In the news. People are constantly discussing about this term and its consequences. But what does globalization actually mean? There are thousands of deflations and It Is hard to find one which covers all areas of globalization. In short words Globalization considers the process of the world becoming more and more interdependent and linked concerning politics, economy, environment and technology. It is not possible anymore to see our economy as a single unit.Instead the whole world is connected and linked through cash or trading flows or commodities that are being shipped for instance from Hong Kong to the US. This process has significantly influenced multinational companies and their strategic development in order to gain more wealth and growth from an international point of view. In the following assignment I am going to analyses the i nternationalization strategy of Lie & Fun, a Hong Kong based multinational company which targets on a unique supply- chain management system and also covers logistics.We span a range of such as toys, home furnishings, sporting goods, footwear, and health and beauty products. Our services cover all aspects of the supply chain from product design, raw material sourcing and production management to quality control, logistics, and shipping. We operate one of the world's most extensive global networks across our trading and logistics businesses. More than 28,000 colleagues work across some 300 offices and distribution centers in more than 40 different markets. We have access to a sourcing network encompassing over 1 5,000 suppliers around the world.The Trading business provides sourcing services to retailers, brand owners and wholesalers to support their brands on both an agency (commission margin) and a principal (product margin) basis. It also offers design and products to retailers on a wholesale basis. The Logistics business is a leading player for logistics in distinct verticals across Greater China and Southeast Asia, and interacts with our trading business to provide comprehensive in-country logistics solutions and international freight forwarding services. )

From Sixth Grade to the Shoe Factory Essay Example | Topics and Well Written Essays - 250 words

From Sixth Grade to the Shoe Factory - Essay Example It appears morally deficient that he should be expected to begin working at lesser pay than an adult, but the benefits outweigh the immediate costs. His financial contribution to his family and his own savings are much more helpful than continuing to go to school and depriving himself and his family of the 180,000 pesos a week that benefit the greater whole. This is wise, and a morally valid decision on the part of his family. However, Vicente is robbed of his childhood as well as his potential to develop intellectually which could lead to far better paying jobs. Nonetheless, this cannot be proven. The primary moral violation is that he is exposed to toxic glues and thus his health condition suffers. His employer should be responsible for ensuring the factory does not hurt Vicente’s health, as they are not only harming a human life but also could cripple their own workforce. On the whole, the factory should ensure that zorritas are safe and healthy by seeking alternative produ cts or insisting that the producers of the glue do something about their own product’s safety, as these will likely have long-term effects on the zorritas that will lead to poor health, reduced income, and harm to their families.

Diversity Research Paper Example | Topics and Well Written Essays - 750 words

Diversity - Research Paper Example Shami sought to dye his hair but found out that all hair dyes were all ammonia based, a compound he was allergic to according to his doctor. This spurred Shami to set out at inventing the first ammonia free hair dye in the world named Magento, which effectively launched his business career. In the year 1986, Farouk Shami started his Spa and hair care products company called Farouk Systems based in Houston, Texas. This company, over the years, has introduced numerous hair care products in the cosmetics industry, which has seen his business venture and innovations lead to flourishing and profitable business career. Farouk Systems Inc. is a manufacturer of professional spa hair care products that offer lighteners, colors, styling products, hand, body washes, and lotions and tools like dryers, irons and brushes (Miller, Vandome & John, 2011). According to Pederson (2009), Farouk Systems’ SPA products include lacquers, fragrances, top coats, ceramic base, ceramic base coats, coat b inders, and cuticle oils. The company also provides services in ceramic instant drying drops, conditioners, chemically treated kits, shampoo ionic protectors, ceramic ridge fillers and nail tools and accessories. Farouk Systems also offers buffer file and block, crystal nail files and in addition, they offer infra highlight color, blondest blonde, ionic permanent color and auto digital wet among others. Farouk Systems Inc. is a private company that was founded on principles aimed at promoting safer workplace environments, a principle that embodied by the company’s motto; Environment, Education & Ethics. This was to be achieved by providing the hair care industry with safer hair care products free from harsh chemicals (Herman & Smith, 2009). Advanced knowledge through education was to be the foundation of this objective, and new professional systems that could be replicated at home. Farouk Systems is comprised of 1,500 professional hairdressers spread in over 60 countries in t he world (Rosenbloom, 2011). Farouk Systems Inc. entrepreneurial intentions are driven by the need to promote the creation of safer working environments in the hair care industry. This contributes to the consistent drive in innovation of chemical free hair care products using natural dyes from plant and animal extracts (Pederson, 2009). These intentions were achieved through Farouk Shami’s resilience in research aimed at developing alternative hair care products that were much safer than what the current provided. Farouk Systems’ consistency in innovation has propelled the company’s entrepreneurial intentions to a leading market position in the industry. The company’s strongest traits are characterized, by market research, to provide the best and current knowledge on trends, consumer demand and preferences. Strong leadership is a key factor to Farouk Systems’ success in an industry that is characterized by stiff competition and the influx of new pr oducts in the market. The emphasis and focus on the development of high quality products is an entrepreneurial trait that has helped the company maintain its market appeal and demand. An example of this is the introduction of the Chi Straightening Iron that is made of pure ceramic raw material making it deliver superior results compared to other products in the market (Herman & Smith, 2009). The quality results produced by this product are attributed to consumers’ willingness to buy it at higher prices than other similar products in

FORMAL LETTERS AND REPORTS Assignment Example | Topics and Well Written Essays - 500 words

FORMAL LETTERS AND REPORTS - Assignment Example Elsie Chan agreed with the report on the factor that there is a communication breakdown between some health professionals and their patients. Elsie agreed that some doctors judge patients based on past experiences of similar illnesses and on such basis may lose a point as all patients must be examined individually. The doctors failed to fully understand the patients problems as the patients were not given time to express themselves. Logan advocated for awareness to be created for all health professionals to examine patients individually and consider each situation on its own. Marion Hale considered the point of discrimination of patients to be totally unethical and that doctors should embrace the spirit of responsibility to their patients. Marion advocated for a separate office to be created in all hospitals to report cases of discrimination by doctors or nurses and the respective hospital management to reprimand such doctors accordingly. Kelly Mitchell seconded this idea. Mark Ryan advocated that all doctors should be reminded of their code of conduct and ethics which they vowed to follow when they graduated. Ryan proposed that these values be printed and posted in various sections of hospitals to remind them regularly. Nick Yanes raised concerns that patients too had a role to play in the whole scenario. He advocated for patients to be sensitized on the importance of them giving adequate information to doctors as this will help doctors assess them accordingly. Mitchell Jones advocated for strengthening of the counseling department in hospitals to assist those patients that are emotionally despaired due to their illnesses and not willing to

CRITICALLY DISCUSS SOME OF THE KEY ISSUES INFORMING EARLY YEARS Essay

CRITICALLY DISCUSS SOME OF THE KEY ISSUES INFORMING EARLY YEARS EDUCATION AND CARE POLICY UNDER THE NEW LABOUR GOVERNMENT - Essay Example The New Labour government came up with the third way – ‘policies’ that were being developed on what works. Power and Whitty (1999) concluded that â€Å"it might be more accurate to suggest that new labour government program is based on a combination of what’s popular and what’s easy rather than what works.† The new labour party always featured education as its first most priority. The party continued coming up with new strategies and plans. For them, education was the necessity of every individual in a nation. Through proper education system, not only the standard of state is raised but unemployment can also be prevented to some extent. The government wanted to provide quality nursery education, for example by, setting up primary schools of standard, building new schools on public and private partnership, introducing the need of new technologies, hiring more skilled and dedicated staff in schools to improve teaching methods etc. These were the policies of the party in 1997 (Labour Party Manifesto, 2001). In 2001 the party manifesto was to establish more secondary schools with different missions. The subjects like Mathematics, English, Science and Information Technology were given more importance in the curriculum. Their manifesto included creating nursery for three year olds, introducing more learning at primary schools with music and sports, and arranging more state schools. The aim of the party was to polish the talent of every child and giving them more opportunities to excel in life (Labour Party Manifesto, 2001). In the first term of their government, the Labour party changed the method of teaching with establishing primary schools. In the second term, they transformed the secondary schools in accordance with the teachers and staff of schools, and formed more specialist schools with each having a unique identity. In 2005, their manifesto was to establish an education

Biorefinery Coursework Example | Topics and Well Written Essays - 750 words

Biorefinery - Coursework Example Switch grass is current used for the production of biofuel (Jefferson, McCaughey, May, Woosaree, & McFarlane, 2002). Biomass in Alberta Province of Canada (Jefferson, McCaughey, May, Woosaree, & McFarlane, 2002) Biomass Mean annual yield (Mg/h) Prairie sand reed 9.5 Switch grass 7.0 Big bluestem 5.5 Western wheat grass 8.8 Mammoth wild rye 7.7 Green needle grass 15.8 wheatgrass 7.5 Thick spike 6.7 Question 2 The following bio-products can be obtained from the bio-refinery: bio-diesel, ethanol, modified proteins, adhesives and resins, solvents and lubricants as well as industrial plant-based oil products (such as fertilizers, plastics), and plant-made industrial products (such as composites), Propose conversion technologies that can be applied in the biorefinery to produce the identified products; at least two different paths to ethanol should be included Biomass handling technologies for the production of different bio-products from the biomass listed in the Table above involved harv esting, transportation, storage and pre-processing and fermentation or anaerobic digestion. Pretreatment is carried out by hydrolysis of lignocellulosic material with dilute sulphuric acid (0.7-5% v/v) in two stages to yield fermentable sugars such as D-glucose, D-mannose, D-galactose, L-rhamanose, D-xylose, L-arabinose, and uronic acids. The first stage is carried out at 140 Â °C for 15 min to hydrolyze the hemicelluloses and in the second stage proceeds at 190 Â °C for 10 min to breakdown the cellulose. Any residue cellulose is hydrolyzed enzymatic ally. The bioconversion of D-xylose into ethanol from hemicellulosic materials is limited by the presence of toxic compounds, such as phenol, furfural, 5-hydroxymethylfurfural and acetic acid. These toxic compounds decrease the bioprocess productivity. The toxic compounds are removed by use first adjusting the pH to 9-10 by using Ca(OH)2 to facilitate the removal of the toxic compounds and this is followed by readjusting the pH back t o 5. The hydrolyzed hemicellulosic material will be fermented with S. cerevisiae for ethanol production. Alternatively, ethanol can be obtained from the biomass by carrying the pretreatment process by means of steam explosion at 160-290 Â °C, 0.7-5 MPa. The process depolymerizes the cellulose and the hemicellulosic materials. Detoxification and fermentation processes as describe above is carried out to yield ethanol. For each possible path, estimate how much ethanol can be produced per year. Use theoretical yield if the actual conversion efficiency is unknown. Theoretical yield Percentage of cellulose in Switch grass is 40.2% (Jefferson, McCaughey, May, Woosaree, & McFarlane, 2002) Percentage of hemicelluloses in Switch grass = 32.5% (Jefferson, McCaughey, May, Woosaree, & McFarlane, 2002) Hydrolysis of 1 kg C6 sugar polymers gives 1.11 kg monomer sugars Hydrolysis of 1 kg C5 sugar polymers gives 1.14 kg monomer sugars Fermentation of 1 kg glucose (C6) gives 0.511 kg ethanol Theore tical yield = ([(40.2 *1.11) + (32.5*1.14)] * 0.51) Theoretical yield = 41.65/100 = 0.42 kg/kg feed = 0.55 L/kg feed Comment on the logistic aspect (mainly the transportation of feedstock) of the biorefinery, taking into account the scale of operation, the distribution of feedstock, and

About the history Essay Example | Topics and Well Written Essays - 1000 words

About the history - Essay Example This period lasted from the Alexander Severus’ death to the reign of Diocletian. During this period, the Empire witnessed rapid changes of emperors. Despite the turbulent times that the empire went through, it succeeded in sustaining itself. However, this crisis precipitated the splitting of the empire into two divides, one comprising of the Eastern Empire while the other comprised of the Western Empire. The splitting of the empire into the eastern and western empires can be regarded as one of the internal factors, which contributed to the dissolution of the Roman Empire (Gibbon, Lentin & Norman, 1998). Another internal factor that contributed to the dissolution of the Roman Empire included the antagonism between the emperor and the senate. The emperor had the power to make decisions with regard to issues related to religion, civil affairs, and the military affairs of the Empire. The Senate acted as the advisory body to the Emperor. As a result of the powers accorded to his office, the emperor became. This led to numerous disagreements between the emperors and the senators, thus leading to the dissolution of the Empire (Gibbon, Lentin & Norman, 1998). Another internal factor that contributed to the dissolution of the Roman Empire included the decline in morals within the empire. The rich upper class, the emperor, and the nobility became immoral, and this had a negative impact on the empire. Some of the immoral behaviors that characterized the empire included sexual immorality, which entailed orgies and adultery. The immoral behaviors of the empire also encompassed the keeping of young boys for the purposes of pleasure by Emperor Tiberius (Gibbon, Lentin & Norman, 1998). Other internal factors that can be attributed to the dissolution of the Roman Empire included forced prostitution, which used to be common in brothels. The masses got angered by such acts and expressed their bitterness towards the empire. This had a

Berlin Wall Essay Example for Free

Berlin Wall Essay What Was the Berlin Wall? The Berlin Wall was both the physical division between West Berlin and East Germany from 1961 to 1989 and the symbolic boundary between democracy and Communism during the Cold War. Dates: August 13, 1961 November 9, 1989 Overview of the Berlin Wall The Berlin Wall was erected in the dead of night and for 28 years kept East Germans from fleeing to the West. Its destruction, which was nearly as instantaneous as its creation, was celebrated around the world. A Divided Berlin At the end of World War II, the Allied powers divided conquered Germany into four zones, each occupied by either the United States, Great Britain, France, or the Soviet Union (as agreed at the Potsdam Conference). The same was done with Germanys capital city, Berlin. As the relationship between the Soviet Union and the other three Allied powers quickly disintegrated, the cooperative atmosphere of the occupation of Germany turned competitive and aggressive. Although an eventual reunification of Germany had been intended, the new relationship between the Allied powers turned Germany into West versus East, democracy versus Communism. In 1949, this new organization of Germany became official when the three zones occupied by the United States, Great Britain, and France combined to form West Germany (the Federal Republic of Germany). The zone occupied by the Soviet Union quickly followed by forming East Germany (the German Democratic Republic). This same division into West and East occurred in Berlin. Since the city of Berlin had been situated entirely within the Soviet zone of occupation, West Berlin became an island of democracy within Communist East Germany. Mass Emigration Within a short period of time after the war, living conditions in West Germany and East Germany became distinctly different. With the help and support of its occupying powers, West Germany set up a capitalist society and experienced such a rapid growth of their economy that it became known as the economic miracle. With hard work, individuals living in West Germany were able to live well, buy gadgets and appliances, and to travel as they  wished. Nearly the opposite was true in East Germany. Since the Soviet Union had viewed their zone as a spoil of war, the Soviets pilfered factory equipment and other valuable assets from their zone and shipped them back to the Soviet Union. When East Germany became its own country, it was under the direct influence of the Soviet Union and thus a Communist society was established. In East Germany, the economy dragged and individual freedoms were severely restricted. By the late 1950s, many people living in East Germany wanted out. No longer able to stand the repressive living conditions of East Germany, they would pack up their bags and head to West Berlin. Although some of them would be stopped on their way, hundreds of thousands of others made it across the border. Once across, these refugees were housed in warehouses and then flown to West Germany. Many of those who escaped were young, trained professionals. By the early 1960s, East Germany was rapidly losing both its labor force and its population. Having already lost 2.5 million people by 1961, East Germany desperately needed to stop this mass exodus. The obvious leak was the easy access East Germans had to West Berlin. With the support of the Soviet Union, there had been several attempts to simply take over West Berlin in order to eliminate this exit point. Although the Soviet Union even threatened the United States with the use of nuclear weapons over this issue, the United States and other Western countries were committed to defending West Berlin. Desp erate to keep its citizens, East Germany decided to build a wall to prevent them from crossing the border. The Berlin Wall Goes Up There had been rumors that something might happen to tighten the border of East and West Berlin, but no one was expecting the speed nor the absoluteness of the Wall. Just past midnight on the night of August 12-13, 1961, trucks with soldiers and construction workers rumbled through East Berlin. While most Berliners were sleeping, these crews began tearing up streets that entered into West Berlin, dug holes to put up concrete posts, and strung barbed wire all across the border between East and West Berlin. Telephone wires between East and West Berlin were also cut. Berliners were shocked when they woke up that morning. What had once been a very fluid border was now rigid. No longer could East Berliners cross the border for  operas, plays, soccer games, etc. No longer could the approximately 60,000 commuters head to West Berlin for well-paying jobs. No longer could families, friends, and lovers cross the border to meet their loved ones. Whichever side of the border one went to sleep on during the night of August 12, they were stuck on that side for decades. The Size and Scope of the Berlin Wall The Berlin Wall stretched over a hundred miles. It ran not only through the center of Berlin, but also wrapped around West Berlin, entirely cutting West Berlin off from the rest of East Germany. The wall itself went through four major transformations during its 28-year history. The Berlin Wall started out as a barbed-wire fence with concrete posts, but just a few days after the first fence was placed, it was quickly replaced with a sturdier, more permanent structure made out of concrete blocks, topped with barbed wire. The first two versions of the wall (barbed wire and concrete blocks) were replaced by the hird version of the Berlin Wall in 1965. This version consisted of a concrete wall, supported by steel girders. The fourth version of the Berlin Wall, constructed from 1975 to 1980, was the most complicated and thorough. It consisted of concrete slabs reaching nearly 12-feet high (3.6 m) and 4-feet wide (1.2 m), plus it had a smooth pipe running across the top to hinder people from scaling the Wall. And tentatively approached the border and indeed found that the border guards were letting people cross. Very quickly, the Berlin Wall was inundated with people from both sides. Some began chipping at the Berlin Wall with hammers and chisels. There was an impromptu huge celebration along the Berlin Wall, with people hugging, kissing, singing, cheering, and crying. The Berlin Wall was eventually chipped away, into smaller pieces (some the size of a coin and others in big slabs). The pieces have become collectibles and are stored in both homes and museums. After the Berlin Wall came down, East and West Germany reunified into a single German state on October 3, 1990.

Relationship Between Tectonic Architecture And Materials Cultural Studies Essay

Relationship Between Tectonic Architecture And Materials Cultural Studies Essay The following thesis seeks to identify and examine the relationship between tectonic architecture and materials. Although materials are all around us; we often do not take the time to examine them; to truly reflect on their inclusion, and so there very presence is often taken for granted. In order to emphasise the importance of materials in architecture; this research question focused on discussing How do materials play a key design role in tectonic architecture? The thesis used two main methodologies. The first was a literature review, which includes a comprehensive review of the literature that was instrumental in addressing the main topics, materials and tectonic architecture. The second was a model based study which focused on a particular building. It examines how a change in materials could affect the design of a building; and thus emphasises the key role materials play in tectonic architecture. The findings of the research highlighted the fact that materials do indeed play a key role in the design of tectonic buildings; and in some cases they can be the main driver for the initial design. However it was also established that there are many other contributory factors which also affect the overall design. Factors such as the structure, the crafting of construction, innovation, the use of cutting edge technology, the collaboration of the design team as they work in synergy with the architect, and finally the methodologies of learning by doing or facilitating education through the teaching of others. Definitions / Glossary Tectonic Architecture A non-monolithic structure, assembled using different materials, techniques and resources in the act of construction making and revealing  [1]  . Stereotomic Architecture A self-supporting monolithic structure composed from articulated solid elements. Atectonic A combination of tectonic and sterotomic building techniques. The crafting of construction This is not just a joint or a construction detail; it is the crafting together of materials and surface through bespoke means. Green design Philosophy that treats environmental attributes as design objectives and not as constraints. High-tech Refers to technology that is at the cutting edge or the most advanced technology currently available. Honesty The notion that a structure shall display its true purpose and not be decorative Materials The matter from which a thing is or can be made  [2]   Constructivist teaching methodologies Constructivist teaching is based on the belief that learning occurs as learners are actively involved in a process of meaning and knowledge construction rather than passively receiving information  [3]  . All works of architecture involve a creative interplay between ideas and materials to which both makers and critics have repeatedly been willing to assign ethical value  [4]   Table of Contents 1.0 Introduction Materials are not trendy; they are a necessity for the realization of creativity  [5]   Looking around the built environment, one can see materials are everywhere; yet they are not often questioned; when were they invented? How are they picked? How are they used? Why were they put together in a particular way? Were the correct materials selected? In addition to these questions architects must also address issues around purpose and design; can materials be the driving force behind their designs or are they insignificant, merely an aesthetical feature of the building. Attempting to delve into and address some of these questions has led to the research of this thesis; namely How do materials play a key design role in tectonic architecture? This thesis aims to understand tectonic architecture and the role of materials in the design of a building. One has a basic understanding of what these words mean from the glossary however there is a need to explore where they have come from and how they have and will affect architecture. In exploring this idea there is a need to acknowledge, where tectonic architecture and materials began, how they have evolved over time, and going forward what direction are they headed in? The thesis shall discuss a number of these issues in order to address the research question. The paper shall examine the following main chapters; Joint / The crafting of construction, the tectonic innovation of large span, 20th century modern tectonic architects, 21st century tectonic environmental architecture and a model based study. Research methods This thesis is jointly done through two research methods. The first consists of the literature review, and was under taken to gain an in depth understanding of tectonic architecture and the complexity of materials. The second involves a model based research which was conducted through the analysis of drawings in order to understand the effect of a material change on a tectonic building. The first five chapters will analyse the key role materials play on tectonic architecture. It will look at both the theory and the practical side of this subject; with analytical drawings to further develop this principle. This study will be carried out via secondary research, comprising of books, journals, newspaper articles, electrical journals, published conferences and websites. Research will be carried out on both subjects, starting with the design and building of the mere hut to the development of the contemporary tectonic architecture. Chapters six will be an in-depth study in to a model based research, where the question will be asked if materials do play a key role in tectonic architecture and if there was variations in materials would the building design and space changed. The analysis will aim to show how important materials are to the building design with 3 dimensional drawings. 2.0 Joint / The crafting of construction Often it is the expressiveness of the jointing which humanizes structures and gives them their friendly feel.  [6]   In Greek, the term tectonic comes from the work tekton, which suggests carpenter or builder. In the fifth century, the meaning evolved into the role of the tekton. This led to the emergence of the master builder or architekton. Kenneth Frampton observed that Adolf Heinrich Borbein claimed this meaning would eventually change to an aesthetic rather than a technological category. Frampton noted in his book Studies in Tectonic Culture that Karl Otfied Muller, in his third edition of Handbuch der Archaologie der Kunst, that tektones was specialized, in reference to people in construction or cabinet makers which used a specifically functional or dry joint, though this did not include clay and metal working in the meaning. This gave the definition of tectonic as the joint or the joining through the construction process. In 1851 Gottfried Semper, published his book, The Four Elements of Architecture (Die vier Elemente der Baukunst). He based some of his elements on a Caribbean hut (see figure 1) that he saw at the great exhibition of 1851 and he divided the dwelling into four elements, 1 the earthwork, 2 the hearth, 3 the framework (including the roof) and 4 the lightweight skin or membrane  [7]  . On the base of these four elements, Semper classed the building crafts into two fundamental different procedures: the tectonics of the lightweight frame work and the stereotomic of the base. Semper illustrated the use of the stereotomic base where mud-brick and stone were placed on the ground, on to which the lightweight framed structure sat. Frampton considered the stereotomic base to be load bearing masonry, weather stone and mud brick. He noted the importance of the lightweight framed structure, where he saw the creation of the knot as a fundamental element in enabling the tying together of the lightweight components. The knot led to the securing of the frame and was perceived by Semper as a complex jointing of construction. Around the world, this technique can be visibly seen, where rope is used to knot lightweight structures together; highlighting how locally available materials were utilized to build huts. African tribal cultures used a wide range of vertical screen walls where the rope knot was the key construction element. The Gogo house in Tanzania was built from tree branches where a rope knot was employed to hold the structure together while mud was built arou nd the structure. In comparison to this, the Kuba hut found in the southeast of the Congo was erected using woven mats, again with all joints being knotted together with rope. Semper highlighted the development of knots into a weaving process, which subsequently led to the creation of buildings fabric. Buildings such as the Bedouin tribal huts were assembled using locally sourced materials in a weaving manner in order to build strong huts; as oppose to those which were built with knots. Woven walls were a form of wattle construction  [8]  , which was described by Allen Noble as vertical stakes, each fitted into a hole or slot in one horizontal and sponge into a groove or another hole in the other member of the framework. Materials such as osiers, reeds or thin strips of oak were most common  [9]  . This style of wattle construction is still in use today in the building of fences; however it did lead to the advancement in wattle and daub construction, which can be seen in many vernacular buildings around the world today. Cherie Wendelken in his article on The Tectonics of Japanese Style: Architect and Carpenter in the Late Meiji Period noted that Japanese architecture had great symbolical structures which were primarily tectonic, whereby locally sourced material such as grasses and bamboo pillars were being knotted together. The 15th century Japanese house was constructed with a woven faà §ade. These houses were built in a post and beam framed manner with woven infilling walls which allowed for flexible sliding screens. Sempers, The Four Elements of Architecture, can be seen clearly in these houses as the stereotomic base which was built of boulder footings, a lightweight timber structure sat on these foundations and finally a lightweight skin was applied. Some of these structures would be built every 20 years as there time cycle only lasted this length. The most celebrated of these structures being the monumental Naiku and Geku. Pre 1800 tectonic architecture illustrates that the joint or the crafting of construction was the most important and innovative aspect of tectonic architecture with materials playing a key role in the design of the building. This can be seen from the reed-built houses of the Marsh Arabs in Iraq (Materials, Form and Architecture for images p13). These materials were normally locally sourced and the construction methods were tried and tested over long periods of time, as was the case with most vernacular architecture of that era. 3.0 The tectonic innovation of large spans Gothic churches and cathedrals were noted by Frampton as having the idea that with the combining vaulted and trabeated structural forms in a new spatial unity; on the other, it stretched the art of reinforced masonry construction to its technological limits  [10]  . This led to the innovation of large non-load bearing faà §ades in gothic architecture. This innovation in structure went on to influence many architects of the 19th century, including Augustus, Welby, Northmore, Pugin and Viollet Le Duc. Voorthuis highlights how Pugin claimed You can decorate constructionà ¢Ã¢â€š ¬Ã‚ ¦but you cannot construct decoration  [11]  and thereby hides the true construction of a building. Pugin had a great understanding of materials and craftsmanship. He himself used innovative and experimental techniques when it came to craftsmanship and designing building such as the Church of St. Augustine, Ramsgate or St. Aidans Cathedral in Enniscorthy. However Voorthuis emphasised how Pugin would insist that if mouldings were to appear on a building, they need to do so for a reason, such as to stop weathering of an area rather than for aesthetic reasons; and this was his use of tectonic architecture. Frampton pointed this out in the fabric build-up of St. Pauls in London (167-1710). Where he commented on Pugins proposed drawings of the church a section through a pointed church compared to the hidden buttresses built into the fabric  [12]  (fig ) or ornamented mediaeval truss roof compared to t hat of the concealed truss hidden by a suspended ceiling (fig ). While Pugin worked on the innovation in craft and his idea, that mouldings were to appear for reasoning, Eugene Emmanuel Viollet le Duc worked on the advancement in materials. Viollet Le Duc was a French architect and theorist famous for his interpretive restorations of medieval buildings and also for his writing advocating that materials should be used honestly. He began his career with twelve commissions for the restoration of medieval monuments. He encouraged the use of different materials with new techniques and resources, in contrast to the work of William Morris and his art and crafts movement, which promoted traditional crafts. Henry Van Brunt in his book Discourse on architecture noted that Viollet Le Duc was more concerned with the economy of structure than the theorists of the Ecole des Beaux-Arts. Viollet-le-Duc pursues lightweight hollow or reticulated metal construction as an agent for transforming every conceivable tectonic element, from window shutters to metal roofs  [13]  . This interest in metal construction led to Viollet le Duc using wrought and cast iron which promoted lightweight tectonic framed structures and was a unique resourc e from which 19th century architecture would developed from. His experimentation with metal led to the development of an iron network of vaulting and can be seen in his octagonal hall design. Frampton stated that the octagonal hall is organized with its polygonal roof structure and statically determinate iron members displayed the principles of structural rationalism for the first time in construction  [14]  . The octagonal hall was to be a 3000 seat hall spanning 140 feet, illustrating iron works and innovative techniques, which tended to pushed the boundaries of architecture and materials to their limits. His idea of cast iron framed structures was to be firstly realized by the English landscape architect Joseph Paxton and Anatole de Baudot. Paxton won the design competition for the Great Exhibition of 1851 (fig ) designing a building measuring over 92,000m2 . He was assisted in his work by two engineers, Fox and Herderson, who came up with a system of structural elements. The building was completed in nine months due to its innovative modular design and construction techniques which used the largest glass panels available and the most up to date technology in order to forge and connect elements. Another major factor that contributed to the fast building time was the collaboration of each person involved, from the architect down to the craftsman. De Baudot was seen as Viollet Le Ducs predecessor. Frampton noted that he worked in a similar style to that of Viollet le Duc, using cast iron columns to equally express his tectonic architecture in the world exhibitions held in Paris in 1878 and 1889. These two significant projects, one circular, the other rectangular, were attempts to realize Viollet-le-Ducs iron network vaulting on a grand scale  [15]  . However they never lived up to the grand scale of Galerie des Machines 1889 designed by Ferdinand Dute which had a 180 foot span. The building was a controversial design for steel construction however iron was used as Robert Thorne notes that John W. Stamper emphasised The principal material of the buildings structure was to have been steel, but the decision was made at the last minute to use iron instead. Steel was abandoned on the two-fold ground of expense and the necessity of hastening the execution of work  [16]  . Georg Heuser, and Otto Wagner were both great writers in the promotion of architectural realism as a matter of principle in the late 1800s. Heuser saw the development of architecture innovation rather than decorative style. Frampton indicated that Heuser seems to have been among the first to acclaim the riveted steel frame as the new industrial vernacular of the machine age  [17]  . To the contrary Richard Weston wrights For Ruskin, industrial production was the work of the Devil, and cast or machine work that imitated craft (hand) production what he called operative deceit  [18]  . 4.0 Tectonic reinforced concrete Bring out the nature of the materials; let their nature intimately into your scheme  [19]   The latter half of the 19th century, also saw the development in structural framing concrete. In 1890, engineer Paul Cottancin came up with his reinforced masonry system known as ciment arme. This system was noted to be labour intensive and became obsolete 17 years later due to Francois Hennebiques patent and his reinforced concrete design known as beton arme. This outcome reversed tectonic principles allowing the transgression of a stereotomic material to a tectonic frame. Frampton stated that after Louis Vicats perfection of hydraulic cement around 1800, concrete began to be used in a new way  [20]  . However he mentions how Joseph Moniers began building prefabricated flower pots and sewer pipes from reinforced wire and cement. It was not until Francois Hennebique, a French engineer and self-educated builder, began using perfected reinforced concrete in his construction that it became popular. Douglas McBeth, in his book Francois Hennebique-Reinforced concrete pioneer, emphasised that Hennebiques system started out as fireproofing to protect iron beams. However he soon realised that the floor system would be more economical if the iron was used only where the slab was in tension, while it could rely on the concrete in compression. The Hennebique system was a simple erection of timber formwork around steel, after which concrete could be poured. While Hennebique was perfecting his methods, De Baudot whom was Viollet Le Ducs predecessor was working on St. Jean de Montmartre. Frampton observed that De Baudot wanted to exploit a method that could combine light construction with bonded brickwork, as he pointed out, the result was a somewhat oriental, diagonally ordered system of vaults rising from thin brick walls and piers enclosing narrow channels of interior spaces  [21]  . This would bring Viollet Le Ducs idea of cast iron vaulting to a new innovative method of brick vaulting. However Hennebique system began to be widely used and was further developed by architects such as Auguste Perret. Auguste Perrets architectural career was bound around the principle of reinforced concrete and Karla Britton, in her book Auguste Perret noted that Perret claimed reinforced concrete frame construction is the ultimate structural material  [22]  . Perrets went to the Ecole des Beaux arts school where he argued between practical and theory in architectural education. However as Frampton highlighted, he chose the practical as he left abruptly before submitting a final project. He started to design and build one of the first apartment blocks from reinforced concrete construction. Nonetheless, Perret was concerned for a building to be structurally honest and with this, used a visible framework as can be seen in his Garage Marboeuf. His work was noted for establishing concrete as an acceptable architectural material in the 20th century. It was noted by Britton that Perret and Frank Lloyd Wright attempted fair faced reinforced concrete at virtually the same time and both had similar res ults. 5.0 20th Century Modern Tectonic Architects Construction is the means; architecture is the result  [23]   Frank Lloyd Wright left school in 1887 without finishing his degree, and moved soon afterwards to Chicago where he found work with Adler and Sullivan. Wright was impressed with Sullivans ornamental design. Louis Sullivan was influenced by the idea from and function. However his statement was form ever follows function  [24]  . Sullivan took Wright under his wing and acted as a mentor to him in his early career. Frampton stated; Wrights early domestic architecture, executed in wood, is invariably conceived and machined according to a repetitive modular order and framed  [25]  . Sullivan also introduced Wright to Celtic iconography and Celtic textiles. Following on from this induction, Wright became heavily influenced by textiles. He visited the Columbian exhibition of 1893, the Ho-o-den, and began turning his attentions to Japanese architecture. He visited Japan in 1917 and worked there until 1922. While working in Japan, Frampton noted that Wright studied tea houses, religiou s Japanese architecture, and the Horyu-ji shrine. Upon his return in 1922, Wright brought back many ideas, such as heated floors and modular part construction. However it was woven faà §ade and concrete that mostly inspired him as he stated Aesthetically, concrete has neither song nor any story  [26]  . In 1921 Wright finally looked at the idea of wire-reinforced concrete blocks that were pre-cast with a pattern on the outer face. He would later call this the textile block. He first used this system in the Aliace Millard house in Passadena California. Terry Patterson in his book Frank Lloyd Wright noted that he would make a double coursed wall, one internally and one externally for the cooling and heating of the house. After the accomplishment of both system and house, Wright refers to himself as a weaver  [27]  stating his textile blocks were a woven skin/faà §ade. Wright follows this up with a statement in his book Frank Lloyd Wright Writings and Buildings I finally had found simple mechanical means to produce a complete building that looks the way the machine made it, as much at least as any fabric need lookà ¢Ã¢â€š ¬Ã‚ ¦Standardisation as the soul of the machine, here for the first time may be seen in the hand of the architecture  [28]  . Semper, in The Four Elements of Architecture, spoke about the textile and its comparison to the art of enclosures or the woven faà §ade. This can be seen from the wattle construction, or Japanese vernacular houses, but now can also be seen in the development and the influence in Frank Lloyd Wrights architecture. There was also the development in the joint or crafting of construction. This came from the pre 1800s work and the great iron works of the 19th century which was advanced by architects such as Mies van der Rohe and Carlo Scarpa. Mies van der Rohe saw details and joints as one of the foremost important elements in his architecture, as his famously states, God is in the details. Mies started his career by using brick on such projects as his Brick Country house Project going to great lengths in this endeavor. Philip Johnson in his book Mies van der Rohe noted this as he states; he calculated all dimensions in brick lengths and occasionally went so far as to separate the under-fired long bricks from the over-fired short ones, using the long in one direction and the short in the other  [29]  . Mies gradually started to use other materials, such as steel, marble and large sheets of glass. The qualities of different materials became a leading idea in how Mies designed his buildings, from a stereotomic mass to a skeleton tectonic frame. When one looks carefully at the detail in Miess buildings, he had a great understanding and respect for the qualities of materials. As while he was looking for stone for the Barc elona Pavilion, he knew that one could not move marble from a quarry in winter because it is wet inside and freezing conditions could cause it to break. With this in mind, he had to find a dry material and eventually found onyx blocks of a certain size and proportion, and from this he designed the pavilion to be twice the height as it was originally considered and developed the plan from there. Frampton acknowledged that from 1926 to 1933, Mies had three main considerations; firstly, in the underlying aesthetic intention, secondly, in the essence of materials to hand, and thirdly, in the institutional status of the work  [30]  . A change in Mies work can be seen when he shifted the column from circular to I or H. He began to express the joint in the column and beams more often. This transformation brought him back to a shift to more traditional tectonics. This expression can be clearly seen in the Farnsworth House and the Neue Nationalgalerie Berlin. Frampton states, Within thes e parameters, the art of building for Mies meant the embodiment of the spirit in the banality of the real; the spiritualization of technique through tectonic form  [31]  . 6.0 21st century Tectonic Environmental Architecture Materials are not trendy; they are a necessity for the realization of creativity  [32]   Materials loom largely as one of the most discussed ideas of contemporary architecture. Victoria Ballard Bell, in her book Materials for Design explains that Materials should inspire designers to think of materials as a palette from which to imagine an idea or concept that can be realised with the use of materials  [33]  . This idea can be seen in such building as the Laminata Glass house in Leerdam, The Netherlands, the horse stable (Ghost 9) in Nova Scotia Canada or Frank Gehry Guggenheim Museum Bilbao. However how are these materials chosen? Bell outlines that material selection is one of the utmost important decisions an architect must undertake. She notes more often than not, materials are not addressed till the end of the design process or even during the creation of a construction document for a building design as if there are sometimes mere afterthoughts in various projects. Lisa Wastiels has the view that every material selection should aim to fulfil a simple need, to identify the best material for a particular application. However in order to identify the best materials, it is important to first understand the criteria used to select those materials in the first instance. Wastiels research broke material selection consideration into four identified categories, context, manufacturing process, material aspect and experience (see figure). However from interviews in Wastiels research, some interesting information appeared. It was highlighted that building codes, regulations and standards are major factors in the choos ing of materials today. Further to this Richard Weston in his book Materials, Form, and Architecture states, in addition to their traditional interest in the structural/constructional and aesthetic qualities of materials, designers must now also consider their embodied energy (in production, transportation, and on site), potential for recycling, and renewability as a resource  [34]  . Bell remarks that materials are now being chosen for their green credentials to be sustainable and sensitive to our environment. This idea has been used by many tectonic architects such as Glenn Murcutt and Renzo Piano. Australian architect Murcutt is world renowned for his energy efficient architecture; although he does not work outside the country, using his motto touch the earth lightly  [35]  . Murcutt is an advocate of using locally sourced manufactured materials such as glass, timber and steel where he developed an appreciation for simple vernacular architecture which pays attention to the environment. Murcutt takes into account the origins of the material, the energy consumed to process them and reusing them to avoid the loss of energy. The Marika-Alderton House in Yirrkala Community is a prime example of Murcutts energy efficient ideas where he adapts his materials to the hot tropical climate where a skeleton skin like building emphasises ventilation. Nevertheless he also uses agricultural tin sheets to cover the building in an innovative way. Murcutt uses Simpers principle id

my dog Trooper :: essays research papers

Trooper Two memories stand out from when I was a kid. One was the day the Nintendo Entertainment System hit the shelves. The other was the day â€Å"a boy’s best friend† came into my world. Who would have thought that this day would become one of the happiest days of my life? It was in the middle of spring on a nice sunny day. I had just finished my last game from my recreational basketball league. Our team lost, but I put in my two points, along with two solid quarters of bench warming. I was never much of an athlete, but rather a â€Å"mathlete†. Regardless, I still had a lot of fun playing sports. On our way home from the game, my dad and I stopped at several pet stores. I was very confused. He neglected to tell me what we were doing, but I gladly played along. All together we must have stopped at four or five different pet stores. We bought a pack of dog bones, a dog collar and leash, dog shampoo, dog food, and a dog cage. Now I am not the kind of person to jump to conclusions, but I think I was catching on to something. We proceeded home after spending a near 200 dollars on dog supplies. Once we got home, my dad asked, "Joe, What do you want to do today?" I could tell by the sound of his voice that he had asked a rhetorical question. Although at the age of eight I had no idea what a rhetorical question was, I knew he was telling me that we were on our way to the animal shelter. My parents and I jumped into our 1989 blue Aerostar van. My brother was away on a camping trip, so it was just the three of us. The 20-minute drive felt like two hours, and I can remember every second of it. We drove up to the shelter on a smooth paved road that went up to a hill. An empty pasture was on our left side and an old cemetery was on our right. The shelter looked like a small prison. It stood alone in the middle of an open field, surrounded by fence. We jumped out of our van and headed up the walkway. As we walked through the front door, we were forced to look at the cats. Walking through the cat section was the only way to get to the dog kennel part.

George Bush :: essays research papers

GEORGE BUSH The votes were in; the election was over. On the 20th of January 1989, Republican George Herbert Walker Bush became the forty-first president of the United States. After serving two previous terms as Ronald Reagan's Vice President, he defeated Governor of Massachusetts Michael S. Dukakis to earn his new title. Bush had become President at a time when many Americans were uncertain about their country's future. The federal government was intensely in debt due to prior years of budget deficits. Imported foods were more valuable then exports which questioned the United State's economic standing. Foreign policy was also a topic well discussed by Americans. Bush seemed to be doing a good job with it all and in the midst of his presidency a second term seemed to be a sure thing for him. However, the 1992 election marked the end of his reign; he lost by a great margin to democrat William J. Clinton who may I add was later impeached! George Bush was born on June 12, 1924, in Milton, Massachusetts to Prescott Sheldon Bush and Dorothy Walker Bush. Prescott Bush worked in an investing firm, but ended up moving his family to Connecticut where he later on developed a strong interest in politics which led to his position as Senator of Connecticut. Bush had three brothers and one sister who were all brought up strictly and well-mannered. He attended private Greenwich Day School and exclusive Phillips Academy where he was indeed popular. Along with his good grades, Bush was president of the senior class, captain of the baseball and soccer teams, and also played varsity basketball. After graduating prep school in 1942, his original plans of attending Yale University had been delayed due to the U.S. interest in World War II. He enlisted in the U.S. National Reserve where he received flight training and became the Navy's youngest pilot. In 1942, he flew the U.S.S. San Jacinto in the Pacific Ocean where he took part in d angerous fighting. His plane was shot down, but luckily, unlike his two crew members, he was rescued by the U.S.S. Finback, a U.S. submarine. Bush was recognized for his brave, heroic efforts by receiving the Distinguished Flying Cross, and after recovery served at the Oceana Naval Air Station until the end of the war in August of 1945. Shortly before the end of the war, George Bush married Barbara Pierce, a lady he once met at a Christmas dance.

Pragmatism Vs. Idealism (a Man :: essays research papers

Morality is often overpowered by materialistic pursuits. In â€Å"A Man for All Seasons†,Robert Bolt shows the corruption of those who put self interest above all other values. His use of such characters as Thomas Cromwell, Richard Rich, Chapuys and Wolsey help convey this corruption. There is yet another character who is a pragmatist that Bolt successfully represents. Thomas More is an idealist as well as a pragmatist, for he is prepared to give up everything for his beliefs and takes all precautions possible to make his case â€Å"watertight†. It is through this pragmatism and idealism that Robert Bolt shows the corruption of the times.   Ã‚  Ã‚  Ã‚  Ã‚  Thomas More believed in his ideals to such an extent that he was prepared to sacrifice his life for them, if the need arrived. He was a firm believer in the separation of Church and State. When the King tried to start the reformation of England and the Church by a simple Act of Parliament called the Act of Supremacy, Thomas refused to sign it. He believed that the indictment of the King was â€Å"grounded in an Act of Parliament which is directly repugnant to law of God. The King in Parliament cannot bestow he Supremacy of the Church because it is a Spiritual Supremacy! And more to this the immunity of the Church is promised both in Magna Carta and the Kings own Coronation Oath!†(Bolt, p. 92) The marriage was yet another reason why More refused to sign the Act. He knew that if he signed it then he would accept the King as the Supreme Head of Church and thus give the King the power to â€Å"dispense with the dispensation† which to him was against his morals and religion. Of course the marriage was associated with other things -attack on the abbeys, the whole Reformation policy-to which More was violently opposed. When told by Norfolk that his parish attire is a disrespect to the King and his office. More replies that â€Å"the service of God is not a dishonor to any office†(Bolt, p.26) Even though he loves the King to death as proved by Mores loyalty towards him, he values his morality and religion more. For his conscience is a â€Å"little area where I must rule myself†(Bolt,p.34). His position is perfectly described in his belief that â€Å"when statesmen forsake their own private conscience for the sake of their public duties... they lead their country by a short route to chaos.

Wealthy vs. Poor (the True Definitions)

| Wealthy Vs. Poor| The True Definitions| | Sierra Lockett| ENG-101| Jim Andrzjewski | The definition of wealth is very versatile and affects the lives of people in many different ways. It is usually defined as pertaining to riches, luxurious possessions, and an abundance of things of value in general. But to some, it can also mean having a great amount of the things that are considered more important than materialistic assets such as family, friendships, wisdom, health, love, etc.What is the true definition of wealth and does it only relate to things that are great in cash value? Most of today’s official definitions of wealth in dictionaries, glossaries, and thesauruses define wealth as an abundance of valuable possessions or money. There are trillions of advertisements advising people how to obtain it in how-to books, videos, commercials, and step by step guides. Who’s to say that the one who doesn’t have all the materialistic possessions isn’t already w ealthy?People all over the world are striving day to day to have the finer things in life and live the common dream such as a white collar career, luxury vehicles, white picket fence, and the suburban home. The typical classifications of wealth are insufficient and have been misleading people for generations. As a result, people thrive, fight, steal, and kill just to have what is considered the better quality of things in life for their selves and their families. Society must understand that true fortune and prosperity does not come in the form of assets.It cannot be worn around one’s neck, a check cannot be written for it, nor can it be direct deposited. Valuable possessions are things that only bring happiness temporarily and it does not take long before a person becomes bored with it. The tainted and inadequate description of wealth not only misleads but causes one to be prejudice against people who are considered poor. A person is not poor because they lack things of sign ificant value or because their life does not revolve around money.The one who has everything their superficial heart can desire but no one to share it with is the one who is, in fact, poor. Poor just simply means a lacking and official definitions should not state of what the lacking is. Money is the least of what a person can be poor at because even a rich individual can be poor at something. Rich is the one who is plentiful in knowledge and wisdom. How dare someone be prejudice against people who have an inadequate supply of clean water, food, clothing, education, and healthcare?Rich is the person who is still bountiful in faith through strife. Financial income is not the only important factor of wealth or poverty. There are many definitions of being either poor or wealthy. The cash value of something is not what makes it beautiful. The best things in life are completely free such as falling in love, giving birth, and enjoying the beautiful green nature around us. Poor does not ne cessarily mean you cannot enjoy life to the fullest. There are so many individuals who have nothing materialistically but are still content with life because they have each other.True wealth is an abundance of what is important to someone such as what makes them happy. It is not always necessarily money, jewels, and cars. A person living in what is considered poverty can be rich spiritually and family-wise. There is no one definition as to what makes a person poor or wealthy. The definition of wealth is not just having plenty of money and the definition of being poor is not just having a lack of it. It only depends on having abundance or lack of what is important to someone as an individual and not based on what society thinks someone should have.

Feasibility Sample

Table of Contents Executive Summary1 Company Description2 Organization2 Location2 Capitalization3 Business Concept5 Concept Description and Statement5 Sample Menu7 Design/Layouts7 Management Team8 Managing Partner/Owner 8 General Manager8 Kitchen Manager/Chef9 Management Agreements9 Confidentiality Agreements10 Market Analysis11 Industry Assessment11 Target Market15 Location Analysis16 Competitive Analysis19 Marketing Strategy21 Overview21 Customer Database21 Frequent Diner22 Email Campaign23 Mailer campaign23 Community/Charity Involvement24 Business Relationships24 4 Walls Marketing25 Public Relations25Advertising26 Operations27 Overview27 Staffing27 Training28 Daily Operations & Production29 Customer Service31 Suppliers32 Management Controls33 Administrative Systems34 Investment Analysis36 Source of Funds36 Capital Contributions (Investment Roles)36 Growth Plan/Exit Strategy39 Expansion Plans39 Investor Exit Options39 Investor Expansion Options39 Financial Projections40 Project Sou rces & Uses of Cash43 Capital Budget (Start-up Cost Projections)44 Sales Projection45 Hourly Labor Projection46 Detailed Statement of Income & Cash Flow Year 147 Summary Statement of Income & Cash Flow Year 148Summary Statements of Income & Cash Flow Years 1-549 Break-Even Cash Flow Projection50 Appendices51 Executive Summary Dor-El is a  new  burger shop that will serve fresh and healthy vegan patties burger. Strategically located at Barangay Batasan Hills, Quezon City. The shop is adjacent to President Corazon Aquino Elementary School, just beside Batasan National High School and Quezon City Polytechnic University. Dor-El burger shop gives an emphasis on organic and creative ingredients, serving students and locals an alternative snacks and meals that is affordable, tasty, and healthier because they are made from vegetables patties.Highlights of the Study Food Dor-El burger shop will offer the community a new exciting menu of  meals that are made from veggie patties and cold beverages. The main ingredients to the recipe are a combination of tofu and mushrooms that makes it healthy. This patty will be the main ingredient of all the meals that will be served in the shop. Vegan patty will be used as a healthy, tasty alternative for those regular burgers that are high in calories and fats. Customers The target audience is focused on the students and locals living near the vicinity of Barangay Batasan Hills.Second, are the burger enthusiasts. And finally, the health enthusiast seeking for an alternative for their usual hamburger Conclusion Dor-El burger shop will provide an unmet dining experience. All patrons receive excellent customer service, encouraging them to return. The menu offerings are fast, simple, and very healthy. The following study will provide the reader/s with (a) an understanding of the background of the study, (b) the purpose of the study, (c) the reasons why this was important (d) and methods selected for data gathering and analysis. Pro ject Background and HistoryThe purpose of this study is to present a proposal which seeks to conduct a feasibility study for selling a Vegan Patty in the vicinity of Batasan Hills wherein it is surrounded by schools and other establishments. An innovating recipe will be introduced to the market. The target audiences are the burger enthusiast, at the same time, the health conscious customers seeking for a healthier alternative for their snacks and meals. We commonly know that consuming a regular burger (consisting of a cooked patty of ground meat usually placed inside a sliced hamburger bun) which is high in calories and fats is bad for our health.A hazard of saturated fat in the diet appears to be increased risk of diabetes. Saturated fats can increase insulin sensitivity and the metabolic syndrome. There are conditions that increase the risk of diabetes. Fast food hamburger are usually somewhat greasy, so the presumption that a fast food hamburger would have the same effect on bloo d pressure. And it is true that all fats can cause weight gain. But there are also healthy fats. Such as in nuts, fruits like avocados, fish and olive oil, can be eaten in moderation.The main ingredients to the recipe are the combination of tofu and mushrooms that makes it healthy. The cost of the food is much affordable and less preparation time that makes this competitive to other burger shops out there. Management and Personnel Feasibility Organization Dor-EL Burger Shop will be wholly owned and be operated by a graduating HRS student of Infotech Institute of Arts and Sciences, Marcos Highway branch, Ms. Willyn R. Donor. Dor-El burger shop will be a sole proprietorship, with the help from the owner’s family and friends. LocationDor-El burger shop will be located at Barangay Batasan Hills, Quezon City, across President Corazon Aquino Elementary School, and just beside Batasan National High School and Quezon City Polytechnic University. The location of the shop is an integra l part of the strategic plan since it is within the vicinity where it is near school facilities. Passer bys and local residents will have an easy access to the shop. The facility for the burger shop is a lease stall. In front of it is a 2 4-sitter tables with umbrella allocated that are for customers.Proposed Logo This is a proposed logo to be used for the burger shop. Dor-El is the combination of the names of Salvador and Ely, who are the guardians of Ms. Willyn R. Donor. Orange is used for the design of logo. It is said that orange increases oxygen supply to the brain, produces an invigorating effect, and stimulates mental activity. It is highly accepted among young people. As a citrus color, orange is associated with healthy food and stimulates appetite. Orange is the color of fall and harvest. The borders are red and yellow.These colors are supposed to promote appetite. Thus, we can say that even the proposed logo is a part of the marketing strategy. Business Concept Concept Des cription and Statement Dor-El burger shop will be an inexpensive, quick service style shop serving high quality and healthy meals. The service style of the shop will be a counter service style concept wherein the customer will order from the counter and will be serve t immediately after ordering. The decor for Dor-El burger shop can be described as fast paced for students and people on the go.The furnishings/design will reflect the projected image of the decor and shop concept. Unique selling points of the restaurant include veggie burgers on the go, and a menu that is student budget friendly. This concept requires a lease space of approximately 8 square feet to 10 square feet. Enough space for a small kitchen to prepare the meals, and a counter. Dor-El burger shop will be open 6 days a week. The shop anticipates serving continuously during the breakfast, lunch and snack meal periods. The expected hours of operation are as follows: Days |Time of Operation | |Mondays |6:00 AM †“ 5:00 PM | |Tuesdays |6:00 AM – 5:00 PM | |Wednesday |6:00 AM – 5:00 PM | |Thursdays |6:00 AM – 5:00 PM | |Fridays |6:00 AM – 5:00 PM | |Saturdays |6:00 AM – 5:00 PM | |Sundays |Closed | The restaurant should be perceived as a quick service establishment appealing to adults, families of all ages, business and residential customers, students, burger enthusiast and the health conscious. Average meal prices for lunch will run P20. 00 to P80. 00. The average length of the dining experience at lunch is anticipated to be around 15 to 30 minutes. As mentioned earlier, the menu will feature mostly meals and burgers made with vegan patties.A high quality fast food yet very healthy vegetable patties replacing regular burgers that are made with ground meat. Signature dishes include the usual hamburger and cheeseburger. But they will be made with vegan patties. Sample Menu {SUMMARY OVERVIEW: Use this section to display a sample menu if you have one pre pared. A well written and attractively designed menu sample can help to sell your concept. Refer to the related links regarding menu engineering. Related Links: Menu Engineering Basics; Sharpen Your Menu IQ; Online Seminar: Menu Format & Design Techniques This summary overview should be deleted from your working copy after you have completed the text in this section. } Design/Layouts SUMMARY OVERVIEW: Architectural drawings, floor plans, and artist renderings will also help to sell your concept. Include visual components of the concept in this section if available. Related Links: 26 Concept and Design Items You may be Overlooking; How to Design Your Restaurant’s Floorplan; How to Design a Seating Capacity of a Dining Room This summary overview should be deleted from your working copy after you have completed the text in this section. } Management Team {SUMMARY OVERVIEW: This section of the restaurant business plan is intended to convey the background and experience of the man aging partners or owners as well as key management personnel that will operate the business. You hould include a resume type summary for each of the management or owner/management persons or entities such as a Management contractor. The summary should begin with the name of the person and a brief description of the role they will have in the management of the business. You may also choose to insert actual resumes in this section or list them in the Appendices section of the business plan. You should change the titles of the management positions as needed. It is not essential to use the titles as listed; only that you list key management personnel. Other titles might include Director of Operations, Vice-President, Area Manager, Bar Manager, Entertainment Director, Banquet or Catering Director, etc.Related Links: Download Job Descriptions from RestaurantOwner. com This summary overview should be deleted from your working copy after you have completed the text in this section. } Managi ng Partner/Owner – [Name of Owner/Partner] {SUMMARY OVERVIEW: The primary owners/managing partners should be listed first. Change the title of this section as needed (i. e. Sole Proprietor; Managing Partner(s); General Partner; etc. ) It is acceptable to include multiple partners in this section. Explain the management role the individual will have in running the business and give a brief description of the individual’s experience and qualifications to occupy this role.A resume may be included here or listed and included in the Appendices section. This summary overview should be deleted from your working copy after you have completed the text in this section. } [Name of Owner/Partner] has enjoyed a successful career for over [# of years] years in the restaurant industry. [Mr. /Ms. ] began [his/her] career at [name the establishment] as a [name the position]. Since then [he/she] has excelled in the industry, having worked at [name other places of importance; list former positions held; summarize any successes; add sentences as needed]. General Manager – [Name of General Manager] {SUMMARY OVERVIEW: The General Manager is a crucial position to the success of a restaurant.You may omit this section if one of the managing owners will be filling the General Manager’s role (be sure to note this on the managing owner’s role summary. A resume may be included here or listed in the Appendices section. Related Links: Download General Manager Job Description This summary overview should be deleted from your working copy after you have completed the text in this section. } [Name of General Manager] is uniquely qualified as the General Manager for [Name of restaurant]. [He/She] has been in the restaurant industry for over [# of years] years. Previous experience includes [list former positions held; summarize any successes; add sentences as needed].As the General Manager [he/she] will oversee and coordinate the planning, organizing, training and leadership necessary to achieve stated objectives in sales, costs, employee retention, guest service and satisfaction, food quality, cleanliness and sanitation. Kitchen Manager/Chef – [Name of Kitchen Manager] {SUMMARY OVERVIEW: The Kitchen Manager or Chef is another essential position. Explain the role this position will have in the operation of the restaurant. Give a brief summary of the experience and unique qualities of the individual that will help the operation to be successful. A resume may be included here or listed in the Appendices section. Related Links: Download Kitchen Manager Job Description This summary overview should be deleted from your working copy after you have completed the text in this section. The Kitchen Manager for [Name of restaurant] will be [Name of Kitchen Manager]. [He/She] has an extensive background in the restaurant industry. [His/Her] [previous/current] position [was/is] the [list position] for [Name of restaurant/business]. Other experi ence includes [list former positions held; summarize any successes; add sentences as needed]. As Kitchen Manager, [Name of Kitchen Manager] will be directly responsible for all kitchen functions including food purchasing, preparation and maintenance of quality standards; sanitation and cleanliness; training of employees in methods of cooking, preparation, plate presentation, portion and cost control and sanitation and cleanliness.Management Agreements {SUMMARY OVERVIEW: Management agreements, though not mandatory, may be used to lay out the expectations of the manager, the incentive plans, if any, and a termination strategy. You should disclose if there are to be any management agreements in place between the company and owners, hired employees, or third party management company. Include a copy of the management agreement if available either here or in the Appendices section of the plan. It is also acceptable to state that while a management agreement will be in place, none has been drafted as of yet. You should consult with your attorney before implementing a management agreement.Related Links: Restaurant Management Contracts; Download Employment Agreement Template This summary overview should be deleted from your working copy after you have completed the text in this section. } Management Agreements will be executed between the company and [list all parties that will execute a management agreement]. The purpose of these agreements is to define the expectations of both parties, establish an incentive structure, and define the grounds under which the agreement may be terminated. These agreements have been reviewed by the private counsel of [name the law firm that drafted or reviewed the agreements]. Sample agreements can be found in the Appendices section. Confidentiality Agreements SUMMARY OVERVIEW: This section assures investors, bankers, and prospective partners that the company will be proactive in the protection of trade secrets and confidential informati on that could harm or threaten the success or growth of the restaurant and its owners. Related Links: Download Confidentiality Agreement This summary overview should be deleted from your working copy after you have completed the text in this section. } [Name of restaurant] will enforce that all employees sign a confidentiality agreement. Confidentiality agreements with our employees and partners will protect our recipes, operating systems, policies and procedures. Having a confidentiality agreement in place is essential to protect the company’s trade secrets, and show our employees that we take our business seriously. A sample agreement can be found in the Appendices section. Market Analysis SUMMARY OVERVIEW: The Market Analysis section should reveal several factors about the potential market for your concept. This section has been designed to educate the reader about the restaurant market in general and how that relates to your particular concept. It begins with an overview of the state of the restaurant industry. The next step is to evaluate the target market that your concept best appeals to and how that relates to the overall restaurant market with respect to diner demographics, preferences, and habits. The next component, the Location Analysis, should describe the market conditions that exist in the location you have selected.It should also compare the location statistics to your anticipated target market. Finally, it should include a competitive analysis that depicts the area competition and how that will affect your concept. There are several companies, as well as software aids, that specialize in location and demographic statistical data and feasibility analysis. Real estate brokers in particularly have access to much of the information needed to complete a comprehensive market analysis. This summary overview should be deleted from your working copy after you have completed the text in this section. } Industry Assessment {SUMMARY OVERVIEW: This section is used to describe the state of the estaurant market in general. The National Restaurant Association publishes their annual Restaurant Industry Forecast each year and makes it available for purchase. This makes a great appendix for a business plan. This business plan template includes a summary of some key statistics found in this report and other publications issued by the NRA. Related Links: 2007 Restaurant Industry Forecast This summary overview should be deleted from your working copy after you have completed the text in this section. } Stronger Sales According to the National Restaurant Association, industry sales for 2007 are expected to reach a record $537 billion dollars in the U. S.That figure is a whopping 5% increase over 2006 sales and represents the sixteenth consecutive year of real sales growth for the industry. Restaurant industry sales account for 4% of the GNP for the United States. Positive economic indicators and increases in consumer’s disposable income give rise to expectations that 2007 will be another record year for the industry. The total number of locations is expected to top 935,000 in this year and reach 1 million locations by the year 2010. Eating places, defined as full-service, limited service, cafeterias, social caterers and snack bars by the NRA, contribute the bulk of industry food and drink sales.Of that segment, full-service restaurant sales for 2007 are projected to reach $182 billion, a growth rate of 5. 1% over 2006. Quick-service sales are also set to increase by 5% and topping $150 billion in 2007 Ethnic Diversity Restaurants have long been considered among the most diverse workplaces with foreign-born employees making up roughly 25% of the workforce. This diversity ratio spills over into restaurant ownership as well, with one in four eating and drinking establishments being owned by African- Americans, Hispanic-Americans or Asian-Americans — a ratio that is higher than the national average. Furt hermore, the number of minority-owned restaurants is growing faster than the industry as a whole. Leading EmployerThe restaurant industry is the nation’s largest private-sector employer with approximately 12. 8 million workers in 2007 representing almost 9% of the total U. S. workforce. According to the National Restaurant Association, the industry has created, on average, approximately 250,000 jobs per year for the last ten years and is slated to add 2 million new jobs during the next ten years. Nevertheless, the industry remains far behind other retail segments, posting $61,000 in annual sales for every full time equivalent employee. Furthermore, and even though the labor shortage is not as severe as it was in the mid to late 1990s, a sizeable proportion of restaurant operators report that the lack of labor is causing problems.In a National Restaurant AssociationSurvey, forty-six percent of quickservice operators and roughly one-third of fullservice restaurants reported tha t they were seeing fewer applicants for hourly positions than they had two years before. Restaurant operators reported an even greater decline in the number of qualified job applicants. Sixty-eight percent of quickservice operators and nearly half of fullservice operators surveyed said that they were seeing fewer qualified job applicants than two years earlier. Many restaurateurs say it’s taking longer to fill job vacancies than it did two years ago. Operators, in their effort to combat labor shortages, are expected to dedicate more resources to employees training, offer health benefits, and take measures to step up recruiting. Meeting ChallengesIn addition to labor concerns, operators report that rising wholesale costs, energy cost, healthcare insurance and liability insurance costs have negative impacts on their business. As a result, the National Restaurant Association has slated these issues as part of their public policy agenda. They have pledged to take an active role i n affecting commodity prices and trade and support current legislation for healthcare reform. They also support an effective energy policy and are in favor of legal reform to reduce frivolous lawsuits against the industry. Consumer Trends Approximately 47% of all food dollars spent by consumers is spent in eating and drinking establishments.That figure is up dramatically since 1955 in which only 25% of all consumers spending for food and drink went to restaurants. 43% of adults are of the opinion that eating away is as cost effective as cooking at home and cleaning up. Expenditures on food away from home rise dramatically for households with income before taxes of $30,000 or more. Household incomes of greater than $75,000 have increased to 28%. Higher income households tend to spend more of their food dollar in meals away from home. According to the National Restaurant Association’s Restaurant Spending the typical American household spent $2,634 on food away from home, a per capita expenditure of $1054.Households in metropolitan areas tend to spend more than households in non-metropolitan areas. Households with income over $70,000 spent an average of $4,544, $1,466 per capita on food away from home. Other trends noted in the report showed that adults between 35 and 54 spend more on food away from home as a result of their higher incomes. Of that group, households headed by 35-44-year-olds spent an average of $3,234 for food away from home. Flourishing economic growth, changing lifestyles and a diverse ethnic population have contributed to the variety of cuisine and restaurant concepts, making the U. S. a world leader in restaurant innovation.Ethnic cuisines have mingled with traditional restaurant fare resulting in varied menus at every industry segment. The baby boomer population, the demographic segment that has the most significant impact in terms of marketing and menu mix, is getting older. By the year 2010, 19% of the population will be between the ages of 50 and 64. The changing dining habits of this group will greatly influence menus and restaurant concepts in the coming years. Statistics show that the average adult purchased a meal 5. 3 times per week in 2004. Public awareness of health issues continues to prompt operators to provide more health conscious menu items. Entree salads saw the most significant increase across all industry segments.Low-carb items, healthful options for children, and locally produced foods and produce have become more prevalent. Operators expect to see continued interest in ethnic foods, high flavor items such as bold and spicy foods, sandwiches and seafood. Beverage trends were characterized by the continuing popularity of bottled water, specialty coffees and iced tea, and increasing wine sales at full service restaurants. 69% of quick service operators reported that bottled water sales had significant increases. A federal survey released in September 2004 revealed that Americans spend 73 minute s a day eating and drinking. They spend approximately 5. 1 hours per day on other leisure activity such as watching television, exercising or socializing.Travel and tourism is again on the rise with an expected 2% increase in domestic travel and a 5. 6% increase in tourism from abroad. Tourism is expected to increase closer to pre 9/11 levels by the year 2007. Operation Trends Greater use of technology and more reliance on staff training will be used to increase productivity and gain higher revenues. More than two-thirds of restaurant operators say they are more productive than they were two years ago. Nearly thirty percent of food-service operators say they are increasing their budget for technology spending. Nearly two thirds of all restaurants now have websites including 9 out of 10 fine dining restaurants.In addition to posting information such as menu and location, an increasing number are expected to offer other services such as reservations, delivery and takeout ordering. Men u prices for 2007 are expected to increase at a rate of 2. 9%, slightly lower than the 3. 1% growth seen in 2005 and 2006. The expected increase is due in part to increased commodity and energy costs, as well as the increase in the minimum wage. Gift cards and gift certificates in restaurants continue to be the number one preference by consumers as compared to other retail industries. Gift card (and gift certificate) sales account for roughly 5% of annual restaurant sales.Expect a continued increase in the number of restaurants offering gift cards in 2008. Banquet, catering, delivery and takeout continue to be on the rise in full service restaurants as operators take advantage of assets already in place. Half of family- and casual-dining operators and two thirds of fine-dining operators now offer catering. Nearly 40% of operators surveyed by the NRA say that takeout sales are a larger proportion of revenue than it was two years ago. Menus will be strongly influenced by the health-co nscious diners as well as the adventurous. The growing sophistication of American diner’s palates as well as the ethnic diversity in the U. S. ill continue to challenge operators to roll out new menu items and ingredients. Information Sources For more information about current trends and statistics, visit the National Restaurant Association website at www. restaurant. org. 2007 Restaurant Industry Forecast; National Restaurant Association National Restaurant Association’s Restaurant Spending October 2006 Survey, National Restaurant Association U. S. Department of Labor U. S. Census Bureau Target Market {SUMMARY OVERVIEW: Careful evaluation should be used to determine the preferred target market that your concept best appeals to and how that relates to the overall restaurant market with respect to diner demographics, preferences, and habits.Use this section to describe the ideal (targeted) customer profile for the concept, including demographics (head of household age, income, household size, ethnicity, single or multi-family housing); preferred market size of residential and business population; preferential residential and business proximity; traffic count preferences; preferred industry of market (if applicable) such as tourism; seasonal market characteristics; preferred diner categories (care-free, health-conscious, traditional, adventurous); lunch and dinner trade factors. Related Links: Spending Patterns by Age; This summary overview should be deleted from your working copy after you have completed the text in this section. } We anticipate that [Name of restaurant] will appeal to a broad base of consumers. While we expect to be frequented by all types of diners in both the residential and business community, the concept should be particularly suited to specific demographic and market conditions.The location selected for [Name of restaurant] should contain characteristics similar to the targeted market for the restaurant. The menu, service st yle and ambiance of [Name of restaurant] has been created to appeal primarily to [adventurous; carefree; health-conscious; traditional] diner while also appealing heavily to [adventurous; carefree; health-conscious; traditional] diners as well. The concept should especially attract [low; middle; high] income diners with a [predominance; blend] of [single households; family households; single and family households]. The market should be inhabited by a [large; moderate; small] population, providing a sufficient customer base of which to draw from.The immediate surrounding area should have a [predominance; blend] of [single family housing; multi-family housing; single and multi-family housing]. Preferably, the area should include a [moderate; heavy] industrial market. The concept [depends on; lends itself to] the [tourism; manufacturing, travel; general business] [industry; community]. [Lunch; Dinner; Lunch and dinner] traffic will be directly affected by the size of the business commu nity. Preferable demographic and market characteristics for [Name of restaurant] have been identified and summarized in the following table. [Note: There are many variables by which to determine market preferences for a particular concept. The following table is just one example. ] Market Characteristic |Preference | |Population – City |[50,000+] | |Residential population – 1 mile radius |[10,000+] | |Residential population – 3 mile radius |[20,000+] | |Head of household age |[35-45] | |Household size |[2. or more] | |Ethnicity |[Anglo; Hispanic; African-American; Asian] | |Location traffic count – lunch |[800 cars/hr] | |Location traffic count – dinner |[500 cars/hr] | |Household income |[75,000+] | |Per capita income |[35,000+] | |Primary diner trait [adventurous; carefree; health-conscious; traditional] | |Secondary diner trait |[adventurous; carefree; health-conscious; traditional] | |Major Industry base |[n/a] | |Businesses – 1 mi le radius |[Multiple office buildings; at least 1 large employer such as plant or | | |manufacturing facility] | |Businesses – 3 mile radius |[n/a] | |Alcoholic Beverage Service |[No restrictions] | | | | | | | Location Analysis SUMMARY OVERVIEW: Some business plans, probably most, are created before a site has been selected. Therefore, the location analysis may be limited to the general area or city for the proposed concept. Site selection though is often considered the most crucial aspect of the business planning cycle. The Location Analysis should describe market conditions that exist in the location (or general area) you have selected. It should also compare the location statistics to your anticipated target market. Information gathered and displayed here should include demographic statistics, description of local industry and economic outlook, location traffic counts, residential and business population and proximity.You should also draw comparisons between market condi tions for the selected location, and the targeted market characteristics of the concept. List the surrounding neighborhoods, points of interest, and area businesses. Demographic and other information about a specific market can be found through various sources, including websites. Contact the local Chamber of Commerce, the U. S. Census Bureau, the Department of Labor (U. S. and state), and the Secretary of State for your state, the Comptroller’s Office or the County Clerk. The most useful information though will come from your real estate broker. They have access to demographic information that is more specific to the immediate area surrounding the location. They can provide you with reports for 1, 3, and 5 mile radiuses.Real estate broker oftentimes subscribe to services such as Claritas that collect more targeted data than is publicly available. Related Links: U. S. Census Bureau; Dept. of Labor; MapInfo Website; How to Conduct a Market Survey; Claritas Website; This summar y overview should be deleted from your working copy after you have completed the text in this section. } The location for [Name of Restaurant] was selected because of the market similarities that exist between the proposed location and the target market for the concept. The city of [name of city] has a population of [# of population] according to [the U. S. Census Report; the local Chamber of Commerce; report provided by your real estate broker; other source].Leading industry segments include [list the main industries in the area]. [Describe how each industry contributes to the local economy and the number of jobs it adds to the economy. Describe also how a particular industry may be beneficial to your restaurant concept. Example: Tourism is a major part of the local economy. The tourist market in [name of city] brings 200,000 visitors annually, contributing $50,000,000 to the local economy. The industry provides approximately 10,000 jobs making it the leading job provider for the c ommunity. [Name of restaurant] should benefit handsomely from the tourist trade due to the unique concept intended to attract visitors. ]The residential population in the immediate area (within a one mile radius) is comprised of a [predominance of; mixture of] [single family; multi-family] housing. Key [neighborhoods; housing developments] that are considered vital to the success of [Name of restaurant] include [list the neighborhoods or housing developments and the size]. The average household income in the immediate area is [$$] as compared to the city average household income of [$$]. Surrounding businesses include [list some of the major employers or businesses in the immediate area that you will depend on for a portion of your sales revenue. Emphasize businesses that should have a significant impact and explain why]. The employment population within a one mile radius is reported to be [# of employment population].The number of businesses in the area is [# of business], [# consi dered office space or industrial] of which are office space or industrial. The following chart shows the market characteristics for the selected site. |Demographic & Business Characteristics |1 mile |3 mile |5 mile | |Residential Population |[8,900] |[24,500] |[19,800] | |# of Households |[3880] |[11,070] |[9,011] | |Avg. household size |[2. 3] |[2. 2] |[2. 2] | |Avg. ge – Head of household |[38] |[34] |[39] | |Single family dwellings |[2,440] |[10,560] |[5,150] | |Multi-family dwellings |[1,430] |[13,967] |[3,870] | |Ethnicity – Hispanic |[19%] |[21%] |[23%] | |Ethnicity – African-American |[11%] |[10%] |[11%] | |Ethnicity – White |[55%] |[55%] |[49%] | |Ethnicity – Asian |[12%] |[11%] |[14%] | |Ethnicity – Other |[3%] |[3%] |[3%] | |Household income |[$48,551] |[$38,774] |[$35,338] | |Per capita income |[$21,189] |[$17,554] |[$16,025] | |Total # of businesses |[247] |[601] |[489] | |Office Bldg/Industrial Parks |[23] |[62] |[45] | |Traff ic Count – Lunch [867 cars/hr] |[n/a] |[n/a] | |Traffic count – Dinner |[324 cars/hr] |[n/a] |[n/a] | | | | | | | | | | | | | | | | |Primary Residential Clusters |# of Dwellings |Single or Multi-family |Proximity to restaurant | |[Tanglewood Estates] |[620] |[Single-family] |[? ile] | |[The Meadows] |[325] |[Single-family] |[1/4 mile] | |[The Harbor on the Lake] |[260] |[Multi-family] |[? mile] | |[Greenwood Gardens] |[410] |[Single-family] |[1 mile] | |[Tallowood Townehomes] |[600] |[Multi-family] |[1 mile] | |[Frontier Heights] |[590] |[Single-family] |[1 ? ile] | | | | | | | | | | | |Primary Business Centers |# of Workers |Type |Proximity to restaurant| |[Harnden Office Building] |300 |[Offices] |[? mile] | |[Igloo Manufacturing] |450 |[Plant] |[1/4 mile] | |[3 Corners Industrial Park] |425 |[Industrial] |[? mile] | |[Greenwood Mall] |300 |[Retail] [1 mile] | |[Clearview Manufacturer’s Outlet] |250 |[Retail] |[1 mile] | Competitive Analysis {SUMMARY OVERVIEW : Use this section to describe local competition in terms of proximity and similarities to your concept. The competitive analysis should show the extent of market saturation, the type of other restaurants in the area, and specific restaurants deemed to be in direct competition with your concept. List the unique aspects of your concept that give you a competitive advantage over each. Related Links: Download Competitor Review Form; This summary overview should be deleted from your working copy after you have completed the text in this section. }The proposed location for [Name of restaurant] is occupied [by several; by few; by many; largely by older restaurants; by a combination of both older and newer restaurant concepts]. The majority of existing restaurants is comprised [predominantly of; by a mixture of; of few] [fast food; new establishments; chain based restaurants; casual theme concepts; etc. ] Restaurants that could be considered in direct competition with our concept include [ list the restaurants]. The following chart displays restaurants within approximately a [one; three] mile range. It includes all restaurants of significance including both limited service and full service establishments. Area Restaurants within a 1 Mile Range | |Name |Type |Brkfst;Lunch;Dinn |Direct Competition | |[McDonald’s] |[Fast Food] |[B,L,D] |[No] | |[Luby’s] |[Cafeteria] |[L,D] |[No] | |[Blue Water Grill] |[Casual Full Service] |[L,D] |[Yes] | |[Hugo’s] |[Fine Dining] |[D] |[Somewhat] | |[Pizza Hut] |[Pizza-Delivery] |[L.D] |[No] | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Restaurants that might be considered direct competition for our target market customers are listed in the next table. It is important to note that the restaurants listed are not necessarily similar concepts to [Name of restaurant]. However, we feel that we are competing for a similar customer base. |Name |Theme |B; L; D |Check Average | |[G eneral Manager] |[1] | |[$40,000-$50,000/yr] | |[Assistant Manager] |[2] | |[$28,000-$32,000/yr] | |[Kitchen Manager] |[1] |[$30,000-$35,000/yr] | |[Line Cooks] |[5] |[2] |[$9-$12/hr] | |[Prep Cooks] |[3] |[1] |[$7-$9/hr] | |[Dishwashers] |[4] | |[$6-$7/hr] | |[Hostess] | |[5] |[$7-$9/hr] | |[Servers] |[12] |[6] |[$3/hr +tips] | |[Bartenders] |[3] |[3] |[$5/hr+tips] | |[Bussers] |[3] |[3] |[$4/hr+tips] | |[Cashiers] |[3] | |[$7-$9/hr] | | | | | | | | | | | Training {SUMMARY OVERVIEW: Provide an overview of the training programs that the staff will undergo. Include in house training as well as 3rd party training such as state mandated Alcohol Awareness Program servers may have to attend. Make references to employee manuals and training tools. List them in the Appendices section. Related Links: Download Training Manual Templates; Download Server Training Checklist ; Download Alcohol Management Program; This summary overview should be deleted from your working copy after you have compl eted the text in this section. A thorough training program will be adopted for every position in the restaurant. Highly qualified people filling those positions will be provided training materials and personal instruction. They will learn the [Name of restaurant] method of how to operate a successful restaurant. Newly hired personnel will be instructed in customer service, safety, and health laws in addition to the job functions of their respective positions. Training manuals for each position will be edited to reflect the unique requirements of [Name of restaurant]. [Servers will undergo an in house Alcohol Management Program that teaches the importance of responsible alcohol service.Additionally, The state of [state you are in] mandates that servers of alcoholic beverages be certified in a state approved course. ] Daily Operations & Production {SUMMARY OVERVIEW: This section should describe in summary the day to day operations of the restaurant from opening to close. It should con vey to the reader that management has a sound plan for operating the restaurant. Briefly explain operational issues such as scheduling, departmental job functions, ordering and receiving, menu production, service, general safety procedures and maintenance. Related Links: Download Restaurant Operations Checklists This summary overview should be deleted from your working copy after you have completed the text in this section. [Name of restaurant] will be opened [# of days] days a week for [breakfast; lunch; dinner] necessitating [multiple; a single; staggered shifts]. Schedules will be written by departmental managers and posted every [time interval between schedules; monthly; weekly; every two weeks, etc]. The schedules will be written in a manner that allows management to increase or decrease hourly labor according to sales volume in order to maintain a consistent labor cost control. Designated management [and kitchen staff] will report for work [# of hours before opening; a few hou rs before opening; in sufficient time before opening; etc. ] to prepare for opening.The menu [has been; will be] created in a manner to allow the preparation of many recipe ingredients to be done ahead of time. Proper labeling and rotation techniques, accompanied by ample storage facilities will ensure that high quality prepared product will be sufficiently available to meet the demands during peak business hours. Replenishment and ongoing preparation will continue during off peak business hours. [Management; departmental managers; kitchen manager; designated managers] will be responsible for ordering, receiving and maintaining sufficient inventory to meet production demands. Ordering schedules will be staggered with perishable products being ordered multiple times per week to preserve freshness.Standard grocery and supply orders will be ordered less often, according to a predetermined schedule and storage capacity. [Service staff; front of the house; terminology depends on what typ e of service style the restaurant will use] will arrive at staggered intervals, allowing sufficient time to prepare for anticipated customer traffic. Management will adopt the use of operational checklists to verify that each work shift has been properly prepared for and to insure the operational standards are followed before, during and after work shifts. The [table service; quick service; counter service; etc. ] service style of [Name of restaurant] is by design intended to complement the guests overall perception of the restaurant, creating a designed guest experience.The restaurant layout, including the dining room, design [, bar or lounge layout; if applicable] kitchen and serving line, [will be; has been] designed for efficiency and flexibility to accommodate the fluctuation in customer traffic and peak meal periods. The production of our menu and servicing of the guest begins with the arrival of the guest. [Use this section to describe how guests will be greeted, seated, have their order taken, how the order turned in to kitchen or bar, how it will be processed in the kitchen or bar, how it will be then delivered back to customer, how the customer will pay, etc. ; This explanation should help the reader to visualize the entire guest experience.Because it is impossible to offer suggestions for every conceivable service style, we have provided an example for a table service concept. ] [Example: The production of our menu and servicing of the guest begins with the arrival of the guest. The guest should be greeted by a seating hostess promptly. Depending upon seating availability the guest will either be seated immediately or asked to wait in the lobby or bar until their table is ready. Awaiting guests will be able to order refreshments in the bar (lounge). Once their table is ready, the guest will have the option to either pay their tab or have it transferred to their table via the POS system. Once seated, the guests should be quickly acknowledged by a mem ber of the service staff.Beverage orders will be requested and ordered through the POS system. A service bartender will receive the order via of a designated order printer. Once prepared, the server will deliver the drinks to the guests. The primary server will then inform the guests of our specials and then suggest selections from our appetizer menu. Appetizer orders will be entered into the POS system and printed at the appropriate stations in the kitchen including the expeditor station. The expeditor will ensure that the targeted production time of 3 to 5 minutes for appetizers is met for each order. Available servers will deliver the appetizers to the table and serve according to the designated guest positions.The primary server will then request salad and entree orders. Again, all orders received will be entered into the POS system and orders will print out at the appropriate kitchen or bar station. The expeditor will ensure ticket times are kept within the 10 to 15 minute acce ptable time parameters for entree service, 3 minutes for salad service. Available servers will deliver the food according to the designated guest position. Constant monitoring of the table by all staff will ensure that dirty dishes are cleared promptly and drinks refilled regularly. The primary server, upon the clearing of all completed dishes, will request dessert or after dinner drink orders.Orders will be processed accordingly and within the acceptable time parameters. The server will monitor the table to determine the proper time to present the guest check. The customer will be given a few moments to review and prepare payment to the server. The server will make change or process credit cards as required and return the authorized card voucher to the guest. Once the guest has left the table, the service staff will immediately clean the table and prepare it for the next seating. ] The kitchen preparation line has been designed to be operated by a minimum staff of [# of line cook/s ervers] line [cooks/servers] and a maximum of [# of line cook/servers] line [cooks/servers].This design allows line staffing to be adjusted to the business volume. Shift changes for all staff will entail cleanup, restocking and preparation. All monies will be settled at the end of each shift. The closing shift will involve designated closing duties that will leave the restaurant clean and fully prepared for the next day opening crew. Customer Service {SUMMARY OVERVIEW: Use this section to explain procedures addressing customer service. Describe plans for establishing service attitudes and policies. Include an overview on how customer complaints will be handled and how the restaurant will go about getting customer feedback such as surveys or through mystery shoppers.Related Links: The Value of Empowering Your Employees; Download Mystery Shopper Report; Excuse Me, This Wine Tastes Funny; Take the Mystery Out of Mystery Shopping; Tips From a Restaurant Reviewer; What Do Customers Want? ; Service-The Real Product of Your Restaurant; Handling â€Å"Guests from Hell†; Cashing In on Complaints; This summary overview should be deleted from your working copy after you have completed the text in this section. } Customer service at [Name of restaurant] will be given special emphasis throughout the operation. Customer surveys estimate that only 1 in 20 customers that have a problem in a restaurant will tell management about it.It will be our goal to provide a product in a manner that exemplifies highly responsive and proactive customer service. Training programs will include specific material to teach our employees about service attitudes, customer perception and how to deal with guest complaints. Management will conduct periodic staff meetings intended to review policy, increase guest satisfaction and to keep a general line of communication between staff and management. All guest complaints will be empathetically acknowledged by the staff and immediately referred to management. Programs will be in place to systematically deal with various types of guest complaints. More serious complaints will be documented and kept on file.Customer feedback will be accomplished by [Include specific policy and procedures for monitoring guest satisfaction such as customer surveys or the use of mystery shoppers. ] Suppliers {SUMMARY OVERVIEW: List the major suppliers you will use. You should also list suppliers for specialty products that make your business unique. It is advisable to show contingency plans for replacing key suppliers. If your concept relies on unique products like Florida stone crabs, Maine lobster, or specially imported items then you’ll want to have a backup plan readily available. You may also choose to designate the payment terms you will seek with each supplier.Related Links: 7 Ways to Halt Receiving Losses; Download Prime Vendor Forms; Competitive Bidding; Seminar: Profitable Purchasing Practices; Download Approved Vendor List; Do wnload Ordering Schedules and Worksheets This summary overview should be deleted from your working copy after you have completed the text in this section. } Management will establish relationships with qualified suppliers (vendors) that can provide reasonably priced product, delivered according to the schedule that benefits the restaurant. Alternate suppliers will be identified for use if the regular supplier cannot deliver the products needed. The following table illustrates the suppliers we plan on doing business with: Product |Main Supplier |Terms |Alternate Supplier | |[Grocery, supplies] |[Sysco Food Service] |[15 days] |[Ben E. Keith] | |[Meats] |[Ditta Meat Co. ] |[7 days] |[Texas Meat Purveyors] | |[Seafood] |[Gulf Coast Seafood, inc. ] |[10 days] |[Sysco Food Service] | |[Beverage] |[Coca-Cola Bottling] |[COD] |[Restaurant Services, inc. | |[Alarm Monitoring] |[ADT] |[Net 30] |[N/A] | |[Linen Company] |[Admiral Linen] |[Net 15] |[Roland Uniform Service] | |[Bakery] |[Glass Bakery] |[COD] |[N/A] | |[Pest Control] |[Rollins] |[Net 30] |[Integrated Pest Control] | Management Controls {SUMMARY OVERVIEW: Describe specific management controls such as inventory procedures, checklists, ordering, software, POS systems, theft prevention, etc. that will be used to manage the restaurant, time and attendance tracking.Related Links: Tracking Weekly Food Cost; POS Evaluation Worksheet; Weekly Report Every Restaurant Should Prepare; How to Choose a POS System; Download Restaurant Operations Checklists; Download Inventory Spreadsheet; Download Ordering Schedules and Worksheets This summary overview should be deleted from your working copy after you have completed the text in this section. } Management will practice sound management procedures in order to control costs, insure quality of product and provide friendly customer service. The following systems will be used by management: POS System. Careful evaluation and dutiful research will be used in the selection of a POS (point of sale) system that best meets the needs of [Name of restaurant]. The POS system will be configured with requisition printing, a process which forces food and beverage items to be registered in the system before the items can be prepared. Requisition printing has proven to reduce costs by as much as 3-5%. ] The POS system will also be the control center to regulate the flow of service and item preparation. Built-in cash controls will help in tracking sales and receipts. Time & Attendance System. The restaurant will use an [automated] time and attendance system. Management will evaluate systems that are integrated into the POS system as well as stand alone time clock systems. Hourly labor cost control and the ability to transfer information to our payroll processing will be key factors in system selection. Scheduling System.Management will adopt a scheduling system that expedites the preparation of schedules, reflects anticipated labor budgets, and helps to regulate labor cost. Operations Checklists. The restaurant will be managed with the use of various checklists. Consistent use of checklists will help to maintain quality control while ensuring that established procedures are followed. Checklists will be used by various personnel for customer service, purchasing, receiving and storage, preparation, cleaning, shift changes, opening and closings. Order Guide. The restaurant will use an item specific order guide to track order history and maintain designated levels of product in inventory. Weekly Inventory.Management will conduct a weekly inventory to determine valuation for use in the preparation of weekly profit and loss reports. Daily Inventory Tracking. Daily inventory will be taken on specific items. Movement will be compared to sales data to ensure designated products have been properly accounted for. Cash Audits. Management will conduct periodic cash audits for all cashier stations. Surprise shift audits are an effective tool to determine cash ier/bartender under ringing. [Video Surveillance. Video surveillance will be in place to monitor activities and deter crime. ] [Mystery Shopper. The restaurant will engage the service of a secret shopper service from time to time.The mystery (secret) shopper is an effective tool to get a customer’s perspective of the average guest experience. Feedback will help management to constantly improve customer service. ] Safety Reviews. Periodic safety assessments will be performed to ensure that employees and guests are not exposed to dangerous or harmful conditions or actions. Liability Reviews. Periodic assessments will also be done to evaluate the liability exposure of the restaurant. Alcohol awareness, employee relations and guest treatment will be scrutinized from time to time. Administrative Systems {SUMMARY OVERVIEW: List accounting systems, bookkeeping systems and policies, payroll processing, financial controls, etc. used in the administration of the restaurant.Related Link s: Download Daily Sales & Receipts; How to Select a CPA; Never Let the Bookkeeper Handle Cash; 4 Week Accounting Period; The Best Way to Format a P&L; Download Sales Report Templates; Quickbooks and 4 Week Accounting Periods; NRA's Uniform System of Accounts; How to Accrue Payroll in a Restaurant and Why it is the Most Important Monthly Task You are Ignoring; This summary overview should be deleted from your wor