World War One Germany Essay

After World War One German had to confront serious jobs. such as the Treaty of Versailles. disfavor of the weak and unpopular Weimar Government. serious economic jobs of rising prices and unemployment in the early 1920s and once more after 1929 and the Great Depression. Furthermore. fright and concern about the rise of communism with work stoppages and rebellions. Hitler used powerful persuasion techniques such as propaganda and in other circumstance aggression and force to extinguish his oppositions. therefore helping him to go a totalitarian dictator. This essay will discus the Treaty of Versailles. disfavor of the authorities and economic jobs and besides fright of communism and the techniques Hitler used to derive power. Basically. why the Germans were so angry about the pact of Versailles. A pact is an understanding which sorts out penalties. land boundaries and could be designed to forestall future war. After the First World War. a pact had to be made to penalize Germany. This had to be done as Germany had lost the war and had signed the Armistice on 11th November 1918 by the new German authorities. The Paris peace conference foremost met in January 1919. It was its occupation to compose the pact of Versailles. At this peace. conference there was a representative from America. France and Great Britain. Germany was non allowed to house a representative as the Allies knew that they were traveling to penalize Germany. so there was no point holding a representative merely so they can reason their instance. President Woodrow Wilson represented America and he wanted the Treaty of Versailles to be based on his fourteen-point program. This did non take to penalize Germany but aimed to forestall future war. He did non desire to penalize Germany as merely 116. 000 American soldiers died. This is as they merely entered the war in the last twelvemonth. Besides their land was non damaged as conflicts were fought in Europe. The war attempt besides did non be them much financially. This once more was because America had entered the war in the last twelvemonth. Their president Georges Clemencea u represented France and he wanted to penalize Germany as much of their land was damaged as many conflicts were fought at that place. In add-on. 1. 500. 000 Gallic soldiers died. Great Britain were represented by their Prime curate Lloyd George. He wanted to penalize Germany as 1. 000. 000 British soldiers had died and the war attempt had cost Britain a batch financially. The pact of Versailles was signed on 28th June 1919. Germany had no pick but to subscribe. This was as if they did non subscribe it would ensue in war. which Germany could non afford to make. America did non give their formal consent to the pact and subsequently signed a separate pact with Germany ( pact of Berlin on July 2nd 1921 ) . The Germans were so angry about the pact of Versailles. because they thought that as the war was lost they would be punished and be in peace. This nevertheless did non go on. Germany was at peace with other states but it was a dictate ( determined peace ) . This meant that the Alliess were still in control of the state of affairs. This would oppress German pride. This is as it gives the feeling that they are under co ntrol by another state. They might every bit good be portion of person else’s imperium. Again. the fact of authorities propaganda comes up. The populace likely thought that they could be ordering the peace alternatively of being under control. Another specific country. in which Germany was punished by the pact of Versailles. was their military loss. Germany was punished in footings of fring out militarily a batch. This essay will merely pick out two points to assist associate to the sum of penalty. First. the German ground forces was restricted to merely a 100 1000 soldiers. In add-on. Germany was non allowed to hold an air force. Both these points meant that Germany were really vulnerable to assail. This helped the Alliess. as they knew that Germany would non be able to establish a successful onslaught on a state. Besides they knew that they could easy assail Germany if they needed to. Another pieces of grounds proposing a dictate. Besides holding a little ground forces dented Germany’s pride . We know that Germany like to hold a large ground forces as one of the major long term causes of the first universe war was the weaponries race between Britain and Germany. There would besides be a batch more unemployment in Germany. This meant fewer taxpayers. which would non lend to the reparations that Germany had to pay. The authorities may besides hold to raise the revenue enhancements doing the authorities less popular with the people. Another specific country in which Germany lost out is territorially. Germany lost many topographic points to other states due to the footings and conditions laid out by the pact of Versailles. Firstly. Germany lost 13 % of its overall land to other states. This would do a job and do the Germans unhappy. as they would be less powerful. In add-on. Germany lost a batch of their industry. This is every bit many of their most productive countries of excavation were taken off. for illustration the Saar coalfields. Wholly. Germany lost 16 % of their entire industry. One of the countries lost was Alsace – Lorraine that was home to many German people. Not all of this would assist Germany financially or in footings of the military. They would free out financially as they would free their income from the industrial parts lost. Besides they would lose the revenue enhancem ents that would hold been paid by citizen life in other states which belonged to Germany. They would free out in footings of the military. as they could non trust on citizens from other states to contend for them. Wholly. Germany lost 6 million people. Another facet of penalty that was laid out by the pact of Versailles was that Germany had to pay reparations. The figure was set at around 100. 000. 000. 000 Markss. With all the losingss Germany had suffered people began to inquire the inquiry if Germany could afford. The people would be unhappy through high revenue enhancements. Germany had lost many of their industrial states and there was high unemployment. This did non assist Germany financially. There were no revenue enhancements from other states so Germany was worse off. The German would experience peculiarly humiliated and angry through this point as they felt that they alone were non responsible for all the costs of the war attempt. In add-on. they would be under changeless humiliation. as they would ever experience. as they owe something. They besides would non hold a opportunity for their economic system to turn. as they couldn’t invest. This would dent their pride as they would non be known as a powerful state. Germany was really severely affected by the depression and since 1929 ; unemployment had been on the rise. By Ja nuary 1933 the unemployment figure in Germany had risen to 6. 100. 000. bing concerns were making really severely and homelessness and poorness had become really common amongst immature people. Taxs were raised and unemployment benefits were cut. The government’s failure to cover with the depression left the Nazis with a really defeated state. particularly the business communities. workers. immature people and husbandmans ( who had been making severely since 1925. ) The economic crisis allowed Hitler and the Nazis to come in Germany’s political scene. which is what they had antecedently been seeking to make. If it hadn’t have been for this awful economic crisis so Germany would likely still have been making moderately good under Gustav Stresemann’s leading and the Germans would hold had no demand to re-consider re-electing Stresemann. The Depression helped the Nazis addition much needed support because it meant that Weimar authorities was making severely. The outlook of Germany were no longer being met by the authorities. which meant that the Germans had to re-consider who they were traveling to vote for at the following election. This means that the two grounds ( The Depression and Weimar ) are li nked closely. because it was Weimar’s failure to cover with the depression that allowed the Nazis to prehend their chance and set their new. more peaceable and caring attack into action. In November 1917. the world’s first communist authorities set up in Russia USSR. Many socialist and Communist in German supported the thought of Communism distributing to German. In November 1918. Germany was dislocated and discontent. In add-on. Communists sparticists began an extreme and violent effort to subvert the new Weimar authorities. Soldiers and crewmans were in rebellion. Finally. in January 1919. exsoldiers ( the free Corps ) violently put down the communism rebellion and the sparticist leaders were murdered. In March 1919. more public violences occurred and work stoppages by Communists in Berlin began. In early 1919. the socialist leader Kurt Eisher was shot by a right wing extremist in Bavaria and it seemed to German people that they were earnestly threatened by Communist violent. Communism became more utmost and set up a Soviet manner democracy. In maintaining with Communist philosophy. they took money and belongings from rich people and redistributed them to the workers. After the Red Communist Army was set up. the Weimar authorities sent in the free Corps military personnels to beleaguer Munich. Six hundred Communists and protagonists were ki lled. Communist workers started work stoppage and they set up a Communist ground forces of 50 50. 000 members. Again. the free Corps moved in and killed 2000 workers. Therefore. there was tonss of grounds that shows that Communism was a violent and existent menace in German. Besides many people feared and resented Communism and wanted a strong party or leader to stand up to the Communist and extinguish Communism in German. Propaganda was an of import tool used by both Germany and Russia. Hitler appointed a adult male by the name of Joseph Goebbles to head the Ministry of Public Enlightenment in Germany. This adult male used newspapers. magazines. and wireless to distribute Nazism. Even if a adult male bathed in ideas of discontent at place. he was bombarded with propaganda in public. and at the workplace. Banners hung from edifice. postings on about every mark or lamppost. Anyone with a leery expression on his or her face was foremost detained. and the sent to a prison cantonment. It was no longer merely desirable to be a Nazi sing the benefits like authorities contracts or being able to stand foremost in line. but necessary for employment. Russia employed much the same tactics with much more accent on fright. The signifier of propaganda that Hitler used. and was successful in utilizing. was his words. Hitler made many addresss. but the most celebrated address. was his concluding address at his test for lese majesty. In this address he gave his positions and sentiments on the events predating the test. This is an extract from his address: â€Å"†¦I aimed from the first to†¦ . go the destroyer of Marxism†¦ . The ground forces that we are constructing grows more from twenty-four hours to twenty-four hours. from hr to hr. Gentlemen. non you who will be the 1s that deliver the finding of fact over us. but that finding of fact will be given by the ageless judgement of history. which will talk out against the accusal that has been made against us†¦ . That tribunal will judge us†¦ . as Germans ( who ) wanted merely the best for their people and their Fatherland. who fought and were willing to decease. You might merely every bit good happen us guilty a 1000 times. but the goddess of the ageless tribunal of history will smile and rupture up the gestures of the provinces lawyer and the judgement of this tribunal: for she finds us non guilty† . After Hitler gave this address. the tribunal was sympathetic towards him. he was sentenced to merely five old ages in prison for his offense. After nine months of his sentence had been served. he received word. Bing able to derive Nazi party control and addition adequate protagonists. proves that he was an efficient user of propaganda. Hitler besides had his ain curate of propaganda when he became leader of the state. This proves that Hitler was a user of propaganda. In decision. due to the grounds shown. such as the great depression. disfavor of the weak Weimar authorities. economic jobs. fright and work stoppages of the communism and successful techniques that Hitler used to derive their people support. We can see that Hitler became a powerful totalitarian dictator Sue to his development of jobs faced by Germany and her people.

Importance of external factors Essay

In an organisation there are several factors influence the growth and performance of the organisation. There are some factors which are influence the organization can be controlled by the management but some factors are beyond the organisation management control. The factors which are controlled by the organisation known as internal factors and factors which are beyond the management control known as external factors such as Political, economical, social and technical factors. Political Factors: For BA political factors are very important for business growth. As this company is operating around the world and involved in air transport, country’s political tension can hamper its normal operation as well as the revenue income. Economical: economical factor is another important factor for such company. As still air travel is expensive, people’s ability to travel and economic conditions should be considered when planning for BA. As an example BA faced a huge loss when the European recession started. Technological: Total business related to BA is based on the technology. As the air transport sector is too competitive, all companies are always ready to grab the new technology as a gift for their potential customers. So, as leading company BA always has to consider the technological factors within its business. Expectations of a stakeholders Stakeholders include those individuals, groups, and other organizations who have an interest in the actions of an organization and who have the ability to influence it. The stakeholder approach systematically integrates executives’ concerns about organizational strategy with the organization’s interests in marketing, human resource management, public relations, organizational politics, and social responsibility. This integrative perspective assumes that an effective organization strategy requires  consensus from a plurality of key stakeholders about what it should be doing and how these things should be done. The level of stakeholders expectations are depends on the various factors and types of stakeholders in a company. Considering all afcts BA’s stakeholders expectations are stated below: o Risk management of the company, o Technological change within the company, o Financial and economical performance of the company, o Environmental and ethical engagement, o Contibution to social, cultural and economical, o Policy for the future external and internal factors, o Program to address any negative impact, o Future development and goals. Major changes in the external environment As a company in airline sector BA is operating and has many offices around the world. So the socio-economic factors regardless of geographic areas can be a good factor fro its strategic planning process. For example, BA had closed their all operation and office from most of south Asian countries due to the continuous loss. The main reason for that loss was economic bad conditions in that area. Like this many socio-economic factors can be the major issues for BA’s strategy making. During the political tension in middle-east many people ignored to travel with BA, which caused a huge loss for its yearly revenue. Another important change that could affect BA’s strategy is legal issues. BA faced various legal obligations in different countries that played a huge impact on their future staretgy. Many countries has different rules for their airline sector and BA has to follow those rules to operate its fleet in those countries. A SWOT analysis of BA can be included here to evaluate its possible major changes in external environment. Strength:​ 1. Merger and Acquisition ​ ​ 2. Opensky agreement, ​ ​ 3. Strong brand image ​ ​ 4. Expansion of fleet Weakness: ​ 1. Cost of management, ​ ​ 2. Decline profitability ​ ​ 3. Labour strike Opportunities: 1. Emergence of new market, ​ 2. Increased travel business in europe, ​ 3. Economic restoration, Threats: ​ 1. Raising fuel cost, ​ 2. Changing of consumers’ behaviour, ​ 3. Unstable political issues worldwide. PESTEL Analysis In order to measure success in airline industry, en external environmental analysis is very important. This PESTEL analysis will explain the BA’s position in the market, particularly in terms of competitors and how it assessing to meet its current and future challenges. Factor Key Points Implications for BA Political 1. Heavy regulations, 2. Increased security due to past attacks. 1. Compliance is essential, 2. Sufficient security measures should be in place. Economic 1. Global Economic Crisis, 2. Oil price is not stable, 3. UK consumer saw largest decline in spending. 1. Possible reduction of business travel. 2. Directly affecting the BA’s cost base. Social Technological 1. UK has an aging population, 2. Increasing unemployment. 1. Online user normally use comparison site. 2. Online booking and reservation becoming more popular. 1. Potential opportunity for growth as older person will spend more time in holiday. 2. Increased bargaining power for new employees. 1. Increased bargain power for both parties. 2. Must ensure that BA’s remain up to date. Ethical 1. Noise pollution control 2. Cancellations of flight and baggage loss. 1. New legislation, 2. Such ethical issues could have a detrimental effect on reputation if left unresolved. Legal 1. Collusion and price fixing. 2. Open skies agreement. 1. Restriction on mergers will have an impact on BA’s proposed alliance with American Airlines. 2. Opportunity for BA and its competitors to freely transport aircraft between the EU and US. Task 2 Analyse the effects of current business plan Any organisation has to have a detailed plan for their business. This plan determines the mission and vision of that organisation. The strategic planning team develop this business plan for the organisation. By assesing this plan any stakeholder or other external entities can get idea about the type and area of business. There are many tools for analysing the effects of such plan over the organisation. These analysis tools includes: SWOT Analysis, Value Chain Analysis, Porter’s Five Forces Analysis etc. To consider the effects of business plan on BA, author will use Porter’s Five forces tool here. British Airways- market position, by Porter’s Five forces: Force Strength 1. Competitive Rivalry: b. BA caters for other flights, c. There are very small diffrentiation between BA and other competitors in terms of pricing, d. Short Haul market is more fragmented by small players. 2. Power of Supplier: a. Only two suppliers for aircrafts, b. BA restricted by sole supplier of fuel to the airport. 3. Power of Buyer: a. For long haul, customers has no choice most of the time, b. Availability of flight and seats are not enough c. Price normally changes according to demand. 4. Threats to new Entrants: a. Competitive Environment, b. High regulatory requirements, c. High cost requirements. 5. Threats to substitutes: a. Very few direct closed substitutes, b. Short Haul flight: Euro Star or Ferry, c. Long Haul flights: No notable substitutes. High High Medium High Low Current Market poistion of BA In startegic manageemtn various tools are used to analyse the current market position of any organisation. These tools are proven technical analysis tools in management sector. The analysis tools that mostly used for the market position analysis are: BCG Matrix, GAP Analysis, Life Cycle Analysis, Market Share Analysis etc. In order to undertake the BA’s current market share analysis as asked in the course work, author here used two tools. These are below, BCG matrix Figure 1: BCG Matrix (Source: Emerald Insight 2012) British Airways had a great market share and low growth in last few years. It is evident that, they did not make any big investment either in their fleet or increasing the destination, which could make them cash cow. In recent, they changed their staretgies and concentrating on increasing fleet as well as expanding the geographical market. BA’s another big strategic decesion was merger with Liberia which finally done on the end of 2010. This merger will help to increase BA’s revenue as a one of the top in the avaiation inductry. By doing so, BA will not only generate the large amounts of money they will also consume large amount of money per year. Therefore the cash in every direction approximately nets out. This kind of activities proves that British Airways is becoming a Star but in slow process. Product/Service life cycle Introduction Stage By the 1920’s Britain had a lot of airline companies but due to strong competition many private British air carriers were forced out of business. In 1923 all these companies merged to form a single british international air carrier called the Imperial Air transport. Meanwhile, the british airways, had begun to impose a big threat and competition to imperial air transport which resulted in the formation of the British Overseas Airways Cooperation was formed (BOAC) that later combined with the BEA and 2 smaller companies formed the British Airways (BA) Growth Stage The growth can be easily marked by the introduction of the concorde into the BA. In 1985 British Airways was made a public limited company. In February 1987 the privatization was finally consummated when 720.2 million shares of British Airways stock were sold to the public for one billion pounds. Expansion of fleet and routes were even more noticeable after mergers with other carriers like Bcal (British Caledonian). Due to the expansion of BA, another carrier Laker Airways were also forced out of business. This marked how dominant BA was turning out to be in the air carrier sector. Maturity Stage The BA mergers assured the dominance of the carrier in the home market secure for the time being. During this stage alliances and mergers made/attempted by BA with other carriers in different markets were numerous: Aliiance with Aeroflot in Russia to create Air Russia. Attempted merger with KLM royal dutch airways. Broke down due to valuation of the two firms. Purchased 25% of Qantas airlines in Australia. Gained 49.9% of the French, TAT European Airlines. Started a german carrier called Deutsche BA with 49% ownership. Evaluate the competitive strength and weakness According to Jhonson (2008), a value chain analysis is undertaken when a authentic approach to develop competitive advantage has made. In here, in order to analyse the British Airways competitive advantages, value chain analysis has done. Figure 2: Value Chain Analysis (Source: Emerald Insight 2008) Value Chain Analysis: Primary activities within value-chain analysis are the ones that directly affect the business within short period of time and their affect is easy to monitor. They are inbound logistics, operations, operations, outbound logistics, marketing and sales, and post-sales services. Inbound logistics. Goods received from company suppliers are referred to as inbound logistics. Competitive advantage is achieved in inbound logistics stage of the business by BA through establishing on-going relationships with suppliers, sophisticated system for stock control and professional training that has been accredited by UK City and Guilds (BA Press Office, 2008) Operations. Generally, operations stage of the business involves preparing goods and services to be sold to customers. BA has a range of competitive advantages in operations part of the business through offering its customers increased security for their luggage, offering quick check-in services and also offering some services such as ticket bookings and booking of other services online. Marketing and sales are considered to be one of the main grounds for gaining competitive advantage and usually is utilised by many companies fully. Competitive edge gained in marketing and sales by BA involve  marketing activities not only to customers, but also to all stakeholders of the company. Also, BA senior management large amount of budget for marketing and sales initiatives for the company. Task 3 Strategic options for British Airways In order to develop strategic options for an organization using modeling tools, author here used Ansoff matrix. Here is the discussion with this tool. The Ansoff implies business growth either by marketing new or existing products in existing or new markets (Shaw 2011, 83). Market Penetration Although BA already has presence in the existing market it is facing stiff competition. For example, in the short haul market, rapidly saturating with budget airlines, BA lost  £1 billion in revenues by end of 2009/2010 financial year. The major options currently are 1) Improving on people processes including bag handling 2) Further investment on information technology especially on internet bookings (British Airways 2010, 58) Market development Market development strategy focuses on non-buying clients in already currently targeted segments and focuses on new customers in new segments (Angwin, Cummings , Smith 2011, 73). BA is trying to regain some business class customers from Virgin airlines and other competitors. Product development Product development entails the process used to bring new products into the market. For example, BA introduced a new in-flight entertainment system in the Boeing 777-300 ERs in 2010 and the First Cabin, a sophisticated ne cabin that offers customers the chance to work, recreate, eat and sleep (British Airways 2010, 67). Diversification Diversification is a business strategy that attempts to increase profitability by introducing new products in new markets. Formation of alliances is a relatively new trend in new markets, for instance; by collaborating with India’s Kingfisher airlines, BA will increase destination connections and improve flight schedules (British Airways 2010, 76). Selection of the most viable strategic options The best way of doing this is by eliminating the least viable options to remain with the most viable options.   Renovation of brand image: British Airways already possesses the advantage of having a globally recognised brand name (Buckingham 2011, 13). Introduction of complimentary services: essentially requires the diversion of capital funds to implement. Currently, it does not significantly enhance Product development (Ansoff) (Punzel 2011, 32). Diversifying into other transport markets- Diversification is currently not a priority relative to other more beneficial strategies (Punzel 2011, 32). Supply chain migration: As part of diversification (Ansoff), this is also not a viable strategy at this time (Belobaba, Odoni, Barnhart 2009, 67). Options for future organisational strategy Through market segmentation , companies divide large heterogeneous markets into smaller segments that can be reached more efficiently with products and services that match their unique needs.(kotler, 2009) British Airways has divided it market segmentation into different variables. There are number of variables involved in consumer market segmentation, alone and in combination. These variables are: †¢Geographic variables †¢Demographic variables †¢Psychographic variables †¢Behavioral variables Occupation- British Airways give extra benefit for High Class .Some of the benefits like Club Card. Income- People who are into business class can travel in British airways as airfare are very high. Nationality – In british airway all different kind of nationality travel.

Personal & Professional Healthcare Communication Paper Essay

Communication, according to the Free Dictionary, is â€Å"the exchange of thoughts, messages, or information, as by speech, signals, writing or behaviors†. It is vital in the development and maintenance of personal and professional relationships. It is important to understand communication also includes non-verbal as well as verbal acts. According to Rane (2010), 93% of communication is nonverbal and body language is an effective nonverbal communication tool. There are two essential components in communication, which are a sender and receiver of a message. In the personal and professional health care communication paper, I will discuss the definition of healthcare communication, the relevancy of effective personal healthcare communication to health outcomes, how the lack of effective personal and professional healthcare communications contributes to poor health outcomes, and the theories and principles of therapeutic communication in health care settings for the healthcare pro fessional (UOP, 2012). Healthcare communication definition In the healthcare field communication is vital to provide optimal care for the patient and enhancing the ability to make informed decisions. Healthcare communication relates to communication between people in health care organization, according to Northouse, 1998. This communication allows for questions and answers to who, what, where, how and when about health-related information in the patient-healthcare professional relationship. When used correctly communication enhances patient outcomes and results from patient surveys. Relevancy of effective personal healthcare communication with other healthcare professionals, clients, and patients (UOP,2012) Communication with the healthcare team including the patient, their family, medical professionals such as the doctor, nurse, and ancillary services such as X-ray department, pharmacy is vital in achieving the best outcomes as a result of evaluation, intervention, and the overall status of the patient. In order to give high-quality health care, it requires effective communication between the team and the patient. In cases of Non-English speaking patients or individuals with hearing impairments, they require other resources for effective communication such as interpreters, picture board or other devices. The healthcare professional must explain procedures or management of care to the patient or family to ensure optimal goals. It is through effective communication that the healthcare professional empowers the consumer with knowledge related to their illness, its ’ schedule of care by increasing patient compliance. It is when the patient does not understand what is happening in the health care system they need the professional to be understanding and sensitive by taking time to explain. This aids the patient by meeting their need to understand according to Northouse, 1998. Relevancy of effective professional healthcare communication to health outcomes (UOP, 2012) Effective professional healthcare communication is relevant to desired health outcomes. Successful communication is essential between team members because it allows for the development of specific objectives to accomplish. The health care team strives as one but individually they ensure the patient reaches the desired outcomes. If all team members are not â€Å"on board† to assure the patient reaches the goals set forth causes an uphill battle which produces conflict. This conflict could be productive by encouraging the team to review a difference in opinion that can be beneficial for the patient. How the lack of effective personal and professional healthcare communications contributes to poor health outcomes (UOP, 2012)   The lack of effective personal and professional healthcare communication affects teamwork, patient satisfaction, patient safety, patient management, compliance with treatment, level of anxiety, job satisfaction efficiency, which potentially leads to poor patient health outcomes (www.health.vic.gov.au/qualitycouncil/safetymodul/page22.htm). The purpose of effective communication in healthcare is to provide first-class medical care, minimal to no medical errors and have precision; and without it there is room for medical errors, poor patient care and an ineffective team that produces undesired outcome. In the professional and patient relationship, the lack of good communication causes the patient to be apprehensive in asking questions, to worry about being bothersome because they feel other patients are sicker, and there is an assumption that the patient doe s not have any concerns. There are barriers to communication that include only one between the sender and receiver of the message understands the message, cultural differences, and lack of education. In sending the message it is essential that the message is received with clarity, it is concise and complete. If the patient has a language barrier, it can be masked by the patient not responding to information and it is detected as a result of poor or no compliance. In literacy concerns, all information should be presented on a 5th grade level to aid in the comprehension of the information. The care of the patient should be patient/family centered which helps in detecting any language, cultural or literacy barriers (Schyve, 2007). For example, a 46 year old single male patient that is functionally literate is admitted with a diagnosis of acute angina. During the admission process it is disclosed he completed the 7th grade which renders him functionally literate and there is no language barrier. The cardiologist (heart doctor) comes in and discusses his plan of care that includes a stress test. The nurse asks the patient if he has any questions and he reports he cannot do any exercise. The nurse provides information related to the procedure that includes using medications to mimic the manual exercise. The theories and principles of therapeutic communication in health care settings for the healthcare professional (UOP, 2012) Therapeutic communication is a process in which the nurse consciously influences or helps the client to better understanding through verbal or nonverbal communication (The Free Dictionary). There are detailed approaches that promote the expression of feelings and ideas that convey approval and respect in a non judgmental manner. Therapeutic communication encourages the patient to participate in the plan of care. The patient would not be receptive to engaging in communication if the nurse runs in and out of the room hurriedly or promises to perform a task and not complete it. It is important that the patient views the care professional as one that is cari ng and willing to go the extra mile for the patient. The patient can be appreciative of any act of kindness displayed by the professional in as they promote Jean Watson’s Theory of Human Caring. Most nurses chose this career because of a genuine caring attitude toward all mankind therefore using the Watson’s caring theory will enhance the caring system. The information found in Watson’s caring theory helps the nurse revisit the place of traditional values, which is the foundation of becoming a nurse The following are Watson’s clinical caritas process (es): †¢Ã¢â‚¬Å"Practice of loving-kindness and equanimity with context of caring-consciousness† (Alligood & Tomey, 2006 p.116); †¢Ã¢â‚¬Å"Being authentically present and enabling and sustaining the deep belief system and subjective life world of self and the on-being-cared-for† (Alligood & Tomey, 2006 p.116); †¢Ã¢â‚¬Å"Cultivation of one’s own spiritual practices and transpersonal self, going beyond ego self. Being sensitive to self and other† (Alligood & Tomey, 2006 p.116); †¢Ã¢â‚¬Å"Developing and sustaining a helping-trusting, authentic caring relationship† (Alligood & Tomey, 2006 p.116); †¢Ã¢â‚¬Å"Being present to and supportive of the expression of positive and negative feelings as a connection with deeper spirit of self and the on-being-cared-for† (Alligood & Tomey, 2006 p. 116); †¢Ã¢â‚¬Å"Creative use of self and all ways of knowing as part of the caring process and engagement in artistry of caring-healing practices† (Alligood & Tomey, 2006 p. 117); †¢Ã¢â‚¬Å"Engaging in genuine teaching-learning experience that attends to unity of being and meaning and attempts to stay within other’s frame of reference† (Alligood & Tomey, 2006 p. 117); †¢Ã¢â‚¬Å"Creating healing environment at all levels (physical as well as nonphysical) whereby wholeness, beauty, comfort, dignity, and peace are potentiated† (Alligood & Tomey, 2006 p. 117); †¢Ã¢â‚¬Å"Assisting with basic needs, with an intentional caring consciousness; administering human care essentials, which potentiate alignment of mind-body-spirit, wholeness, and unity of being in all aspects of care; attending to both embodied spirit and evolving emergence†, (Alligood & Tomey, 2006 p. 118) and †¢Ã¢â‚¬ËœOpening and attending to spiritual-mysterious and existential dime nsions of one’s own life-death; soul care for self and the one-being-cared-for† (Alligood & Tomey, 2006 p. 118). The Caring Theory facilitates therapeutic communication because it addresses all aspects of the patient’s being which encourages the patient to be more open and receptive to the treatment and procedures needed to promote desired outcomes. â€Å"Give to everyone who asks of you, and from the one who takes what is yours do not demand it back. Do to others as you would have them do to you† (King James Bible, Luke 6:30-31). In conclusion, effective communication is understood by the patient and healthcare team and if there is a misunderstanding the communication is nonexistent, the terms of health care cease or continues with poor quality and high risks to patient safety (Schyve, 2007). Effective communication enhances the potential to provide error-free care of the patient. When there is an error it is viewed as the inability to provide optimal patient care (O’Daniel & Rosenstein, date unknown). In order to provide premium quality patient care effective communication is a requirement; therefore it is an important role of communication and teamwork to reduce errors in the medical field thus increasing patient safety and promoting desired outcomes (Grover, 2005). I believe in providing therapeutic effective communication the health care professional should utilize professional skills learned especially those the endorse a caring and nurturing nurse-client/patient or professional-professional relationship. References Alligood, M. R. & Tomey, A. M. (2006). Nursing theory: Utilization & application (3rd ed.). St. Louis, MO: Mosby Elsevier Grover, S. M. (2005). Shaping Effective Communication Skills and Therapeutic Relationships at Work. AAOHN Journal, 53(4), 177. King James Version. (1976). The Holy Bible. Nashville, Tennessee: Thomas Nelson, Inc Northouse, L. & Northouse, P. (1998) Health communication: Strategies for health professionals (3rd ed.) Upper Saddle River, NJ: Prentice Hall O’Daniel, M. & Rosenstein, A. ( ). Chapter 33. Profession Communication and Team Collaboration www.ahrq.gov/qual/nurseshdbk/docs/O’DanielM_TWC.pdf Rane, D. B. (2010). Effective Body Language for Organizational Success. IUP Journal Of Soft Skills, 4(4), 17-26. Schyve, P. (2007). Language Differences as a Barrier to Quality and Safety in Health Care: The Joint Commission Perspective. Society of General Internal Medicine The free dictionary. http://medical-dictionary.thefreedictionary.com/therapeutic+communication†>communication The free dictionary. http://medical-dictionary.thefreedictionary.com/therapeutic+communication†>therapeutic communication University of Phoenix, 2012. HCS/350-Health Care Communication www.uop.edu Why is communication important in health care? http://www.health.vic.gov.au/qualitycouncil/safety_module/page22.htm

See the order instruction Essay Example | Topics and Well Written Essays - 500 words

See the order instruction - Essay Example As a result, cases are heard faster, relieving the judicial system of backlog cases. The court, through its discretion to waiver mandatory penalties, also ensures justice to defendants in cases where such mandatory penalties would be unjust. A robber may for example be in possession of a gun and even point it at the victims but may not have had a slightest intention of using such a weapon. The mandatory penalty would however assume that the defendant intended to use the weapon, leading to injustice to the defendant. The waiver court alternatively ensures justice as was held by judge Snite in Martin Lucas’ case. Another role of the waiver court is to attract cases from the formal jury courts by providing for the waiver. This reduces the number of cases for strict jury processes. The waiver court has the implication of reducing defendants’ possible penalties. This is however possible at the judge’s discretion though defense lawyers intimidate the waivers. An example of such implication was in the case of Wayne Nesmith who could have faced a mandatory life imprisonment under first-degree murder but ended up with a sentence of between ten to twenty years. The system however implies possible injustice to victims. This is because it considers non-legal aspects such as defendants’ goodwill and intimidation from the defense representatives at the expense of the victims’ justice. An example is the case of Nesmith who shot a victim six times at close range but still got a waiver. Lack of intention is highly questionable in the circumstances. The waiver court does not fulfill all the goals of the system that include retribution, rehabilitation, deterrence, and incapacitation. While it fulfils retribution by recognizing defendants’ guilty plea to waiver mandatory sentences, it only partially meets the goals of deterrence and incapacitation that are

Reaction paper Essay Example | Topics and Well Written Essays - 1250 words

Reaction paper - Essay Example This was an indication of interruption of person Jack’s speaking. David would then take over speaking while counting the fingers on one hand from one to five, which is a gesture that can be attributed to the intensity of the issue at hand. At some point Jack’s face looked depressed and his eyes looked wet with tears. However, this facial expression changed when David began to smile as he talked and it seemed he was raising a point of encouragement since his smile was accompanied by a pat on the back of Jack. Apart from when David pated Jack on the back, touching as a form of body language was also evident in the manner that the two people greeted each other when they met. They shook hands firmly and moved their bodies close together and patted each other’s back smiling. This demonstrated the closeness between them and also the happiness of meeting. David welcomed Jack to sit by a show of hand towards a seat as he sat on an adjacent seat. David applied proxemics by moving his seat now and then closer and further from Jack and at times he could use his walking stick to draw figures on the ground as if he was demarcating boundaries. These movements varied between one to three feet from the position that Jack initially sat. It seemed David commanded great authority over Jack by virtue of his body language with regards to the utilization of the space around him. This was augmented by the hat that he wore, which indicated status in the society. Jack on the other hand seemed to be on th e receiving end as his body language ranged from being attentive to reacting emotionally to what David was saying. The diagrams drawn on the ground by David seemed to carry a lot of meaning to Jack by virtue of the way he gazed at them without blinking and shaking his head in acknowledgement. From the sound back-up, I learnt that the

An effective training evaluation plan Essay Example | Topics and Well Written Essays - 1250 words

An effective training evaluation plan - Essay Example The benefits of employee training often come in the long run after the employees have fully gained the skills needed. During hard economic times when companies consider cutting on costs, some managers may like to do away with the department of training and development as it is a n expense in the short term. This however is not a good move since the benefits of having the department are far much greater than the short term costs. Scraping off the department implies that the workforce may not be able to enhance their skills and the organization may not therefore be able to cope with the changes in the business environment, including hard economic times. During difficult economic times like recessions, companies and organizations need to have a well informed and skilled workforce that is capable of making the right decisions to keep the organization going. This is not the time to do away with the department. One of the most important resources of any organization is its workforce (Monta na, and Bruce, 2000). The more skilled and knowledgeable an organization’s workforce is, the better the organization. An organization can ensure its employees have the best skills and knowledge in their professions by having a good recruitment policy that ensures the best candidates are given opportunities to work for the organization. ... Employee training and development has a direct effect on the overall performance and success of an organization (William, and Kazanas, 2004). Employees and top managers are directly involved in decision making processes that shape the future of the organization and actively contribute to the production of goods and services. Through training the employees are able to advance and improve on their skills and knowledge so as to be better placed to increase their performance levels and improve the organization’s performance. Benefits of Employee Training Employee training and development is beneficial to both the organization and the employees. Among the benefits that employee training has to an organization include having a motivated workforce, increased performance levels, increased profits, increased staff loyalty and retention, and great customer care (Cohn, Khurana, and Reeves, 2005). Investment in employee training helps the organization to have a motivated workforce. The em ployee will feel that their employer cares for them and their career and therefore be highly motivated to perform their duties. When the employees are motivated to work, there will be a great working environment with minimum confrontations between the management and junior employees or among the employees themselves. This ensures there is harmony in the workplace. This is good for the organization because it ensures the employees concentrate on their main objectives of helping the organization achieve its goals (Cohn, Khurana, and Reeves, 2005). Employee training and development is also beneficial to the organization because it leads to increased performance levels of employees. This ensures that

Define the Italian Renaissance. When did it begin and when did it end Essay

Define the Italian Renaissance. When did it begin and when did it end What were the intellectual, cultural, economic, and polit - Essay Example This was embraced by majority of the people from the middle ages. Factors that made the Italian renaissance possible There were political, intellectual, economic and cultural that facilitated the Italian renaissance leading to great achievements. These are discussed below: Political Factor There was political division between the Northern and the upper Central Italy. They were divided into warring states. There were also two opposing parties namely Guelfs and Ghibellines which operated within each state. Stronger states gathered enough forces and captured smaller states. During the renaissance period, Italy was governed through a series of oligarchies. These were ruled by specific families like the Borgia and the Medici families which were wealthy. These families supported the renaissance. For example, the Medici family was able to fund the thinkers of that time3. During the late 15th century, the ruling class and the aristocracy fully adopted the Renaissance ideal. This made it easy for its philosophy and art to spread faster. Under the rule of Cosimo de' Medici, the son of Giovanni de' Medici, the town of Florence became stable and prosperous. This motivated people to support the idea of development instead of fixing their minds to the influence of the Catholic Church. Political philosophers like Niccolo Machiavelli influenced renaissance through their works. Niccolo wrote articles like Florentine Histories and The Prince and Discourses on Livy. The Prince and Discourses on Livy had much more influence than any other piece of writing at the time. It led to a change in political perspective of many people. Niccolo wanted people to view politics from the point of reality and absolutism. The families which ruled used the renaissance as their power. The renaissance got to its peak in the 16th century. There were foreign invasions in Italy which led to the turmoil of Italian wars. It led to great devastation of northern Italy and loss of independence of many state s. In May, 1527, Spanish and German troops invaded Italy. It was as a result of this invasion that Rome encountered major setbacks for two decades. This brought to an end the role of the Papacy as a driver of Renaissance4. There were shifts in the control of the Papacy. Renaissance philosophy and art dominated the Vatican when wealthy families like the Borgias and Medici began controlling the Papacy. Intellectual The stage for renaissance was set by the Italian literature revolution in the 13th century. Before renaissance, Latin, French and Provencal were used as the literary languages in Italy instead of the Italian language. Come the 13th century, Italian authors began producing their works using their native language. Mid 13th century poets like Giuttone d'Arezzo and Giodo Guinizelli pioneered poetry works like Dolce Stil Novo which means Sweet New Style. This poetry work stressed on platonic rather than courtly love. Aldus Manutius initiated book printing. This led to an increas e in books published in the Italian language. Italian writers were able to produce many new books about sports, science, farming and politics. At the same time, there were many texts written in Greek and Latin. These had great contributions to the Italian renaissance. A lot of study and translation was conducted to the Greek and Latin texts. Science and philosophy was also developing. This influenced the poetry and literature of the renaissance. Italy had great philosophers, artists, sculptors

Amazon Case Study Example | Topics and Well Written Essays - 1250 words

Amazon - Case Study Example The company, Amazon.com, Incorporation is one of the electronic commerce companies, operating on the multinational level, located in America having its headquarters in Seattle, Washington. It is one of the largest online retailers globally (Jopson, Barney, 2011). Amazon incorporation also produces the products of consumer electronics, which most prominently include the Amazon Kindle e-book reader. It also provides the services of cloud computing to its consumers. The company manages it sellers by contributing towards programs which let its consumers sell their products through the websites of the seller and also market and sell them on the website of Amazon incorporation. It earns per-unit activity fees or revenue share fees and fixed fees on such business dealings. The enterprises are served by Amazon through AWS that brings the technological infrastructure in easy access to the developers, who can utilize it to facilitate nearly every sort of business. Amazon mainly functions in the online retailing business of e-books, and has various websites in many countries across the world. They operate in United Kingdom, United States, Canada, Italy, France, Spain, Japan, Germany, and China, along with the international delivery to many other places for some of its products. The company initially came into the business by starting up an online bookstore. However, it quickly expanded into a bigger company dealing in the selling of CDs, DVDs, software, MP3 downloads, apparel, furniture, electronics, video games, toys, food, and jewelry (Rivlin, Gary, 2005). The Amazon Incorporation competes in the Internet & Mail-Order Retail industry. It provides business services in media, publishing, clothing and other retailing. The top competitors of Amazon incorporation include Apple incorporation, Columbia House Company, eBay Incorporation, Wal-Mart Stores, Incorporation, Barnes & Noble Incorporation, and Hastings

Interaction Project Essay Example | Topics and Well Written Essays - 750 words

Interaction Project - Essay Example It would be vital for us to understand first the laws regarding marijuana use in Colorado before reviewing Congressman Polis views. The Colorado state allows adults aged 21 years and above to possess only 28 grams of Marijuana or THC. This applies to both residents and non-residents. Also, non-residents would not be able to purchase more than 7 grams in a single transaction. The operating hours of marijuana stores according to the state is from 8am to midnight, however, cities have the power to set their own hours but within those allowed by the state. One is not allowed to consume marijuana openly and publicly. It’s also an offence to drive under influence of marijuana, transporting and exporting marijuana, and to possess marijuana in federal land. Adults can only grow 6 marijuana plants [C]. That said, I was privileged to schedule a meeting with the Congressman Polis to discuss more on the matter. As per the policies I conversed with the congressman through e-mail at first, where he agreed for a face to face interview at the Fort Collins Office [A].Polis would like Marijuana to be removed from the Controlled Substance Act and make it to be regulated the way Alcohol is regulated. Polis bold move to legalize marijuana is inspired by the following major factors. First, marijuana is known for its medicinal value. However, on this matterfurther scientific research needs to be done to examine its long-term effects. Polis also argues that, there is substantial evidenceproving that by regulating marijuana just like alcohol would keep away marijuana from our children. Also, this means cartels and criminals would be out of business, hence growing the state’s economy through the various taxation levies. According to Polis the existing prohibition policies have failed to address the needs of citizens and regulation of marijuana like alcohol is the way

7- eleven supply chian Essay Example for Free

7- eleven supply chian Essay Jim Keyes, the 4-year veteran CEO of 7-Eleven, is flying his Beechcraft A36 Bonanza. He is ascending to 10,000 feet, and despite the good weather he remains vigilantly focused on the instrument panel, and on the bright skies around him. â€Å"Flying is a great distraction,† he says. â€Å"You can’t think about anything else when you’re in the cockpit.† It is May 2004, and Keyes has a lot to think about. Since 2000, he has been leading a successful transformation of 7-Eleven, the global convenience store retailer with 5,784 stores operating across the United States and Canada and 19,501 international stores in 17 countries. (See Exhibit 1 for a biography of Keyes.) Focusing on what he calls â€Å"Retailer Initiative,† Keyes has overseen the transformation of the company’s distribution model, the steady redefinition of relationships with key suppliers, and the incorporation of technology and data-driven decisionmaking throughout the chain. Overall, he is pleased with the successes of his strategies. Earnings have been rising, up 15.6 percent during 2003.1 Same-store merchandise sales have increased for 29 consecutive quarters through the end of 2003. As a result, the company’s stock price grew from $9.14 in April 2002 to $16.91 two years later. (See Exhibits 2 to 5 for company financials and stock price history.) â€Å"We’ve had quite a rebirth of the company,† Keyes says, â€Å"but it’s been a slow, steady rebuilding of the company, basically reinventing ourselves.†3 Despite his many successes, Keyes continues to confront large challenges. He faces strong resistance from some of his largest suppliers to 7-Eleven’s evolving re-stocking and distribution systems. He also worries about people management issues: hiring and managing a workforce in the low-paid convenience store business; and working with franchisees to ensure implementation of key corporate initiatives. In addition, Keyes must manage the chain’s increasing international expansion and its efforts to reposition the 7-Eleven brand in the highly fragmented domestic convenience store industry. This case was prepared in May 2004 by Eleanor Broad (MBA ’05), Paul Kihn (MBA ’04) and Steven Schneider (MBA ’04) under the supervision of Professor Alan Kane as the basis for class discussion, rather than to illustrate either effective or ineffective handling of a strategic situation. Copyright  © 2004 Columbia Business School. 1 Keyes levels off at his cruising altitude. Despite the clarity of the day, he feels some turbulence and wonders what corrective action he should take. Convenience Store Industry The convenience store industry represented approximately $290.6 billion in total sales in 2002, 62.4 percent of which were motor-fuels sales.4 The industry differentiates itself through convenience – of location and product offerings – and speed of service.5 Historically the industry has been highly fragmented and very competitive with low barriers to entry. Single store companies account for 60 percent of the 132,000 convenience stores across the U.S.6 There are also 100,000 combination convenience-store/gas stations owned by major oil companies which are run by a network of independent dealers and distributors. 7-Eleven, with 4 percent of the total U.S. market, remains the largest corporate entity in the convenience store industry.7 Most of 7-Eleven’s direct competitors are regional convenience store chains. Circle K has 2,000 stores in the South and Southwest, Casey’s General Stores operates 1,800 in the Midwest and The Pantry has 1,400 stores in the Southeast. Inefficient supply chains and â€Å"high-low pricing†8 also characterize the industry, according to Keyes. Stores need to stock very wide but shallow product assortments. For example, an individual store may keep only four bottles of ketchup on hand at any given time. Since 1999 the industry has been undergoing a structural transformation with consolidation occurring through acquisitions and a number of bankruptcies among the smaller regional chains. In December 2003, Circle K was sold to Canada’s largest convenience store chain, Couche Tard. In 2004 the Midwestern chain Hale Halsell, the parent company of Oklahoma based 115-store convenience retailer Git-n-Go, declared bankruptcy. In March 2004, Kansas-based Sav-A-Trip announced it was entering Chapter 11.9 Despite these changes, one-store companies continued to gain market share, up five percent from 2001 to 2002.10 Overall, the convenience store industry was facing increasing challenges. According to an industry report published in May 2003: The convenience store sector is poised for drastic change as players respond to depressed profit margins and intensified competition. Profitability and survival will depend on the ability of convenience store operators to offer value-added benefits to their convenience services, either by targeting the emotional needs of consumers or by adopting niche operating strategies.11 Company Background The 7-Eleven chain was born in 1927 as the Southland Ice Company in Dallas, Texas. From this single location it soon began operating convenience stores under the name Tote’m. In 1946, it changed its store names to 7-Eleven to reflect their new, extended hours of operation from 7 a.m. to 11 p.m.12 The chain continued to expand rapidly, adding gas stations to its stores, opening locations across America and franchising overseas. (See Exhibits 6 to 7 for current domestic and international store locations.) In 1983, Southland acquired Citgo, an oil company, in an effort to pursue a vertically integrated strategy with ownership of its own dairy operations and distribution centers. Keyes, who began his career with the company at that time, recalls that the move backfired miserably. â€Å"We were great retailers but terrible refiners and dairy farmers,† he says. In 1987, stymied by debt, the company sold most of its non-retail businesses and its remaining 50 percent stake in Citgo. In 1988 management borrowed heavily to buy 100 percent of Southland’s stock in a leveraged buyout. However, in 1990, Southland defaulted on $1.8 billion in publicly traded debt and filed for bankruptcy protection. The company persuaded bondholders to restructure its debt and take 25 percent of its stock, clearing the way for the purchase of 63 percent of Southland in 1991 by IYG Holding, formed by Ito-Yokado (51 percent owner) and Seven-Eleven Japan (49 percent owner). From 1991 to 1993 sales declined as Southland closed stores, renovated others, and upgraded its merchandise. In early 2000 IYG raised its stake in 7-Eleven to nearly 73 percent. (See Exhibit 8 for 7-Eleven’s Board of Directors.) IYG currently owns or guarantees 80 percent of 7-Eleven’s outstanding debt. The company’s debt to total capital ratio is just above 91%. Also in 1999, the corporation changed its name from the Southland Corporation to 7-Eleven, Inc., in order to better reflect its primary business.13 In 2002 the company closed 133 under-performing stores and opened at 127 new locations in North America. At fiscal year end, 2003, domestic sales at 5,784 stores (2,457 of which also sell gasoline) was $10.8 billion ($3.4 billion in gasoline sales). (See Exhibits 9 and 10 for sales trends.) Interestingly, 7-Eleven’s percentage-of-sales ratios for merchandise (70 percent of sales) and gas (30% of sales) are the inverse of the convenience store industry’s as a whole. Worldwide, the company owned, franchised and licensed 25,796 stores that generated $36.5 billion in sales.14 (See Exhibit 11 for global store count growth.) Company structure There are three types of 7-Eleven stores: corporate, franchised and licensed. The company began franchising in 1964, signed its first United States area licensing agreement in 1968, and entered into its first international licensing agreement (with Mexico) in 1971. Corporate stores are owned and operated by the corporation, and run by store managers who are employees of 7-Eleven, Inc. About 2,480 of the 5,784 stores in the U.S. and Canada fall into this category. Franchises are run by independent contractors who enter into an agreement with 7-Eleven in order to operate one or more stores. 7-Eleven leases or owns the facilities and the store equipment, which are in turn leased by the franchisee. A typical franchisee pays a franchise fee averaging about $66,000, while the corporation retains ownership of the property, plant and equipment. 7-Eleven then requires an initial cash payment, averaging about $83,000 depending on the area, for the starting inventory and supplies.15 In some cases, the company will loan this amount to new franchisees. It is a franchise model, Keyes says, that provides â€Å"the best of both worlds†: the capital and support of the corporation, and the initiative and sweat-equity of individual entrepreneurs. Approximately 3,300 stores in the U.S. and Canada are franchised. 7-Eleven also enters into license agreements with partners, almost exclusively in foreign countries.16 A licensee is typically a retailing organization that owns or leases several 7-Eleven stores in areas where the company does not do business. In these cases, 7-Eleven does not own the PPE, and imposes a set of contractual obligations on the licensee to ensure consistency of signage, store design elements and store offerings. The licensee has access to brand equity and proprietary products. Specifically, 7-Eleven, Inc., grants the license to use the 7-Eleven trademarks, trade dress, and business information system. The company additionally provides ongoing business consulting services for a fee based on a percent of monthly gross sales and a commitment from the licensee to grow the 7-Eleven convenience store business in a specific geographic area on an exclusive basis for a set period of time. At the end of 2003, the company had 19,501 licensed stores operating internationally, an increase of approximately 1,400 locations over the prior year. In August 2003, Seven Eleven Japan, the largest international license holder, opened its 10,000th store. The New 7-Eleven Redefining Retailing In the Spring of 2003, speaking to the Retailing Leadership class at Columbia Business School, Keyes described the transformation in retailing he foresaw at 7-Eleven. â€Å"In the U.S., you say 7Eleven and people think sticky floors, surly salespeople and old product,† says Keyes. â€Å"In Japan where convenience stores sell sushi and pantyhose, 7-Eleven is known for service and for fresh, high quality product.† This vision of the potential for 7-Eleven stores in part drives Keyes’ ideas for change across the company. He continued: Twenty years ago when I was an MBA student at Columbia Business School there was no Retail class nor was Retail considered a worthy profession to go into – that is all changing. Retail is undergoing a massive transformation in the US right now. Retailers are seizing control of their own destiny. Keyes went on to explain how about 15 years ago Wal-Mart was the size of 7-Eleven. Wal-Mart has since grown to be the largest retailer in the world. â€Å"At 7-Eleven we are carrying out our own transformation,† said Keyes. â€Å"We have only just started.† Working with the Japanese owners and borrowing heavily from ideas generated by Seven Eleven Japan, Keyes has been leading a major cultural shift within the company, which he is calling the â€Å"Retailer Initiative.† At the heart of the initiative is 7-Eleven’s use of technology to empower the store operator (the person closest to the customer) to make key decisions. Keyes explains: Wal-Mart is very proud of their replenishment model. Its directly intended to take the thinking out of the store. Ours is exactly the opposite. Its intended to provide easy, funto-use and informative tools in the hands of store personnel. Its a fascinating use of technology. We become incredibly nimble. We can put a new product on the shelf, and by tomorrow we know how the customer is responding. Within a week, we can say with pretty good confidence whether it will be successful. We can tweak it or make it bigger or change the price. Its the heart of how we differentiate ourselves.17 With this fresh customer data in hand, 7-Eleven is working with suppliers to develop new private label products it knows its customers want. Overall, â€Å"Retailer Initiative† works to leverage the company’s scale, infrastructure and the entrepreneurial energy of its store-level operators. As Keyes wrote in the 2003 Annual Report: â€Å"[The store operators’] focus on item-by-item management – deleting slow-selling merchandise and introducing new items at every store, every day – allows 7-Eleven stores to satisfy their customers in ways that few retailers can match. In the simplest terms, we enjoy the power of a global retailer, but maintain the store-level focus of a single-store operator.†18 Retailing Leadership The New 7-Eleven stores while minimizing inventory and transportation costs. The company utilizes combined distribution centers (CDCs) that are strategically located near concentrations of 7-Eleven stores. In all, the company uses 23 CDCs across the United States that each can serve up to 700 stores. Driving time from the CDCs to the stores is usually no more than 90 minutes. Prior to the CDC approach, most vendors delivered directly to 7-Eleven stores at sporadic times, often no more than once per week. The cost of making more frequent stops could not be justified by single store sales. Further, 7-Eleven parking lots were frequently crowded with huge delivery trucks and more stops per week would only worsen this issue. As a result, each store needed to carry at least a week’s worth of inventory at any point in time. This drastically increased both inventory costs and storage space requirements while decreasing the freshness of the products offered to customers. 7-Eleven has the majority of its fresh products now delivered directly to the CDCs. By combining the demand of 200 stores, more frequent deliveries to the CDCs can easily be justified by the improved economics of the transportation costs. These CDCs, in turn, consolidate product from different vendors and combine them all on to one truck headed for each local 7Eleven. The company also runs their back-end supply chain very efficiently. 7-Eleven partners with third party logistics providers to run the CDCs. Each of these centers is approximately 20,000 square feet and ships 60,000 units per day—a very high number of orders given the size of the warehouses. Franchisees and corporate store managers make local vendor selection decisions. On average, store operators purchase 80 percent of their products from corporate recommended vendors using 7-Eleven’s internal systems. The remaining product can be purchased from suppliers outside of this network. By centralizing their buying for all of its stores, 7-Eleven is able to wield its purchasing power and negotiate better pricing, further contributing to their margins. Use of data and technology 7-Eleven takes a different approach to purchasing than traditional supply chain behemoths such as Wal-Mart. Rather than having a system decide what to order and taking the human element out of the process, 7-Eleven seeks to provide a set of tools for its local stores to make informed decisions on product ordering and assortments. The company effectively treats its local owners and operators as retailers. The corporation has developed a technology suite for its stores that helps local stores manage their purchasing. This system allows store managers to customize their product offering by ordering online and creating a suite of reports. Each local manager can track their total progress versus other 7-Eleven stores—which helps them determine if they are not taking appropriate steps to drive traffic (e.g. assortments, price points, etc.). Specific product reports are available to help managers determine their appropriate product mix and predict demand. Weather forecasts are provided as another tool to assist in the ordering process. The New 7-Eleven In addition, the huge amount of sales data and immediate response time help 7-Eleven make improved corporate decisions. The company is able to track trends at stores to understand how customers’ preferences are changing. Sales data helps the company understand the impact of opening up new stores and assists in location decisions. In addition, it allows the corporation to predict customer demand and helps in central purchasing decisions. Finally, this technology provides an immediate feedback loop for 7-Eleven on new products—within a matter of one or two days the fate of a new item becomes very clear. This information helps 7-Eleven drive key space in the store, innovate new products, and stay a step ahead of the competition. As Keyes points out, â€Å"Retailers are closer to customers than manufacturers,† even though the large suppliers traditionally drove the decisions on shelf space and location. Not all store owners and operators take advantage of this data and technology. Currently, the percent of product ordered through the online system by franchisees ranges from 100 percent to 20 percent. This raises the question of whether the right people are in place in 7-Eleven to make such localized decisions, and whether the company would be better served just ordering product for them. 7-Eleven is also faced with issues of brand consistency as a result: with different product assortments in each store, customers may be confused about what 7-Eleven stands for. Products Product innovation is another avenue through which Keyes is transforming the convenience retail industry. 7-Eleven tracks customers’ changing product purchasing habits and Keyes’ goal is to leverage this to create better quality products in the future. â€Å"We have the benefit of convenience, not price, being our main selling point. This gives us a lot of leeway to create higher quality, better products,† he says. 7-Eleven stores offer a wide range of products, from beer to beef jerky and cigarettes to cereal. The average store carries 3,000 SKU’s. About 70 percent of these are recommended by the head office and the remaining 30 percent are picked by local store managers to cater to specific local needs.19 For example, the 30 percent discretion allows a manager to stock up on beer if he knows that a local football game is playing, or to stock specific ethnic products if appropriate to a neighborhood. Merchandise mix Overall, tobacco products represent the largest selling product category at 7-Eleven, accounting for 29.3 percent of merchandise sales in 2003. (See Exhibit 12 for a breakdown of sales by product category.) Beverages represent 23.1 percent of sales, followed by beer/wine at 11.4 percent. Fresh foods account for 7.2 percent. Gasoline sales account for 31% percent of sales. The stores’ highest selling product is coffee – it sells thirty million cups a month.20 This is followed closely by beer (with sales of $64.58 million per month), the unit sales of which are The New 7-Eleven more than half single beers.21 The next highest selling product is the Slurpee, with over eleven million sold per month.22 Private label products 7-Eleven creates private label products to differentiate itself from the competition and boost its margins. The company’s most famous product, the flavored, crushed-ice beverage called Slurpee, was created in 1965. The company now sells 11.6 million Slurpees a month and introduces new flavors every year. Overall, the company creates 1,500 to 2,000 private label products each year, or 10-15 percent of its merchandise mix. Approximately 22 percent of its sales are proprietary products.23 If a product is not available in a conveniently sized package or is unknown in another country, 7-Eleven’s category managers will work with suppliers to create a new product. For example, in early 2004, 7-Eleven launched a low-carb category, primarily comprised of nutritional bars and snacks. It has also recently introduced the first mentholated gum in the U.S. after spotting the success of the product in Japan. (See Exhibit 13 for sample proprietary products.) Not all propriety products have been successful. In 2003, the chain launched its own proprietary imported beer brand, Santiago, brewed in El Salvador by an independent subsidiary of SAB Miller. Priced at $5.99 for a six-pack, a price roughly equivalent to Budweiser, Santiago suffered from oxidization and â€Å"taste† problems and is quietly being withdrawn after 10 months on the shelves. A reformulated version with improved taste and quality will be reintroduced later in the year.24 7-Eleven is also launching its first premium wine brand, Regions, in 2004. Packaged in 375-ml half bottles and finished with a natural cork stopper, Regions will retail for $4.99 compared to other wine selling in 7-Eleven stores at an average price of $6.25. Another new product 7-Eleven is launching is the EZ-D. Utilizing a new technology, this vacuum-packed DVD begins to oxidize upon exposure to the air. After 48 hours, it is no longer functional. As Keyes explains: We know we can sell DVDs. We know well never have the assortment of a Blockbuster, but if we can come up with a more unique way to sell movies, then we think theres an opportunity for us to be relevant. Were shooting for this to be priced like a rental with no returns at $5.99. Its a great example of how instead of waiting for the industry to catch up, we go to the manufacturer and say we need this.25 Services Currently, store sales from the Services category comprise 3 percent of overall sales. With new VCom Inc. terminals installed at 1,000 stores, the company provides financial services and Eretailing to in-store customers. The VCom units combine ATM capabilities with nonstandard features such as dispensing coins, cashing checks, and providing money orders. 7-Eleven also added E-retailing features allowing customers to buy products from retailers such as 1-800Flowers, eBags.com, and TopWebBuys.com. The goal is to have two kiosks in every store, Keyes says. Other services include 7-Eleven convenience cards – chargeable cards that work like cash – and pre-paid phone cards. As an extension to these phone cards, 7-Eleven started selling pre-paid Nokia wireless phones in April 2004. Customers will only be able to purchase additional minutes for these phones at 7-Eleven stores.26 Gasoline Tobacco Product categories which may be cause for concern in the future are gasoline and tobacco sales. From Dec. 2003 to March 2004 retail gasoline prices surged more than 25 cents per gallon from $1.48 to $1.73. The winners from this hike were oil refiner retailers such as Shell, BP, Exxon Mobile whilst the losers were convenience retailers, such as 7-Eleven. Such convenience retailers are required to pay refiners the higher fuel prices yet can not pass all of these increased fuel costs onto customers and thus sacrifice their gasoline margins. According to the Oil Price Information Service (OPIS) gross retail gasoline profit margins plunged by more than 37 percent in the December, 2003-to-March, 2004 period, falling from 16.8 cents per gallon to just 10.6 cents per gallon nationally27. With 31% of 7-Eleven’s sales coming from gasoline, the volatility in gasoline prices over the last year highlights the risks of such dependence. While quarterly volatility is a risk with most commodity based products, 7-Eleven’s annual earnings stream from gasoline has been quite stable with gross profit margins of at least 13 cents per gallon in each of the past 10 years. Along with other convenience store retailers, 7-Eleven faces an increasingly tough regulatory environment surrounding the sale of tobacco, its best-selling product category. This environment includes a potential rise in the minimum age to purchase tobacco, an increase in â€Å"sin taxes† and growing health concerns. Ultimately, these issues could put downward pressure on tobacco sales and 7-Eleven’s margins. Distribution and supplier relationships 7-Eleven has forged strong relationships with its suppliers, though many challenges still remain for the corporation. These relationships are critical elements of 7-Eleven’s operational efficiency and strategy. Technology allows 7-Eleven to seamlessly integrate ordering and delivery scheduling. Key suppliers to 7-Eleven, however, have remained resistant to participating in the company’s evolving distribution system. These consumer packaged goods manufacturers have extensive 26 The New 7-Eleven distribution networks of their own to deliver goods and control in-store shelf space. By controlling in-store product placement, they are able to drive sales and get a solid advantage over the competition. They are reluctant to give up such an advantage. 7-Eleven has been changing this model. The company believes that they can increase their own profitability by consolidating shipments from a variety of suppliers in their warehouses, and distributing to their own stores based on in-store sales data. While many of the smaller manufacturers have conceded and switched to this CDC model, many of the larger suppliers are still fighting. Companies such as Coca-Cola, Pepsi and Budweiser have such a vested interest in their distribution networks that they have not yet been willing to transition. They do not want to relinquish control over floor and shelf space. Keyes, however, feels that they will eventually come around as a result of pressure from key players such as Wal-Mart and 7-Eleven. Further, this centralized distribution model – which is effectively breaking down the barrier to entry of 100-year-old distribution networks – is providing opportunities for new suppliers to enter the market. Customers Traditionally 7-Eleven’s core customer was a male, blue-collar worker purchasing coffee before work or beer at the end of the day. More recently, the 7-Eleven customer demographic has shifted as the products and services it offers have changed. Describing the relationship between demographic and product mix, Keyes explains: â€Å"7-Eleven’s gasoline island today is over 50 percent female because we were one of the first with self-service, pay-at-the-pump gas pumps and it was easier for moms.† The customer base has shifted from largely blue-collar male to a broader demographic mix, including more female customers. Keyes says of this shift: Inside, the store isn’t 60 percent blue-collar male anymore, but we don’t want to run off our core customer. We still sell a lot of beer and beef jerky, and we plan to continue. Our new approach is subtle. When you know that you can get a good, healthy, fresh sandwich then well get you, not by advertising and telling you what a great place we are. As with most retailers, the key is having the right assortments. This strategy involves selling a wider range of products than the traditional beer and beef jerky alongside pork rinds. Broadening the product mix encourages a demographic broadening of the customer base. People Management People management remains an ongoing challenge at 7-Eleven. â€Å"There are huge labor issues,† says Keyes.28 Specifically he points out: â€Å"The people represent the company.† 7-Eleven has 70,000 employees worldwide, 6,000 of whom are staffing stores on overnight shifts. Keyes 28 Jim Keyes, Columbia Class Video, February 6, 2002. 10 Retailing Leadership The New 7-Eleven worries about the customer service provided by these front-line employees, and by franchisees who operate as independent contractors. â€Å"You cannot execute Retailer Initiative without retailers,† says Keyes. To help its store managers, both franchisees and corporate employees, 7-Eleven began a 12-week certification program in 2002. By the end of 2003, almost one-third of its store operators had been certified. In addition, more than 2,700 store sales associates had completed a two-day training module on the essential elements of the Retailer Initiative strategy.29 Franchisees 7-Eleven remains active in managing and supporting its franchisees. Each franchisee undergoes an initial 6-week training program in operating and managing a 7-Eleven store, and is subsequently assigned a field consultant who provides on-going support during weekly visits. In addition, the company hosts an annual â€Å"7-Eleven University† during which franchisees and corporate-store managers are introduced to new products and company initiatives. Historically, the franchises have been more successful than corporate stores. â€Å"We think this is because they’ve got skin in the game,† says Keyes. Now, however, the franchises have begun to fall behind corporate stores. While all corporate initiatives are immediately implemented in corporate-run stores, franchisees are not required to use the new inventory system. As Keyes has moved to change the way 7-Eleven operates, the existing group of 3,300 franchisees are proving to be a â€Å"challenge.† â€Å"They t hink that we’re trying to force them to be employees, and we’re not,† he says. Specifically, franchisees have been unhappy with the gross profit â€Å"split† between themselves and the company. Under the existing franchise agreement, franchisees retain 48 percent of their gross profit margin, and give 52 percent to the corporation. In turn, the corporation has become unhappy with the rate at which existing franchisees have been converting to the Retailer Initiative and the new, company-wide SKU-picking system in particular. In order to address these concerns, 7-Eleven has recently offered a new franchise agreement. Under this new agreement, the gross profit split is now 50-50. Under the new agreement, franchisees must now repay the corporation for advertising expenditures, equivalent to between 0.5 and 1.5 percent of the franchisee’s gross profit. To address the company’s concerns, the new agreement phases in a further requirement for franchisees to order 85 percent of their SKUs from recommended vendors. The new agreement will affect the 34 percent of all franchisees whose agreements were up for renewal on December 31, 2003, along with all new franchise holders. The remaining franchisees will be eligible to sign the agreement starting in 2004. 29 7-Eleven, 2003 Annual Report. 11 Retailing Leadership The New 7-Eleven Diversity As a further effort to address 7-Eleven’s human resource issues, the company has attempted to re-brand its diversity as an asset. Following the terrorist attacks on September 11, 2001, the company experienced antagonism directed at several of its front-line store employees who were thought to be of Middle-Eastern origin. The company responded to this crisis by attempting to define the diversity of its workforce as a strength. 7-Eleven produced and aired commercials that highlighted the immigrant origins of franchiseowners. In one commercial, a Thai franchisee is shown working hard to build her 7-Eleven franchise, followed by shots of her welcoming her two children to America in an airport waiting area after a long separation. Additionally, the company held its 75th birthday celebrations on Ellis Island in New York City, the former gateway to the U.S. for immigrants. â€Å"America was built by immigrants who came here to live the American Dream† says Keyes. â€Å"7-Eleven represents that opportunity to be your own boss.†30 Differentiation Continuing people management concerns also rest in part on the lack of training and on-going support for the hourly workers, particularly those that work in franchises where franchisees are responsible for the hiring and training of employees. According to the company, store-level employee turnover at over 100% is in line with industry norms, and 7-Eleven has seen two consecutive years of improvement.31 Keyes believes that 7-Eleven’s front-line employee issues can be resolved in part through differentiation. Just as 7-Eleven has to differentiate products, he says, it also has to differentiate the store for employees. Why work at 7-Eleven for $8-$9 an hour, rather than at McDonalds? Currently, says Keyes, â€Å"We have people looking for an hourly wage, not a challenge.†32 There are currently two drivers of employer differentiation at 7-Eleven. The first is staff development and ongoing training. At 7-Eleven University, franchisees and store managers are exposed to ideas for motivating and teaching employees. Keyes often visits stores and concludes that franchisees often do not work with their hourly employees to help them understand customer service. Hourly workers are told, for example, that the retail cost of an empty cup is 70 cents (a function of retail vs. cost accounting), so when customers come in and ask for a cup of water, they are told the cost is 70 cents. â€Å"They don’t know that the actual cup cost is only a nickel and that it would make more sense to build customer goodwill by giving them the cup and writing it off,† says Keyes. â€Å"We can turn an $8-9 dollar an hour employee into a retailer by giving them the tools, like performance-building skills.† Additionally, Keyes would like to see store franchisees and managers do more to create a positive work environment for hourly workers. You can â€Å"fire up† a group of hourly-wage employees, believes Keyes, thinking back to his own college job at McDonald’s. He was 30 Jim Keyes, Columbia Class Video, 2003. 7-Eleven. 32 Jim Keyes, Columbia Class Video, February 6, 2002. 31 12 Retailing Leadership The New 7-Eleven enthusiastic, he recalls, both as an entry-level worker and when he was promoted to run staff training at new stores. His managers and his peers, he believes, helped to create an atmosphere where people wanted to work. The second driver of employee differentiation is â€Å"social capitalism.† Keyes attempted to differentiate 7-Eleven stores as workplaces by building up the idea that the company can give back to the communities in which its employees work and live. In 2002, 7-Eleven set up the Education is Freedom Foundation, sustained through company gifts, website donations, and collection boxes at store cash registers. (See Exhibit 14 for the Foundation’s website.) The Foundation was expressly intended to provide money for the higher education of employees and their children. This idea intended to leverage 7-Eleven’s long identification with the American Dream – as a place where recent immigrants and others could run a business as a franchisee with little capital investment – into the idea that working for 7-Eleven is a good place to get an education. Overall, the Foundation distributed $2000 scholarships to 223 students, after receiving 30,000 applications.33 The impact on employee turnover, however, seemed negligible. â€Å"I was waiting,† says Keyes, â€Å"for my HR team to pick up the ball.† Despite wanting to differentiate itself in the eyes of employees, 7-Eleven, like other players in the convenience store industries, worries about an increase in the minimum wage. Labor expense accounted for 42.1 percent of gross profit in 2002 for the convenience store industry as a whole.34 For example, the New York Association of Convenience Stores noted that a proposed increase in the minimum wage from $5.15 to $7.10 by 2006 would increase convenience store costs in the state by 38 percent.35 Finally, 7-Eleven faces the challenge of maintaining security in its stores, many of which operate 24 hours a day. A Learning Organization Keyes would like 7-Eleven to become a â€Å"learning organization† from top to bottom. As he works to reinvent the company, and to move away from traditional methods of retailing, Keyes would like to engender an environment of continual learning in franchises, corporate-run stores, and in HQ. Recognizing that 7-Eleven is not considered an attractive place to work for newlyminted MBA’s and others, Keyes wants to turn 7-Eleven into the â€Å"Procter Gamble training ground† for the convenience industry. Specifically, Keyes worries about creating a management team to succeed him. He talks about being in â€Å"leadership 101† as he looks back and realizes that he is so much of a hands-on person that he did not make enough effort to develop people as he was moving up through the ranks of the company. 33 7-Eleven news release, January 21, 2004. EDC Economics, An Overview of the US Convenience Store Industry, December 2003. 35 New York Association of Convenience Stores (www.nyacs.org). 34 13 Retailing Leadership The New 7-Eleven Search for new HR Director In order to develop employer differentiation ideas, manage the image of 7-Eleven’s front-line retailers and develop ways of making 7-Eleven’s corporate side a more attractive place to work and develop as retailers, Keyes instituted a search for a new Director of Human Resources. (See Exhibit 16 for a company organization chart.) After looking at many resumes, he remains unimpressed. â€Å"They don’t go above the baseline,† he says. So many of the candidates miss the point about differentiation and customer service, and do not understand that all employees must be able to fill in the blank: â€Å"I want to work for 7-Eleven because _______.† Growth 7-Eleven is expanding rapidly. In the U.S., store growth is balanced between new franchises and corporate-run stores. Internationally, the company enters into license agreements with partners in foreign countries. Domestic Expansion 7-Eleven is adopting an urban strategy learned from successful licensees in Japan and Taiwan, ceding high-traffic corners to others and looking for more unconventional locations. These types of selections decrease the cost of real estate and, as a result, increase the company’s return on investment. In addition, the company is upgrading both its technological and physical infrastructure to continue to redefine its brand image. 7-eleven spent over $500 million over the last five years to upgrade its technology platform (See Exhibit 16 for pictures of current stores.) In 2004, the company plans to open approximately 100 new retail outlets in the United States while continuing to close unprofitable stores. Keyes believes this is vastly undershooting their expansion potential. In Japan, the company netted over 1,000 new stores during 2003. He believes that 7-Eleven could easily add 500 to 1,000 stores per year in the U.S. market. Areas of focus include cities and airports, as well as further penetrating some of their existing markets. Questions remain, however: Can 7-Eleven justify the relatively high cost of real estate in these areas? What effect will cannibalization have on the economics of both their new and existing stores? Further, based on their highly leveraged balance sheet, can they even afford to do it? International Expansion Keyes also sees great opportunities in new markets. South America, Beijing and the rest of China are all examples of key markets that the company is looking to expand into.36 7-Eleven hopes to secure local partners that are familiar with the markets to increase the chances of success. While convenience transcends cultural differences, the definition of convenience will certainly vary by culture. 36 Associated Press, April 6, 2004. 7-Eleven, through a joint venture arrangement between licensee Seven-Eleven Japan and two Chinese partners opened its first store in Beijing on April 15, 2004. 14 Retailing Leadership The New 7-Eleven International expansion is facilitated through the use of license agreements. Such agreements give 7-Eleven, Inc., legal control over the use of trademarks, trade dress and business information, and attempts to establish mutually beneficial relationships in order to ensure additional control over licensees. Japan represents 7-Eleven’s greatest international success. The stores are consistently clean and well-organized, with a very wide and high-quality product line. Working closely with suppliers and providing first-class service to customers Seven-Eleven Japan has experienced phenomenal success. It now has over 10,000 stores. While the Japanese experience represents strong success, it remains to be seen whether 7-Eleven can replicate that model in other countries. Conclusion â€Å"It’s been a fascinating experience to take a company that was an icon in an industry and transform its economic model over the last 10 years,† says Keyes. He admits, however, that the transformation is on-going and not complete. He worries about the continued holding-out of his dominant suppliers like Coca Cola and Pepsi to the CDC model. Underlying these difficulties with his reinvention of 7-Eleven, the people management issues loom large. What should he be looking for in his new HR director? Why is the right person so hard to find? â€Å"The sky’s the limit in terms of what we can create,† says Keyes. â€Å"As I look around the landscape of retail all of my competition are playing the same game.† In his Beechcraft, as Keyes adjusts his altitude to compensate for the turbulence, he sees much blue sky in front of him. He also can’t help noticing the clouds off in the distance. 15 Retailing Leadership Exhibit 1 The New 7-Eleven Biography of Jim Keyes Jim Keyes is president and chief executive officer for 7-Eleven, Inc., the world’s largest convenience store retailer. Mr. Keyes served in a number of senior management positions before being elected to his current role in 2000. He joined 7-Eleven stores’ former subsidiary Citgo Petroleum in 1985 as general manager of marketing and business strategy. A year later, he became general manager of 7-Eleven’s national gasoline, with responsibility for the company’s retail gasoline business in the United States and Canada. He was named vice president of national gasoline in 1991. Mr. Keyes served as the company’s senior financial officer in 1992 and was named chief financial officer in 1996. He was elected to the company’s board of directors in 1997 and promoted to executive vice president and chief operating officer in 1998. Before joining 7-Eleven, he held various field and corporate positions at Gulf Oil Corporation. Mr. Keyes earned a Bachelor of Arts degree at Holy Cross College in Worcester, Mass., where he was named to the Phi Beta Kappa honor society and graduated cum laude in 1977. He also attended the University of London and received a Master’s of Business Administration degree from Columbia University in New York City [in 1980]. Mr. Keyes is founding chairman of Education is Freedom, a public charity dedicated to helping hard-working young people reach their full potential through higher education. He serves on the national board of directors of Students in Free Enterprise (SIFE), the Muscular Dystrophy Association, Latino Initiatives for the Next Century (LINC) and on the board of trustees for the Boys and Girls Club. Mr. Keyes also is on the board of directors for the National Association of Convenience Stores (NACS). He was recognized by the Network of Executive Women for his efforts to promote diversity in the workplace. Mr. Keyes serves in a leadership role within the local Dallas community as well, as an executive board member of the Greater Dallas Chamber of Commerce, a member of the Dallas Citizens Council and a member of Southern Methodist University’s Cox School of Business and chairman of the Dallas Symphony Association. Mr. Keyes was born on March 17, 1955 in Grafton, Mass. He and his wife Margo live in Dallas.

Coca Cola Company Is The Largest Multinational Company Marketing Essay

Coca Cola Company Is The Largest Multinational Company Marketing Essay The Coca-Cola Company is the largest multinational company all over the world, which produces non-alcoholic beverages, including the famous Coca-Cola and Sprite. In 2009, the company revenue has counted $31 billion with $6.8 billion net income. Company is more than 124 years in business, and employs 92.800 people. Coca-Cola Company is one of the small numbers of companies, which sales more than one billion drinks per day. The Coca-Cola Company was established in 1892 when Dr. John Smith Pemberton and Ed Holland formed a company named J. S. Pemberton Medicine Company. The company was established to sell three products: Pembertons French Wine Cola (now is known as Coca-Cola), Pembertons Indian Queen Hair Dye, and Pembertons Globe Flower Cough Syrup. Later on in 1894 company was renamed to Pemberton Chemical Company. Ed Holland became the Vice-president, while D. D. Doe was president of the company. After three years, company again changed name to Pemberton Medicine Company, a co-partnership between Pemberton, A. O. Murphy, E. H. Bloodworth, and J. C. Mayfield. Muthar Kent was elected CEO and Chairman of the Board on July 1, 2008. The economic growth is deliberate: by the Gross Domestic Product (GDP) in the United States prolonged at a yearly rate of 2.50 percent in the third quarter of 2010. The economy of the United States is the largest in the world. The economic system of United States is based on free market economy. It means that sole proprietors and business firms make the majority of the decisions. According to the graph in second quarter of 2008 GDP in of the USA fluctuated among 1%.the picture changed in first half of 2009, when GDP dramatically drop down to -6.8%. This decline GDP the USA effected to the sales of Coca-Cola Company. Company product sale also decline. Income level of population: According to the graph, there was a dramatic decline in GDP growth rate in March 2009. It means that overall income level of population drop down and in this case people do not by Coca-Cola Company products much. Nevertheless, the next year the GDP growth rate began to stabilize and reached a point of 2.5% in March 2009. As a result the income level in USA rose and it goodly affected to sales on company. Interest rate: Interest rate changes do affect the companys ability to borrow and influence businesses that buy KO products Inflation: The inflation rate in United States was last reported at 1.10 percent in November of 2010. The most valuable measures of Inflation are the CPI which measures the GDP deflator and consumer prices, which measures inflation of the domestic economy. Summarizing the data from the graph, he inflation rate was higher in 2008 when in 2010. In the period from 2008-2009 inflation rate was pretty high, that is why Coca-Cola Company raise prices to drinks. In 2010 the inflation rate was not far above the ground, which means that in this time company do not raise products prices much, in order to attract customers. Coca-Cola Company income straightly related to the U.S. dollar (USD). Company is based in the USA, and about 75% of its operating income from outside of United States. That is why company is very sensitive to the strength of dollar. As foreign currencies do not strongly related to the dollar, products which are sold in foreign countries are worth fewer dollars in the US. Another trend affecting Coca-Cola is that higher value of the US dollar the less America goods are sold outside of the United States. Entry 3: Effect of Industry Environment. The soft drink Industry, have the most phenomenon global marketing. The most important part of soft drinks is blended water with sugar, additives and flavors. The success of marketing and advertising such products is that soft drink companies advice to the customers, drink it instead of straight water. The soft drinks have the stale possession in the worldwide market. In 2002, world sales counted $193 billion US dollar. In contrast fruit sales exceeded just US $69 billion. In the U.S., soft drinks of the Coca-Cola Company, mostly sold in two liters bottles and one liter plastic bottles. Coke, Pepsi and Cadbury Schweppes control over than 91% of the U.S. market share. Industry Competition: PepsiCo and Cadbury Schweppes are main competitors of the Coca-Cola Company. There are a lot of smaller beverage companies competing domestically and markets of these non-CSD drinks sometimes possess major shares of their areas. For example Monster energy drink, produced by Hansen Natural (HANS), Red Bull energy drink of the Red Bull GmbHs, or Ferolito iced tea product of the Vultaggio Sons Arizona company. The Coca-Cola Company has competitors not only in soft drinks industry like PepsiCo, Inc., but in the nutrition companies like Kraft Foods, Groupe Danone, Uniliver, and Nestle. PepsiCo Inc. PepsiCo is the second world largest company all over the world. In 1898 in New Bern, North Carolina, druggist Caleb D Bradham created Pepsi-Cola. PepsiCo Inc. holds about one-third of US soft drinks market, it is about 31%.It means that Pepsi Company make a threat to the Coca-Cola Company. PepsiCo Inc. produces products such as Pepsi, Slice, Diet Pepsi, Mountain Dew and Mug Root Beer. Moreover it owns Frito-lay snacks. Cadbury Schweppes. The second direct competitor is Cadbury Schweppes; it is the number tree worlds soft drink producer. In 2007 revenue of the company was $5.75 billion. In US Schweppes have 18% of market share. Company soft drinks include Squirt, La Casera, TriNa, Wave and Spring Valley. The Total sales in the USA are about $12.9 billion. Entry 4:Effect of Political and Legal Environment. Legal factors which can could masquerade an enviromental threat to Coca-Cola company embrace new legislation of food and beverage products. New laws could threaten the company by creating more overhead expenses and decreasing the profit. Legal Factors: Government: Entry 5: Effect of Socio-Cultural Environment. Production of Coca-Cola Company is known by people of all ages, genders, nationalities, social possessions and religion. Price not very high, it means that practically every low and middle class person. The Coca-Cola Company has a number of unethical dessisions related with human rights. Unethical business decision: Coke can be ware harmfull for especially children and adults. Coca-Cola soft drinks are sold practicaly everywere in scholls, hotels, markets, parks, airports, highways and even rest stops. That is why every child are able to buy bottle of Coca-Cola. Coca-Cola contain a lot of chemicals which can be harmfull for young organizm and not only, because Coke badly eaffect liver work,stomach and work of organizm. Soft drinks include too much sugar, and it also can cause big health problems.It also causes a lot of problems related to dental heath. Cola depleats calcium in the bones, causing poor bone health. Coke full of coffein, which fast heart work and heart work not in proper way. To sum up Coca-Cola drink is very dangerous to peoples health. In 2005 KO introdused Coke Zero, it is most significant inovation of Coca-Cola Company. It is calorie free version of classik Coke. Coke Zero has a low level of sugar and suitable for people who are on a diet. Nowdays Coca-Cola Company produses not only carbonate drinks, it also produses such products like fresh juices( Fruitopia), teas, milk, bottled watter(Dassani) and hot chocolate for those who prefer healthy lifestyle. Such products do not badly affect the human organizm. Moreover it can help people to choose healthy drinks instead of carbonate.Coca-Cola must continue to adapt to the enviromental changes like healthy nutrition. Moreover company should include more healthyproducts. Entry 6: Effect of Ethical Enviroment. Each year Coca-Cola company donate more than 4 million US dollars for children with disable people. About 2 million US dollars company donate to african children.I means that company play role in social life not only it native country but others coutries also. Entry 7: Effect of Technological Environment Nowdays technology is one of the main factor in helping company stay profitable. With the time company should modernize delivery process production. It is true that with time technology prosses is developing, nowdays there are a lot of machines, which work more properly,faster and affectively than humans. All Coca-Cola company fabrics are modified with new equpment.And it plays a big role,because the same product made buy developed machine made faster, without any havy work, than product made buy human. It does not mean that people are do not needable in company fabriques. It is well known that Coca-Cola Company is multinatinational, that is why ofises of the company are state not in one coutry. With the help of internet company workers can meeting, discuss problems, share. They can speak using web cameras or wright reports using web mail. Higher technological prosses is, higher speed of making products. In our country each year truck with Coca-Cola print, drive throug Tashkent streets with new yaer muzik. It is very good advertizing of company. Company has its own website,there are all information about company its products nd delivery. Using Coke website cutomers can give advise what company should do in order to increase sales of production. It is also posibal beein in Uzbekistan buy Coca-Cola products via internet, this posibility make distribution products more comfortable. It is possibale to buy products online.