The Sexual Response Cycle free essay sample

The sexual response cycle describes the changes that occur in the body as men and women become sexually aroused, which divides into four phases: excitement, plateau, orgasm, and resolution. Vasocongestion and myotonia are what characterize the sexual response cycle. Vasocongestion causes erection of the penis and swelling of the area surrounding the vaginal opening. Myotonia (muscle tension) causes facial grimaces, spasms in the hands and feet, and then the spasms of orgasm. The first phase of the sexual response cycle is the excitement phase. Erection in the male, vaginal lubrication in the female (vasocongestion), muscle tension (myotonia), an increase in heart rate, and the erection of the nipples in both males and females are the characteristics of this phase. The plateau phase is the second phase of the sexual response cycle. During this phase, there are increases in vasocongestion, muscle tension, heart rate, and blood pressure in preparation for orgasm. The level of sexual arousal remains somewhat stable during this phase of the cycle. We will write a custom essay sample on The Sexual Response Cycle or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Vasocongestion causes the perimeter of the head on a penis to show some increase in size; the testes are elevated into position for ejaculation and may reach almost twice their unaroused size. In women, vasocongestion swells the outer part of the vagina, contracting the vaginal opening to prepare for grasping the penis. The inner part of the vagina expands further. The clitoris withdraws beneath the clitoral hood and shortens. Breathing becomes rapid, heart rate increases, and blood pressure continues to rise in males and females. The third phase of the sexual response cycle is the orgasm phase. Pelvic contractions occur during this phase, which are accompanied by intense pleasure. For the male, this phase involves two stages of muscular contractions. In the first stage, semen collects at the base of the penis, and the internal sphincter of the urinary bladder prevents urine from mixing with the semen. In the second stage, muscle contractions force the ejaculate out of the body, which gives a sensation of pleasure (orgasm). An orgasm in a female manifests by 3 to 15 contractions of the pelvic muscles that surround the vaginal barrel. As in the male, the contractions produce a elease of sexual tension (Meston Frohlich, 2000); followed by weaker and slower contractions. The fourth phase of the cycle is the resolution phase. During the resolution phase, the level of sexual arousal returns to the prearoused state. After a man has an orgasm, blood releases from the penis and testes. The erection disappears and the testes return to their normal size. Men also have a refractory pe riod, which follows orgasm. This would occur before the resolution. Once this period passes, this allows men to become rearoused to orgasm and return to preplateau levels. Women do not have this period; therefore, they can become quickly rearoused to the point of repeating an orgasm if they desire and receive continued sexual stimulation. Orgasms in women also trigger the release of blood from enlarged areas. The nipples return to their normal size. The clitoris and vaginal barrel gradually shrink and return to their unaroused sizes. Blood pressure, heart rate, and breathing also return to their levels before arousal. Both partners may experience feelings such as relaxed and satisfied. Know I am going to talk about sexual dysfunctions or unrelenting difficulties in sexual interest, arousal, or response that millions of Americans experience. Many people are reluctant to admit to sexual problems, so there is not a precise figure on the commonness of sexual dysfunctions. The major types of sexual dysfunction are hypoactive sexual desire disorder, female sexual arousal disorder, male erectile disorder, orgasmic disorder, and premature ejaculation. In hypoactive sexual desire disorder, a person reports a lack of interest in sexual activity, low sexual drive, and an absence of sexual fantasies. The diagnosis reflects the belief that sexual interest, drive, and fantasies fall within the normal range of human sexuality. This disorder can occur in both males and females. The vaginal lubrication that prepares the vagina for penile penetration is what portrays the sexual arousal of a female. If a woman is having difficulties in this area, or having difficulties sustaining arousal long, enough to engage in sexual satisfaction it could be because she is suffering from female sexual arousal disorder. Keep in mind that almost all women now and then have difficulty becoming or remaining lubricated. One should only be concerned if this is a reoccurring problem. An erection exemplifies the sexual arousal in males. Male erectile disorder describes a repeated difficulty of becoming sexually aroused. If a man is having repeated failure of achieving or sustaining an erection, he may be suffering from erectile disorder (ED). As I said in the above for women, the same applies for men; almost all men have occasional difficulties attaining or maintaining an erection through intercourse. One should only be concerned if this is or becomes a reoccurring problem. In the orgasmic disorder, a man or woman, although sexually excited, is determinedly delayed in reaching an orgasm or, even worst, does not reach an orgasm at all. Although, this disorder does arise in both men and women, it is more common among women than it is in men. Premature ejaculation is a disorder that causes a male to, persistently ejaculate with minimal sexual stimulation, and it happens too rapidly to allow his partner or himself to enjoy sexual relations fully. Many cases of sexual dysfunctions reflect biological problems. Lack of desire can be due to diabetes or deficient levels of testosterone. Fatigue feelings and depressants can reduce sexual desire and inhibit orgasm; it can also impair sexual responses. A lack of sexual drive and/or interest usually connects with one’s mental health problems. There are physical health problems that can affect orgasmic functioning in both men as well as in women. Drugs that can lead to erectile disorder include antidepressants, adrenergic blockers, diuretics, cholesterol-lowering drugs, anticonvulsants, anti-Parkinson drugs, and dyspepsia and ulcer-healing drugs. Marijuana is also associated with reducing one’s sexual desire and performance. Alcohol is a depressant that can impair sexual arousal or response (heavy drinking usually ends in disaster like waking up in a hotel room in Vegas, with a ring on your hand and a person you have never seen before laying next to you or something like that). Psychosocial causes can include anxiety or guilt about sex and unsuccessful stimulation by the partner. It may physically hurt the women; this can be a result of not enough lubrication. Pain during sex along with any other pain is a sign that something is wrong; go see a doctor. Physically or psychologically painful sexual experiences, such as rape, can block future sexual responses. General difficulties in communication also inhibit the expression of sexual desires. Sexual dysfunctions are often treated with sex therapy, which refers to a relatively brief and direct form of psychological treatment that generally incorporates cognitive and behavioral components. Before someone begins sex therapy, it is all most required that one obtain a thorough medical workup.

A Brief Analysis of Subway Restaurant and Its Franchising System Essays

A Brief Analysis of Subway Restaurant and Its Franchising System Essays A Brief Analysis of Subway Restaurant and Its Franchising System Paper A Brief Analysis of Subway Restaurant and Its Franchising System Paper Entrepreneurship: Subway Restaurant has a history that extends over forty three years now. It has had an amazing history that seems like a fairy tale to the admiring observer. There is an important lesson for young and aspiring entrepreneurs in the Subway story. The lesson is that when opportunity presents itself, one should grab it with both hands and then work hard to turn that opportunity into success. That is exactly what Fred De Luca did forty three years ago. Fred De Luca was a teenager when his family got a call that Dr. Peter Buck, a family friend had changed residence and moved within an hour’s drive from their place. Fred’s family went to the Buck family’s new residence to meet them. Fred wanted to seek guidance from Dr. Buck about his future education prospects, so he asked him for some advice. The words Dr. Buck said to Fred De Luca changed both their lives forever. Dr. Buck said, â€Å"I think you should open a submarine sandwich shop† (SUBWAY ® Restaurant, 2008). To back his claim, Dr. Buck made an investment of a thousand dollars and handed the money to De Luca. After a chat with their attorney, the duo considered the option of franchising their business. This decision changed the face of Subway Restaurant. By the year 2008, Subway has approximately thirty thousand franchises in about eighty seven countries around the world (SUBWAY ® Restaurant, 2008). The main reason for franchising Subway was that De Luca wanted to expand the business further. To expand and to expand rapidly from a total of 16 units to double that size in two years and meet their target (SUBWAY ® Restaurant, 2008) required money and qualified people. Franchising was the best alternative. The advantages of franchising are enormous for a franchisor. They include rapid expansion, more time available for other possibilities as day to day operations are handed over to the franchisees, instant cash flows, limited costs of overhead and many other advantages (Franchise Venture Capital, 2005). The main disadvantage of a franchisor is the loss of control over the organization. Due to certain franchisees, the image of the company can be tarnished beyond repair. Another disadvantage is the decrease in flexibility for the franchisor. It will be harder to implement changes in strategy and tactics after franchising. And also, franchisees have invested a great deal in the business in terms of time and money and cannot be fired or disassociated easily (Butterfield Bakery, 2003). Marketing: Marketing is very important for franchises. It is not possible for franchisees to individually market the franchise as the costs of marketing are too high and their pool of capital small. Generally, marketing is done on a global scale by Subway. There is an advertising fund in which all franchisees have to pay, which is about 4. 5% in US, Canada and Australia, and 3. 5% in other countries (SUBWAY ® Restaurant, 2008). Franchisees have flexibility in the case of nationally sponsored programs such as coupons. One franchise in the same country may be using coupons while another might not. Operations Management: Daily materials are not centralized and can be bought from different suppliers but the initial materials such as equipment are bought from Subway’s associate manufacturers. Costs: To set up a franchise with Subway, first you have to submit a filled online application at the Subway Website (www. subway. com). After the application is completed, you receive a brochure that gives additional information not available at the website. After that, you can contact the franchisor and discuss possibilities. The start up fee is USD 15,000 for US, Canadian Dollars 15,000 for Canada, Australian Dollars 12,500 for Australia and USD 10,000 for all other countries. An 8 % royalty has to be paid by all franchisees (SUBWAY ® Restaurant, 2008). The Break Even point for a BMT Sandwich is approximately 6340 units per month (See Appendix I). Human Resource Management: There is a two week training program that all franchisees have to attend before opening the franchise (SUBWAY ® Restaurant, 2008). In order to maintain the image of the company, the employees in a franchise also have to be trained in basic procedures and Customer Relations Management. There are many advantages of Corporate Training. Firstly, the staff learns to follow company policies regarding such issues as cleanliness, quality, customer interaction, and dealing with fellow employees. Training increases the skills and productivity of the work force. Disadvantages are the time and cost expended for the training. The job of the trainer is not as simple as it may seem to the casual observer. It requires skill and understanding the diverse nature of the trainees and how to relay the message in the most effective way. Staffing: There is no disclosed information that we could find regarding the minimum wage policies of Subway. Subway is in the process of offering basic health care to its members (Webb, 2007). Exit Strategy: There are a number of people who would like to have the prestige of running a Subway franchise. One way of approaching them is via newspaper advertisements. By creating a number of possible buyers, the seller can sell to the highest bidder and reap maximum rewards. Subway offers loans for expansion and remodeling and assistance in payment of the fees of franchising for minorities. There is also an equipment leasing program in place (Subway Restaurant, 2008) Reference Butterfield Bakery. (2003). Advantages and Disadvantages of Franchising. Retrieved February 11, 2009, from Butterfield Bakery: butterfield. co. za/public/Concept/advantages. htm Franchise Venture Capital. (2005). Advantages of Franchising. Retrieved February 11, 2009, from Franchise Venture Capital: franchiseventurecapital. com/advantages. html

Monteverde Cloud Forest Essay Example | Topics and Well Written Essays - 500 words

Monteverde Cloud Forest - Essay Example The Center also makes concerted efforts to create awareness that earth has a finite size and therefore, the organisms residing on it must ensure that the eco system of the earth is not disturbed drastically. The wild life sanctuary is known as Cloud Forest rather than rain forest because of its altitude where clouds can be seen passing through the trees. Situated at a height of 1440 meters, it is also known as green forest and comprises of eight ecological zones and shelters more than 400 species of birds and 100 species of mammals (monteverde.com). It has 120 species of reptilians and amphibians and thousands of insects. The forest with its tall trees help protects the species from natural catastrophes like storms and hurricanes. Many endangered species like Quetzals, Emerald Toucanet, Bellbird, golden toad and rare variety of hummingbirds can be found here. The reserve is a favorite destination for nature lovers across the globe. ‘In 1988, the organization began the International Children’s Rainforest project, which has raised money for the reserve ever since. With the help of children from around the world, the Monteverde Cloud Forest has increased in size to over 26,000 acres. Together with several other forests in the area, it forms almost 70,000 acres of privately owned cloud forest’ (CostaRica). The preserve is an ongoing project for the awareness creation that contributes towards sustainable development. This nature paradise draws more than 70,000 tourists per annum. With its impressive landscape and biodiversity, ‘Monteverde is considered one of the Costa Ricas Seven Wonders, along with Cocos Island, Tortuguero, Arenal Volcano, Chirripo Mountain, Celeste River and Poas Volcano (Monteverde Forest). The sanctuary has more than 2500 species of plants and more than 420 different types of orchids. The stupendous range of biodiversity in the forest makes it one of the most outstanding nature reserves of the

Nietzsche - Geneology of Morality Essay Example | Topics and Well Written Essays - 1000 words

Nietzsche - Geneology of Morality - Essay Example In this way, Nietzsche claims that rather trying to persuade, argue with, or grapple to explain the fallacy of certain ways of thinking, it is necessary for the philosopher to look at such notions with disdain, resentment, disgust, and superiority. It is through such a response mechanism that Nietzsche believes that it is possible for the superiority of ideas to triumph over another by means of the contempt that they are shown. Accordingly, this essay will attempt to focus upon the idea of â€Å"ressentiment† as presented by Nietzsche and quantify it with regards to whether it is a beneficial and/or useful practice that should be engaged with or whether it is fundamentally harmful to the free flow of information and expression and disagreement that has been indicative of the intellectual community since time immemorial (Clark 21). As such, key aspects and competing realities of Nietzsche’s point of view will be considered, weighed, and analyzed. In effect, this ressenti ment is a form of intellectual disdain and disgust for those aspects of different types of worldviews that the individual does not respect. Nietzsche further described that the reason that many individuals place themselves in subjugation to the morality and laws of his era was the fact that they felt more comfortable in a master and slave-type relationship (in which they were invariably playing the part of the mental slaves). As a means to jar these individuals from their complacency and acquaint them with the folly of such a worldview, Nietzsche advocates levying a degree of contempt on such belief systems as a means of encouraging those that hold these to re-access them and come to a more complete understanding of the inherent inadequacies and lack of logic presented within them. With respect to the extent to which this particular author agrees or disagrees with the concept of â€Å"ressentiment† as described by Nietzsche, the answer to this cannot be simply stated. Firstly , there are a multitude of instances in which world views, ideas regarding morality, and other such philosophical constructions cannot and should not be considered due to the sheer preposterous nature of their claims. However, the clear and overriding elements of intellectual hubris also come together to raise key questions in the mind of one who reviews such a tactic and response. By not only refusing to engage but showing contempt for a given belief system or worldview, the philosopher is unable to transmit the necessary knowledge which could be key in convincing the practitioner to abandon an otherwise untenable stance. Such an approach, although advocated by Nietzsche has little if any effect in bringing about a greater understanding as such, for purposes of intellectual and academic advancement, stifles the expression of thought and the transmission of ideas. Accordingly, it is the belief of this author that such an approach is more or less fruitless due to the fact that neithe r participants is able to differentiate or expand upon the argument due to the fact that employing ressentiment will necessarily close down the participant’s ability and/or desire to reason together with the opposition. This understanding of intellectual supremacy helps the individual to understand further nuances of the way in which Nietzsche engages the reader with his understanding of the master and slave paradox. Whereas no one wants to consider themselves the intellectual slave of another, Nietzsche effectively argues that those who

Lipstick product ethical analysis Research Paper

Lipstick product ethical analysis - Research Paper Example Since the primary objective of a business is seen as profit-making, these issues are hardly considered despite their harmfulness to either health of environment. For that reason, this paper intends to investigate one of the lipstick products, Maybelline to be precise, and offer recommendations on ways to change the process if need be. Maybelline, like any other product, undergoes a series of stages before it has been disposed including extraction, production, distribution, consumption and eventually disposal. First, the extraction process of Maybelline, just like other lipsticks, starts with the gathering of the necessary materials before the mixing process is initiated. Some of the materials used in the extraction process include the oils, emollients, pigments and waxes. Emollients are responsible for the texture and color that Maybelline comes with. Once the gathering of these materials has taken place, the next stage entails the production of the complete product. Here, all the ingredients are ground before undergoing a heating process after which the already-heated waxes are usually added to the mix. Then, lanolin and other oils are added as per the specifications to the mix. Once this is done, different metal molds are used where this liquid is poured. The last two steps see the chilling and cooling of the l ipsticks in a bid to harden them, and a second heating occurs with an aim to create a shiny appearance whilst removing any imperfections (Monnot et al. p.253). While there are claims that Maybelline is lead-free, there has been no concrete evidence to prove this claim. In fact, it had been noted that many of the red lipsticks contain a significant amount of lead with a US consumer group reporting that 60% of the lipsticks that were tested in 2007 had higher levels of lead than the ones allowed (Lemaire p.2265). Also, Maybelline lipstick was among the top ten lipsticks containing a

Franchising as a Strategy for Small Business Growth

Franchising as a Strategy for Small Business Growth This paper is an investigation into whether franchising is as effective a method of expansion for a small business as it is for larger more established businesses. To test this theory a case study of two businesses was prepared, Interlink Express and the Cornish Oggy Oggy Pasty Shop. The case studies on the organisations were compiled from the information on their web sites. Both organisations are a member of the British Franchise Association. These case studies were compared to the literature on the topic. Through researching the topic one factor was revealed as being a major issue in franchising, this was the brand. Both the organisations that were studied are successful within their markets in the UK, and therefore proved to be good examples of franchising. The organisations had different motives for using this method for growth. The paper concludes that with the right brand, small business can be just as successful at franchising for expansion as their larger counterparts. Introduction This paper will investigate whether franchising is as effective a method of expansion for a small business as it is for larger more established businesses. There are many different methods that organisations can use to expand; some of these involve raising large amounts of capital, which is not always an viable option for the smaller business. Businesses whether large or small, must plan what their future needs will be, to move forward. Strategy is the direction and scope of an organisation over the long term: which achieves advantage for the organisation. The strategy answers both the questions where do you want to go? and how do you want to get there? Incorrect or too few resources is a major factor of failure for an organisation’s strategy (Mullins L 2005). Once an organisation has developed its strategy, it can then review the methods open to it for growth. Growth can be achieved by direct expansion, mergers with similar firms, franchising or diversification. Some companies choose to grow, not by developing in the conventional way, but by granting a license to others to sell their product or service. There are clear advantages to this, the market is tested, and larger well-established franchise operations will have national advertising campaigns and a solid trading name (Price, S. 1997). Franchising is basically the permission given by one person, the franchisor, to another person, the franchisee, to use the franchisors trade name, trade marks and business system, in return for an initial payment and further regular payments. In relation to any other small business, franchising has proved to be successful, with 96% of units still operating profitable businesses 5 years down the line. To test the theory on expansion and franchising a case study approach was chosen. Both organisations operate within the UK in different market sectors. The small business that was studied is the Cornish Oggy Oggy Pasty Shop, a local organisation from Cornwall; this organisation is expanding by franchising alone. The larger organisation chosen is Interlink Express; this organisation is well established and has its roots in other countries, therefore it is only their UK operation that was studied. Within the UK it has utilised franchising to successfully expand their operation. The backbone of the paper is the literature review. This discusses contemporary theory on organisational strategy, expansion methods and focuses on franchising within the UK. A lot of articles are written for the USA markets, these were not used as they had little relevance towards the UK. Franchises operations are apparent on every high street in the UK. One of the most important factors is the brand name. This what attracts and retains the customer therefore is it viable for a small business to franchise. The importance of the brand became apparent whilst researching this paper. Kotler (2000) described a brand as a â€Å"name, term, symbol, or design (or a combination of them) which is intended to signify the goods or services of the seller or groups of sellers and to differentiate them from those of the competitors† This brand is a valuable asset to all organisations when franchising. Although, the brand name is often not as strong with a small business as it is with their larger counterparts. Franchising originated from the USA, with major players such as McDonald entering the UK market. Franchising for the individual as a small business underwent massive growth in the UK until 2000. This growth has slowed down, but there are still plenty of opportunities for businesses to expand. This paper concludes that given the right small business, expansion is possible though franchising. This franchising must be controlled to uphold the organisation’s ethos, and the brand they trade with. This chapter discusses the research methods used for the project and the justification for the choice of methods. It discusses methods that were not used, with justification of why they were not included. Included is a critique of methods selected, and with hindsight identifies any changes that would have enhanced the research. This paper evaluates the growth in franchising in the UK, and whether this method of expansion is viable for small and large organisations. Selection of the topic was stimulated and formed out of awareness of the many franchised outlets. On nearly every high street there are numerous fast food outlets, which are franchised, more and more businesses are using this model to expand. The nature of the research was discussed with colleagues and fellow students this not only added practical ideas and suggestions, it opened new avenues of thought. This was the discussed with lecturers sounding out ideas, gauging opinions and clarifying the question. The research topic was still wide; therefore other methods were used to form the research question. Focusing in on the question was obtained by employing relevance trees, narrowing the research area. This gave direction to the research, although with reviewing the literature this changed several times (Buzan, J. 1995). Next, a research proposal was compiled, with the benefit of organising ideas and setting a time-scale for research. Theoretically, the proposal would highlight any difficulties with the research question and access to data. Creating a time-scale would focus on targets and meet deadlines in the completion of the paper. The literature review, discussing theories and ideas that exist on the topic formed the foundation of the paper. The findings from the research are then tested on theories for validity (Saunders, M. et al 1997). The literature review was challenging, there is very little research in books that focuses on small businesses and franchising. Journals and newspaper articles were the backbone for the review, together with Internet sites and reports. A lot published articles are written for the American Market, although they can give useful information, they refer to the American market (Saunders, M. et al 1997). Tertiary data sources, such as library catalogues and indexes were used to scan for secondary data. This produced journals and newspaper articles, and Internet addresses. With the amount of literature, it took time to sort out relevant material to the research. Narrowing down the search Bell’s (1993) six point’s parameters was applied. Applying key words that were identified in the first search produced relevant and up-to-date material (Bell, J.1993). A limitation on the literature search was the amount of time to read all articles and books on the subject. Whilst reviewing the literature references to other publications were followed and reviewed. Bells checklist on identifying the relevance of literature found was a practical method to reduce the amount of reading (Bell, J. 1993). To compare two organisations it was decided to do case studies. The organisations chosen both offer franchising in the UK, actively promoting it on their web sites. The case studies of organisations will be reviewed and compared to the literature. The small organisation is expanding though franchising, the larger international organisation uses franchising as part of its overall strategy. These organisations have both applied the franchising business model to their expansion strategy. These organisations were selected from the British Franchise Association web site. Other methods of data collection were considered and rejected. Interviewing owners of franchises would not have revealed the overall organisational strategy, and the success of their expansion methods. The idea of Focus groups would have offered free flowing information; this could have been facilitated with discussion led by the researcher. This method was rejected due to the limited contacts within the chosen organisations; this also it could have been considered unethical to place pressure on their goodwill. The majority of information on their strategies is readily available on the organisations web sites. This information proved valuable when compiling the case studies. This section of the paper will discuss current theory on franchising and fundamental management theory. It discusses choices that are open to organisations when deciding on a strategy, for both small and large organisations. This section will focus on franchising in the UK; this information will be then compared to the case studies. Organisational strategy is the pattern of decisions that determines and reveals to stakeholders the organisations intent; this is achieved through their objectives, purposes, and goals. The organisation identifies where they strategically want to be, and introduces policies and procedures which put in place to achieve these goals. When the strategy is formulated, it will allocate the resources based on its relative internal competencies and shortcomings, and predictable changes in the environment. Strategies are developed at the top level of management, with instructions to the lower levels of management to implement them. Johnson Scholes (1997) concluded â€Å"strategic intent is the desired future state of the organisation†¦which seeks to focus the energies of the members of the organisation (Johnson J Scholes K 1997:15). All organisations require strategic plans to move them forward; some are needed to overcome specific problems within the organisation or the market place. These are long term management decisions that are aimed to place the organisation where the members have decide will be the most strategic place for them. It is the matching of the organisation to the environment; this will lead to â€Å"strategic fit† This is the ideal environment for the organisation to operate within (Reader, A 1998). Managerial decisions are made to identify what is required to implement the new strategy. Are new resources are required? I.e. property, finance or employees, then the risk should be assessed for its long-term value to the organisation. Strategies should not only be considered on how they will affect existing resource capabilities, but also if needed new resources and how they will be controlled. The costs to the organisation should be weighed against the long-term gains, and if needed it can be reviewed, accessed and amended accordingly (G, Johnson K, Scholes, 1997). Therefore strategic decisions will affect the operational level of an organisation, which needs to be in tune with long term goals of the organisation. This factor is important in decision-making; firstly if the operational level is not in line with the strategic level this can cause conflict and jeopardise the strategy, secondly it is at the operational of an organisation that the real strategy is achieved. Procedures and policies should be constantly reviewed, to ensure correct implementation of the strategy (G, Johnson K, Scholes, 1997). Strategy is the direction and scope of an organisation over the long term: which achieves advantage for the organisation through its configuration of resources within a changing environment, to meet needs of the markets and fulfil stakeholder expectations. The strategy answers both the questions where do you want to go? and how do you want to get there? The first question is answered when the goals are set; the second is answered when the strategies are planned. The traditional approach basically focused on the first question although equal importance should be given to both questions. Incorrect or too few resources is a major factor of failure for an organisation’s strategy (Mullins L 2005). A portfolio analysis will review the current position of the organisations products within the chosen markets. Ansoff (1987) developed a product growth matrix, which reviews current products and their markets; this will also highlight new markets that entry to can be considered. Ansoff considered reviewing the portfolio â€Å"as only one part of the equation for a successful strategy† To formulate a successful strategy more than one review of their current position will clearly identify any problematic areas. The greater the information gathered the greater the chance of success of a new strategy (Ansoff (1987) cited in Groucutt, J. et al 2004:212). Organisations need to continually review their strategic position, and then decide how and when to grow. Robbins (1995) defined growth (expansion) as improvement in operation of an organisation, including in general measurements, such as more revenue, increase staffing and market share. Growth can be achieved by direct expansion, mergers with similar firms, franchising or diversification (Robbins, S 1995). The traditional growth moves for organisations are acquisitions, mergers, international expansion, or price increases, these it is argued have largely run out of steam. Therefore for most organisations pursuing new growth opportunities should be the number-one priority. Growth moves fall along a spectrum, ranging from traditional product innovation ie. improving features and brand extensions to longer-term strategies such as taking core capabilities to new markets. Managing new growth requires an active feedback loop of constantly monitoring the progress of each initiative, its changing probability of success, and its shifting risk profile (Burnes, B. 2000) Mergers and acquisitions were an enormous factor of the 1990s growth, as MA activity grew sevenfold from 1994 to 1999. But acquisitions rarely produce new value and sometimes lead to disaster. International markets, are often viewed as a rich field for growth, in reality they hold little opportunity for future sustained gains in many industries. Markets in Western Europe and Japan are as competitive and mature as in the United States. And emerging markets, are characterized by weak consumer and industrial purchasing power, inefficient distribution channels, and protectionist laws that favour local players (Burnes, B. 2000) Mergers combine two or more companies into a single corporation. In business, a merger is achieved when a company purchases the property of other firms, thus absorbing them into one corporate structure that retains its original identity. This differs from a consolidation, in which several concerns are dissolved in order to form a completely new company, or a takeover, which is a purchase of a company against its will. In a merger the purchaser may make an outright payment in cash or in company stock, or may decide on some other arrangement such as the exchange of bonds. The purchaser then acquires the assets and liabilities of the other firms. When two companies directly competing with each other merge, it is horizontal integration; when suppliers and customers merge, the process is vertical integration (Johnson, G Scholes J 2004). Growth through price increases worked over the past decade in industries such as airlines, chemicals, financial services, and consumer products, as underlying demand was bolstered by the 1990s economic expansion. But in all of these industries, companies have run out of room to push through reflexive price increases as demand has slackened and competition has intensified (Johnson, G Scholes J 2004). For a small set of companies new growth is not an immediate concern, as their current growth strategies remain robust. But for most organisations pursuing new growth opportunities is the number-one priority. Today most products, even complex ones such as PCs or airplanes, are largely undifferentiated in terms of performance; so improved product functionality offers little. Fortunately, in most industries a wide range of higher-order customer needs is go unmet. These needs involve the broader economic issues surrounding the product rather than the strictly functional needs met by the product itself (Burnes, B. 2000). Growth moves fall along a spectrum of categories, ranging from traditional product innovation moves such as improving features and brand extensions to longer-term strategies such as taking core capabilities to new markets. Most companies tend to over-invest in areas they are familiar with and have well-established processes and systems (Johnson, G Scholes J 2004). Over the past two decades, the franchising industry has experienced a phase of renewed expansion and continued growth, the advent of new forms of franchising has further added to this growth. Globalisation accounted for much of franchising expansion between the 1960s and the 1980s, new industry segments, such as funeral homes and car repair garages, have been adopting franchising as a means to conduct business based on its standardisation promise. The expansion of older industry segments into non-traditional sites, such as airports, colleges, and hospitals, has allowed for another push in the growth of franchise systems. Through all of these developments, a major portion of the more recent growth can be attributed to the emergence of franchise owners who own more than the traditional single outlet (Grà ¼nhagen, M and Dorsch, M 2003). Brands A valuable asset to all organisations, is the brand name of the product, this is then a vital component when franchising. Kotler (2000) described a brand as a â€Å"name, term, symbol, or design (or a combination of them) which is intended to signify the goods or services of the seller or groups of sellers and to differentiate them from those of the competitors† (Kotler (2000) cited in Groucutt, J et al 2004:275). The brand is part of the products tangible features, it is the verbal and physical clues that help the consumer identify what they want and to influence choice (Groucutt, J et al 2004). The actual word â€Å"brand† is derived from a Norse word which means to â€Å"burn†. It is assumed that this means to imprint ideas or symbols on a product. This then gives the product identification and leaves a lasting mark on the consumer (Groucutt, J et al 2004). Because product features are easily imitated brands have been considered a marketers major tool for creating product differentiation. Even when differentiation based on product characteristics is possible, often consumers do not feel motivated or able to analyse them in adequate depth. Therefore the combination of brand name and brand significance has become a core competitive asset in an ever-growing number of contexts. Brands incite beliefs, evoke emotions and prompt behaviours (Aaker, D. (1991) cited in Kotler, P Gertner, D. 2002:249). Once a brand is established it requires nurturing, to bring out the full potential and add value to the organisation. Kashani (1999) believes that powerful brands are built over time through a conscious management effort. This is achieved through strategic decision-making and appropriate actions. All brands â€Å"need to be based on values and attributes that are permanent and, purposeful and fundamental to its strategy† (Kashani (1999) cited in Groucutt, J et al 2004:285). Therefore by creating such values in an organisation it will provide direction and a future for the brand. A brand with strong â€Å"brand equity† is a valuable asset to an organisation. This asset is difficult to measure; although it has emerged as key strategic asset. A powerful brand enjoys a high level of consumer awareness and loyalty, with the organisation benefiting from lower marketing costs relative to revenues. Consumers expect more outlets to carry strong brands; therefore the organisation has more leverage when bargaining with retailers. This all adds to the â€Å"brands equity†, which needs to be managed by the organisation (Kotler, P. et al 2005). This brand asset management is a concept that is closely related to positioning, since certain brands are central to a companys current and future performance. They need to be managed, enhanced and protected as assets. This allows brand names like Coca-Cola, Sony, Intel and Disney to extend into new product categories, and produce product variants and services (Kotler, P. 2004). What is Franchising? The term franchising has been used to describe many different forms of business relationships, including licensing, distributor and agency arrangements. The more popular use of the term has arisen from the development of what is called business format franchising. Business format franchising is the granting of a license by one person (the franchisor) to another (the franchisee), which entitles the franchisee to trade under the trade mark/trade name of the franchisor and to make use of an entire package, comprising all the elements necessary to establish a previously untrained person in the business and to run it with continual assistance on a pre determined basis (Kotler, P, et al 2005). The principle is simple; some companies choose to grow, not by developing in the conventional way, but by granting a license to others to sell their product or service. There are clear advantages to this, the market is tested, and larger well-established franchise operations will have national advertising campaigns and a solid trading name Some franchisors can also help secure funding and discounted bulk buy supplies for outlets when you are in operation (Price, S. 1997). Each business outlet is owned and operated by the franchisee; however, the franchisor retains control over the way in which products and services that are marketed and sold, and controls the quality and standards of the business. The franchisor will receive an initial fee from the franchisee, payable at the outset, together with on-going management service fees, usually based on a percentage of annual turnover or mark-ups on supplies. In return, the franchisor has an obligation to support the franchise network, notably with training, product development, advertising, promotional activities and with a specialist range of management services (Kotler, P, et al 2005). Franchising is essentially the permission given by one person, the franchisor, to another person, the franchisee, to use the franchisors trade name, trade marks and business system, in return for an initial payment and further regular payments. In a UK franchise industry currently worth  £9.1 billion and comprising 718 franchised units (Nat West UK British Franchise Association Annual Survey of Franchising 2004). In relation to any other small business, franchising has proved to be successful, with 96% of units still operating profitable businesses 5 years down the line. Only 66% of small firms survive the first 3 years (Small Business Service Report 2005). There is (some) evidence to suggest that franchises are less likely to fail than other types of small business organisations (Small Business Service Report 2005). A franchise is defined as a long-term, continuing business relationship in which for a consideration, the franchisor grants to the franchisee a licensed right, subject to agreed requirements and restrictions, to conduct business utilising the trade and/or service marks of the franchisor and also provides to the franchisee advice and assistance in organising, merchandising, and managing the business conducted to the licensee (Price, S. 1997). The franchisor develops a special product, service, or system and gains national recognition. The franchisor then grants a right or license to small, independent businessmen throughout the country to merchandise this service or product under the national trademark and in accordance with a proven, successful format. This increases the franchisors exposure for more national business and gives the franchisee a greater chance for success in a given field with a smaller amount of capital investment (Price, S. 1997) Code of Ethics for Franchising The UK Code of Ethical Conduct in franchising takes as its foundation the Code developed by the European Franchise Federation. In adopting the Code, the Federation recognised that national requirements may necessitate certain other clauses or provisions and delegated responsibility for the presentation and implementation of the Code in their own country to individual member National Franchise Associations. The Extension and Interpretation, which follows the European Code, has been adopted by the British Franchise Association, and agreed by the European Franchise Federation, for the application of the European Code of Ethics for Franchising by the British Franchise Association within the United Kingdom of Great Britain and Northern Ireland (www.thebfa.org). The European Franchise Federation, EFF, was constituted on 23rd September 1972. Its members are national franchise associations or federations established in Europe. The EFF also accepts affiliates, i.e. non-European franchise associations or federations, and other professional persons, interested in or concerned with franchising. Affiliates have no voting rights and cannot be appointed officers of the EFF (www.thebfa.org). The EFF also comprises a Legal Committee, composed of two lawyers from each national member association or federation and highly qualified in franchise matters. The EFF has, furthermore, installed a Franchise Arbitration Committee, which is at the disposal of parties preferring to submit their disputes to the latters determination. The evolution and the ever-growing importance of franchising in the EC economy as well as the EC Block Exemption Regulation for franchise agreements, entered into force on 1st February 1989, prompted the EFF to revise its existing Code of Ethics (www.thebfa.org). The motives differ between small and large organisations when they are using franchising for growth. Franchising is fast becoming one of the most popular entry mode strategies for international retail companies when moving into international markets. Though initially slow to respond to this practical phenomenon occurring in the international retailing domain, the academic community has also been gradually turning its attention to the nature of international franchising, in the context of retailer internationalisation (Quinn, B Alexander N 2002). Despite this increase in the practical use of franchising, academic attention has only recently been afforded to the nature of international franchising in the context of retailer internationalisation. Control is an issue of serious concern for international franchise companies. It is becoming a particularly important issue for international organisations as they continue to employ franchising as a mode of expansion in internationally diverse economies, and in locations geographically distant from the home market (Quinn, D Doherty A 2000). In terms of market entry mode strategies available to international retail companies, franchising has proved an increasingly popular mode of operation in recent times (Burt, 1993 cited in Quinn, D Doherty A 2000) Franchising has historically been a favoured mode of expansion among service sector companies, particularly the fast food restaurant business. However, a diverse range of retail companies has become aware of the advantages for international expansion, which the franchise strategy may bring. Therefore, the strategy has been adopted not only by niche retailers, for example, Benetton, Body Shop and Yves Rocher, but also other retailers such as Casino (France), GIB (Belgium) and UK variety stores Marks Spencer and BhS, where it has been employed as only one of a range of entry strategies (Quinn, D Doherty A 2000). Studies have identified how complex the expansion practiced in small busines is and how it can strategically gain a competitive advantage over a competitor. Although these studies have also conluded that expansion is often seen as peripheral to some small firms requirements. Research has found some small businesses use sophisticated marketing strategies and others use no form marketing (Klemz, B and Boshoff, C 2001) The small firm has always been viewed as the budding large firm, and Alfred Marshalls analogy of the young plant in the nursery seedbed is applicable today as it was in the nineteenth century, of course most of these tender young shoots are destined not to survive. Marketing of products and service can develop the business, increasing turnover and profit (Alfred Marshall cited in Day J 2000). Smaller firms share a number of characteristics differentiating them from larger organisations, that lead to marketing problems. These include, limited customer base, limited activity, fewere resourcrs, owner/managers marketing competency, no formalised planning and evolutionary marketing, and, innovation, niches and gaps. The relationship and affinity that many SME owners/managers have with their customer base has frequently been cited as an advantage. It is considered that the best strategy a small business can adopt is to fully appreciate and exploit any existing customer base, prior to attempting an expansion of this base (Klemz, B and Boshoff, C 2001) One argument with marketing in SME,s is that it differs from the larger organisation, it requires more intuitiveness, creativeness, networking is of higher importance and more about operating under extreme time pressure. Day J (2000) stated, â€Å"Encouraging small firms to act both intuitively and flexibly is not tantamount to condoning sloppy and careless thinking, nor equally, is it an excuse to impose rigid and conservative business school models on them† Therefore the smaller businesses require their own models to be based on (Day. J. 2000:1036) For these SME’s to reach international achievement, they not only have the appropriate product and strategy, but the decision makers must have the appropriate attitudes as well (Calof, 1994). It is these attitudes that determine how decision makers perceive the benefits, costs and risks of internationalisation (Calof (1994) cited in Chetty, S and Campbell-hunt.C 2003). These attitudes that will shape international decisions are based on the decision-makers past experiences (Chetty, S Campbell-hunt. C. 2003) Resources or the allocation of resources are a key factor to the success of any marketing strategy. There are a number of different theorisations of processes of development in a firms international operations. Cavusgil and Nevin, (1981) considered â€Å"internationalisation to be a gradual, sequential process through different stages, with the firm increasing its commitment to international operations as it proceeded through each stage† The most often used model is the Uppsala process model. It emphasises learning by focusing on market knowledge and commitment. To minimise risk and overcome uncertainty, it says that firms internationalise in a step-by-step process. As firms gain market knowledge they commit more resources to the market (Cavusgil and Nevin, (1981) cited in Chetty, S and Campbell-hunt,

Jurgen Habermass Concept of Public Sphere :: essays research papers

Jurgen Habermas's concept of Public Sphere Jurgen Habermas developed the concept of Public Sphere, an open network to facilitate exchanges, as a part of a larger project dealing with the paradoxical consequences of rational western capitalism. The project is deeply rooted in Weber's reflections on the role of religion (Calvinism) in the development of capitalism in the North-Atlantic Rim, and the Marxist critique of such reflections as laid out by the members of the Frankfurt School (Theodor Adorno and Max Horkheimer). Adorno and Horkheimer, however, found themselves at a deadend when they were unable to de-reify their own concept of culture. It is precisely there where Habermas breaks away from the concerns of the Frankfurt School and begins his own reflection that, on the one hand, de-reifies the concept of culture (culture uiltimately is a product of institutions and human interaction and not a variable with life of its own, as Adorno and Horkheimer assumed at some point). Habermas stand on the development of capitalism leads him to recapture an insight from the old Marx: capitalism, with all its contradictions and fallacies, has the seed of its own transformation (destruction for Marx) in the form of the exchanges that it encourages, but mostly because of its very need of rational domination. If rational domination is required (as opposed to traditional or charismatic), then it is necessary to discoursevely build the agreements that the law embodies. If so, then institutions like the Parliament are unavoidable and with it some discussion of public issues and concerns. Habermas finds the origin of such discussions and concerns in the emergence of coffee-houses all over Europe during the Enlightenment era. Of course, participation in such activities was heavily restricted by class and in some cases (the European Jewish populations are a perfect example of it) by race and/or ethnicity. Habermas finds that even if such restrictions exist, the drive of the Enlightenment project will be enough to allow for progressive openings, that over time will prevent against discrimination. Habermas is well aware of the limitations of his model.

Egocentric Ways of Thinking

An egocentric tendency is the inclination to think only of oneself without thinking of others. Basically, this means putting some or all aspects in your life at the moment over everything else. I believe that everyone has egocentric tendencies mainly in areas where we fail to think logically. Three ways that I am egocentric include egocentric hypocrisy, blindness and immediacy.Egocentric hypocrisy is the natural tendency to ignore flagrant inconsistencies between what we profess to believe and he actual beliefs our behavior imply, or inconsistencies between the standards to which we hold ourselves and those to which we expect others to adhere. This applies to me in various ways. For example, I want all of my friends to be as holy as a Christian. I'm not saying they need to be saved but I would like for them to practice religion.When people ask me what religion I am part of I always say I am a Christian because I was raised by a Christian woman and in a Christian home. Hypocritically, I don't practice what I preach. I don't agree with a lot of the things a Christian is opposed to live by, such as how we can't listen to certain kinds of music, how we can't have sex before marriage, smoke or drink, and do most things that teenagers would call fun. So in conclusion, I can't hold my friends to certain standards when I do not even live by them myself.Another egocentric tendency I possess is egocentric blindness, the natural tendency to not notice facts or evidence that contradict our favored beliefs or values. Meaning, I am ignorant to things that I don't already know or haven't seen with my own eyes. Since I am this way I always have my guard up and I feel like it is very hard to â€Å"trick† me. I don't believe anything I haven't seen with my own eyes. I have heard countless testimonies and miracles being done by the mercy of Christ but I have never actually experienced it.Therefore, I believe that faith is whatever it is believed to be. Yet people choose to argue religion while having no real evidence besides a man written bible. When people argue with me about religion I tend not to entertain it. When I do decide to, I try to get others to see that yes religion s acceptable and while I may not agree with religion I do understand why people believe. My mom once told me â€Å"If God isn't real and you believe then when all is said and done you have absolutely nothing to lose.But say God is real and you do not believe, then you have absolutely everything to lose. † Speaking for myself, it is a lot easier to believe in something you can see. Egocentric immediacy is the natural tendency to overgrazing immediate feelings and experiences-?so that when one event in our life is highly favorable or unfavorable, all of life seems favorable or unfavorable as well. Its like favoring a certain belief or feeling as long as things are going right but turning away from those beliefs or feelings when things aren't in your favor.Last year on Jan uary 14th, I had been extremely ill and was admitted to the hospital with an internal infection. During my stay at the hospital, I received a phone call from my mother in Tampa, stating that my great grandfather had passed away. I immediately felt the need to give up on everything. The feeling I felt at that moment was superior to all persons, places, and things that came my way. The day after he passed away I began praying that he was pain free from cancer and living a great after life somewhere else.As I was standing in my kitchen one of the wine bottles, that Just so happened to be from Italy, cork popped off. That immediately put me at ease. I felt like my prayers had been answered. An egocentric tendency is the inclination to think only of oneself without thinking of others. While we're all people in progress it is important to change the way we think. But naturally when thinking egocentrically, we fail to do so.

Yellow Freight Merger Essays

Yellow Freight Merger Essays Yellow Freight Merger Essay Yellow Freight Merger Essay In the wake of recent industry consolidation, Yellow and Roadway Corporation were looking for ways to strengthen their businesses. In 2003, Yellow Corporation, the nation’s second largest trucking company, acquired the industry leader, Roadway Corporation, creating Yellow-Roadway Corporation. The combination strategy was to bring both the companies strengths together to capture significant synergies and growth opportunities. Management decided to keep both company brands operating separately, continuing them to compete against each other. In an effort to expand their geographic scope and operate regionally, Yellow-Roadway bought USF Corp in 2005; and continued to operate each brand separately. Unfortunately over the next couple years Yellow Corporation and Roadway Corporation were forced to merge operations together. In 2009, they changed their name to YRC Worldwide, Inc. to reflect their finalization of the merger. Due to the many different divisions of the company and the purchase of USF, in 2006 Yellow Roadway Corp changed its name to YRC Worldwide, Inc. n March 2009, Yellow Transportation and Roadway finally merged to create YRC. In 2003, Yellow paid $966 million for Roadway to create Yellow-Roadway Corporation. This acquisition gave them control of more than 15% of the less-than-truckload (LTL) market. The deal valued Roadway at $48 a share, a 60% premium, and required Yellow to assume $140 million in debt. After the announcement of the acquisition, Roadway shares rose 54%, while Yellow shares fell about 5%. The combined company represents only 1% of the $600 billion global freight transportation market. The fact that 70% of Yellows business was from manufacturing and 70% of Roadways business was from retail supported the decision to remain as separate operations. The chairmen from both companies emphasized that their combination was strictly a merger, not a buy-out, since both companies were effectively operating on their own. The near term strategy for the combination was to reduce back-office costs, not to compress the delivery network by closing terminals and laying off truckers. Since both brands were so powerful in the marketplace, the decision to operate separately and compete with each other seemed like a good decision to continually reach new markets and gain more customers. Yellows chairman, William Zollars estimated that by combining back office operations, the newly formed company could save about $45 million in the first year. The result was a 13% increase in revenue and a 43% increase in income from continuing operations from the previous quarter. Upon the realization of these additional cost reductions, this strategy appeared to have paid off. During 2005, Yellow Roadway Corp. paid $1. 5 billion for USF Corporation. This acquisition gave them entry into the regional, overnight freight market all over the country. This new market was growing faster than the long haul market that Yellow Roadway currently served so it was an important strategic step for them. Ultimately, the deal would fortify the largest LTL carrier’s stronghold in regional and next-day services. The addition of USF will also expand Yellow’s national and international transportation services. According to Zollars, â€Å"USF represents an excellent opportunity to leverage the successful strategy that was employed with Roadway. † Basically this means maintaining the strong separate brand identities, customer interfaces and distinct operations of each business unit. This acquisition also enhanced Yellow Roadways current logistics and truckload capabilities. USF shareholders received $29. 25 in cash and $0. 32 of Yellow Roadway shares for each USF share owned. At the time, they were criticized for overpaying (by 16%) for USF stock, but since the past acquisitions proved to be successful, management’s decision had some credibility. (or held promising) with roadway acquisition, analysts said the industry has too many terminals, trucks and too much capacity. They have to look at overlapping operations and cut capacity. Greg burns, transportation analyst at jp morgan. With the acquisitions of Roadway and USF, Yellow created a combined enterprise that expected to have annual revenue of $9 billion, with more than 70,000 employees and 1,00 service locations. In 2007, company had operations in 70 countries and provided logistics as well as global, national and regional transportation services. Operates as the largets ltl provider in the US and is one of the largest transportation service providers in the world. Companys two largest subsidiaries, Yellow and Roadway Express cater to over 300,000 clients in the retail, wholesale, manufacturing and government sectors in North America. Offers supply chain solutions for heavyweight shipments and serves customers who ship industrial, commercial and retail goods.

No Permanent Friends, Only Permanent Objectives essays

No Permanent Friends, Only Permanent Objectives essays The theme of the modern sovereign state over the last four centuries has been no permanent friends, only permanent objectives. During the period from 1789 to 1823, The United States accomplished one of its objectives, the Monroe doctrine of 1823 but was unsuccessful in the Proclamation of Neutrality issued in 1793 objectives. The goal for America was to keep no foreign ties with any country as expressed in George Washingtons farewell address when he stated make no permanent economic ties or alliances. On December 2, 1823, the fifth president of the United States, James Monroe, expressed the Monroe Doctrine in his seventh annual message to Congress. The Monroe doctrine was a basic policy for the defense of all North and South American nations against foreign attack. The end of the Napoleonic wars in 1815 marked the breakup of the Spanish empire in the New World as rebellions and independence movements became common. The new Spanish republics, such as the newly independent Argentina, sought and expected recognition by the United States, and many Americans endorsed that idea. President Monroe wasnt willing to risk war for nations he knew wouldnt survive. From his point of view, as long as the other European powers didnt intervene, the United States government could just let Spain and her rebellious colonies fight it out. After finally recognizing these new colonizes in 1822, they were seen as making alliances with France. This caused the Monroe doctrine to be issued and enfo rced. In the Monroe Doctrine, the United States informed the powers of the Old World that the American continents were no longer open to European colonization and that any effort to extend European political influence into the New World would be considered dangerous to peace and safety. This policy succeeded because it met British interests as well as American, and for the next 100 years was secured by the ...

LAW Essay Example | Topics and Well Written Essays - 2750 words

LAW - Essay Example 2. Your LAW1100 essay should use at least 6 to 10 quality academic reference sources (i.e. in terms of LAW1100 requirements, texts and journal articles – see LAW1100 on campus Essay Preparation Kit (2011), page 19). This essay has 6 quality academic reference sources (in determining the number of quality academic reference sources for LAW1100 purposes, add up the total number of end references and subtract those which are not texts or journal articles; do not include the number of cases in this count – see point 4 below). 3. Your LAW1100 essay should cite your end reference sources (collectively) on at least 30 occasions in the body of your essay (see LAW1100 on campus Essay Preparation Kit, page 20). This essay has 30 in-text reference entries. (in determining the number of in-text references used, count the number of times your end reference sources have been cited in-text in total – note that a few of your reference sources will likely be cited in-text more of ten than others; do not include the number of cases in this count – see point 4 below). 4. Your LAW1100 essay should use at least 8 to 10 case authorities (see LAW1100 on campus Essay Preparation Kit, page 17). ... SAY ASSIGNMENT (DUE MONDAY WEEK 8) Law of Negligence: Duty of Care An essay by __________________________ (your name) TABLE OF CONTENTS Page 1.0 Introduction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 2.0 Background†¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 3.0 Duty of Care for Negligent Acts †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦ 4 3.1 Historical Approach †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 3.2 Contemporary Approach †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 3.2. 1 Reasonable foreseeability †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 3.2.2 Analogies – recognized duties of care †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 3.2.3 Neighbourhood factors †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 4.0 Duty of Care for Negligent Advice †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦ 8 4.1 Development of the law †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦... 9 4.2 Shaddock test, reliance and assumption of responsibility†¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦ 9 5.0 Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9 5.1 Duty to prove duty of care†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦................ 9 5.2 Breach of contract†¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 6.0 Conclusion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 7.0 End References and Table of Cases †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 Law of Negligence: Duty of Care 1.0 Introduction The duty of care is a duty which is often assumed to be incumbent upon each and every person for as long as he deals and he relates with other people. This duty can sometimes be neglected and

Brand Society of Tesco Essay Example | Topics and Well Written Essays - 3000 words

Brand Society of Tesco - Essay Example While the proposed strategy of differentiation of the company products is in line with the company products and service delivery, it is still advisable that the management devises other ways to bust the delivery of the product. The company should also try to retain its current strengths like provision of products at customer doorsteps while trying to eliminate the weaknesses that have drugged the progress of the company. Intensive promotion and marketing strategies will also support the branding strategy in the penetration of the product into the consumers (Anholt, 2007). The strength of Tesco Corporation of quality delivery of its products has facilitated efficient operations of the company. Tesco apart from better business management practices also offers itself to dedicated corporate social responsibility as a way of keeping in touch with the local community. This has acted as a differentiation strategy that identifies it among its competitors like DHL and others. 1.0 INTRODUCTION Branding is an integrative aspect of an organizational identity that got its very long time ago, about 1200’s. ... Â  This has been propagated by the fact that at the time technology was at its lowest and people had to use much energy and effort to arrive at minimal results. Branding improved with industrial revolution and improvements in technology up to the moment that it is at its pick and as well used to define the success of any organization in terms of turnover and even performance. Many organizations have given branding an edge having even above advertisement since branding itself is an advertisement (Hatch, 1997). This has been arrived at after extensive research and finding that the resources that could be used in advertising could be used in making a brand and employing brand strategies to realize results which if not more than the same as those which would have been derived from advertisements. A brand is a name that distinctly defines one product from the rest of almost the same kinds to fuel and propagate the sales of such products or services. The brand has several elements, which would include logos, signs, colors, symbols, or even names. All these elements combined in various mixes results in various strong brands. Brands exist as both global versus local brands. Global brands are those that are designed to reflect the same features and characteristics of the organization worldwide, global brands move around the world like crossfire intertwining the relationship between the organization and its customers and even other customers. This is positive for the development of the product in terms of sales and liking.