The 25th of April, Anzac Day The one day of the year that evokes universal emotions in so many people

The 25th of April, Anzac Day – The one day of the year that evokes universal emotions in so many people. I am no different as I stand with pride as an Air Force cadet in my perfectly pressed blue uniform, time honored slouch hat, high polished belt buckle and black patent shoes that glisten like ebony in the sun. With a steel grey Styer rifle slung over my shoulder I stand guarding the Forest Lake War Memorial as part of the catafalque party. I feel honored to have been chosen along with three other cadets from 224 Squadron at Amberley to silently stand guard at this sacred memorial on Anzac Day 2010. With the blazing mid-morning sun, searing down on the back of my neck I silently plead with God. â€Å"Please don't let me faint in the heat, like so many have done on previous parades†. All the cadets from 224 SQN have taken bets on who would be the first cadet to collapse in the harsh sun; bets are on Brewell, who is nearly 15 kgs overweight and known to never make it through a bivouac without having to report to the First Aid station at least once. As I stand with my head solemnly bowed, my mind wanders as I stand perfectly still. I think of Granddad, who when he was not much older than me was â€Å"Chasing Japs around the bloody jungle†. This is the only insight I have of Granddad and the war as he seldom talks of it. I catch a quick glimpse of Granddad from the corner of eye as he stands in the massed crowd, at 85 years of age he still stands tall. It is nearly 65 long years after Hiroshima and Nagasaki were bombed and the war declared over, yet Granddad has never missed an Anzac Day ceremony. However, he has never marched on this day of remembrance or ever worn his medals, much preferring to blend in with the crowd and remain anonymous. Why he chooses to do this, I don't know. Although, I strongly suspect it has something to do with the fact that many of his childhood friends from the small country town in Victoria that he grew up in, never returned to Australia from the fighting in New Guinea. Or is it because he is a modest man? As he once said â€Å"You shouldn't have to be thanked or applauded for doing the right thing†. My mind is brought back to the present, when the silence is pierced by the sounds of â€Å"The Last Post† from the lone bugle and the Wing Commander of the day barking out the command for the flag to be lowered. As the sound of the bugle fades, my mind returns to Granddad. Like a time traveler, I am transported back to another Anzac Day parade when I was about 10 years of age. I am marching with the Moggill Boy Scouts, at the Kenmore parade, once again Granddad blending in with the crowd that throngs the side of the road. After the ceremony, I am walking back up the steep hill beside Granddad, having to take two steps to his one. I ask him why he never marches on Anzac Day and lets me wear his many medals on my right breast. He simply mumbles, â€Å"I have my reasons†. As we approach the bakery, where I know we will stop and he will buy me an ice cold Coke and sticky finger bun with bright pink icing, he turns to me, ruffles my hair and quietly says â€Å"But, you make it all worthwhile†. Suddenly a thunderous roar of an F1 11 resounds approaching from the east and interrupts the speech by Shane Neumann, the local sitting member for the Federal electorate of Blair. I suspect the crowd is rather pleased that this silver winged albatross drowns his lengthy speech out. The F1 11 is now directly overhead and the crowd raises its eyes to see the belly of this huge piece of flying machinery. I wonder why this obsolete aircraft that most countries have phased out years ago still can bring a crowd to a standstill. Is it that, like Anzac Day, people like tradition and want to have a connection with the past I start to gently sway from side to side to try and get a bit of circulation into my body. The temperature must be at least 30 degrees and I have been standing unmoved for nearly an hour. I start to plead with God again not to let me faint. Once again my mind wanders off and I find myself thinking of not only Granddad but of Nana, who is also a returned service woman, and who like Granddad and so many more gave away their youth to serve their country. I think of Nana in the small kitchen of their modest home in Taringa, fussing around making me and all the other grandchildren making morning tea. I find it hard to believe that she could have ever been in the army. Why would someone so quiet and caring like her want to serve during a war? She must have felt it was her duty, for at the time five of her older siblings were in the forces serving overseas. Her father, also being a returned veteran from World War 1, maybe this is why Nana also comes and watches me on Anzac Day. Once again my mind is brought back to the present when the silence is broken by sounds of music that accompanies the wreath laying. As the young and old solemnly walk and place a wreath at the foot of cenotaph, I listen to the words of the chorus of the accompanying song, â€Å"Lest we Forget† Yes, as I stand with the Styer slung over my shoulder, I realise it is those three words â€Å"Lest we Forget† why I am here today. I am here today to thank Nana, Granddad, and everybody else who served in the war, for making such huge sacrifices, to secure our nation's freedom. I hope that their sacrifices will not be forgotten. As the flag is again raised and the lone bugler plays the Reveille, I look around at the huge crowd, and I know for sure they will all be remembered.

F&B Revenue Management

INSTITUTE OF HOTEL MANAGEMENT, AURANGABAD Synopsis – Food and Beverage Revenue Management: Implementation at „The Westin Hyderabad Mindspace? Kussh Raathi (H – 16045) â€Å"Submitted in Fulfilment of the Requirement for B. A. (Hons) in Hotel Management† THE UNIVERSITY OF HUDDERSFIELD, UNITED KINGDOM July 2010 food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ july 2010 DISCLAIMER This is an academic endeavour does not necessarily reflect the view of IHM – A and/or hotel chains discussed herein and are not binding on the Institute and/or the companies in any manner.This report is the intellectual property of the author and/or IHM – A and the same or any part thereof may not be used in any manner whatsoever, without express permission of the author in writing. The assignment does not aim to reveal any information confidential to the hotel companies discussed. No one provided significant profession al or personal review assistance to the person signing this disclaimer and report. This is all authors‘ work and does not necessarily represent the views of either IHM – A, India, or University of Huddersfield, United Kingdom, or any other party.Kussh Raathi (Year 3, H – 16045, Hotel Management, Institute of Hotel Management – Aurangabad) July 31, 2010 raathi, k. (h – 16045) page 2 of 16 understudy project food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ july 2010 ACKNOWLEDGEMENT As the author sums up the draft of this assignment, he reminisces appreciatively the contribution and extends his heartfelt gratitude to the following persons lacking whose support and help, this report could not have taken its present form: Mr.Anand Iyengar, Understudy Project Mentor and Academic Registrar, Institute of Hotel Management, Aurangabad (IHM–A), for providing me with the opportunity to work on an interes ting project like this, for his continuous support, feedback and guidance. A special thanks to Mr. Rahul Upmanyu, Revenue Manager, The Westin Hyderabad Mindspace, who is the most responsible for helping me in the compilation of this project report as well as the challenging research that lies behind it. Without his encouragement and constant guidance, I could not have finished this report.He was always there to meet and talk about my ideas, to proofread and mark up my papers and chapters, and to ask me good questions to help me think through my problems (whether philosophical, analytical or computational). Sincere thanks to the entire executive committee at The Westin Hyderabad Mindspace for their unconditional support, encouragement and guidance. Kussh Raathi July 31, 2010 raathi, k. (h – 16045) page 3 of 16 understudy project food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ uly 2010 ABSTRACT / EXECUTIVE SUMMARY Purpose â₠¬â€œ This paper aims to suggest the efficacy of revenue-management levers to improve a restaurants‘ revenue through process control for customer profitability through literature review and Seasonal Tastes as an excellent study site in south-India‘s largest luxury hotel. Design / methodology / approach – The research finds its basing upon a popular/busy coffee shop called Seasonal Tastes at The Westin Hyderabad Mindspace, Andhra Pradesh, India.The study presents the state-of-the-art of the literature review related to restaurant revenue management and a case study of a restaurant with high operational complexity and an extensive customer product and commercial service line. The literature review demonstrates the few empirical studies that have actually addressed the application of revenue management systems in the food and beverage industry. Much of this section comes from the article by Kimes, S. (2004). Findings – Seeking to augment revenue and also to imp rove customer service, the restaurant analyzed its operations and customers‘ characteristics.It found that its table-mix (mostly 6tops) was inappropriate for its customer base (mostly singletons, couples and groups of three/four). It also found that it could tighten up its post-meal procedures, particularly those involving settlement. The findings of the study show that the measurement of cost-to-serve provides specific and detailed customer information that enables a more comprehensive customer profitability analysis than the classical paradigm. Research limitations/implications – The result would lead to an increase in revenue (from higher occupancy) that paid for the increased capital costs in one year.The revenue improvement in this instance was to guests‘ advantage, since menu prices were not changed as part of this revenue management implementation. Originality/value – The paper includes a comprehensive review of literature and the empirical case stud ies by Kimes (2004), Thompson (2009, 2003, 2002), Kimes et al (2007), offers additional insights in food and beverage revenue management and analysis. Paper type – Research Project raathi, k. (h – 16045) page 4 of 16 understudy project food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ uly 2010 1. Introduction C efficiency. ross (1997), defines the concept as, ? the art and science of predicting real-time customer demand at the micro-market level and optimizing the price and availability of products‘. Conceptually, revenue management is a micro-economic concept about how to manage the relationship between supply and demand to maximize revenue potential. Simplified it means – selling the right product to the right customer at the right time for the right price on the right distribution channel with the best commission Revenue Management ReviewThe era has ended when revenue management can stand alone as a tact ical approach to rooms management, with technological and management support, revenue management must be and is being integrated into all aspects of hotel management marketing and operating strategies. Going beyond its role of managing room inventory, revenue management will consider total revenue contributions, including group business and its ancillary revenues. Because prices are essentially transparent, hotels will need to consider customer price elasticity and not simply match competitors‘ prices, with a goal of ptimizing prices. Beyond that, revenue management can be used to manage all of the hotel‘s revenue streams, in part by considering the interaction of room sales and food and beverage sales. While revenue per available room (RevPAR) has been a good measure of performance, a revenue generation index, which compares competitors‘ RevPARs, is even more useful. Even more sophisticated is a revenue opportunity model, which monitors the effectiveness of invent ory controls and analyzes the effects of revenue management decisions.Perhaps most promising is a customer-focused approach that tracks customers‘ purchases and targets promotions based on an understanding of customers‘ responses to prior offers. Hotels can benefit by increasing revenues and profitability through revenue management by optimally matching demand to available supply (rooms) to accommodate the most profitable mix of customers at each property. In the lodging industry, revenue management is the process of selectively accepting and rejecting customers by rate, length of stay and arrival date to maximise revenues.The process of revenue management generates incremental revenues (Kimes 1999; Cross 1997). raathi, k. (h – 16045) page 5 of 16 understudy project food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ july 2010 2. Theoretical Framework / Literature Review From its origin in the airline industry nearly sixty years ago, revenue management has expanded to other hospitality industries, notably lodging and rental cars. More recently, ? nontraditional? ervice industries, such as restaurants, golf courses, and casinos, have begun to adapt and apply revenue management principles. Need for a holistic approach towards RM Revenue management of hotel inventory has long been the practice for hoteliers worldwide, both large and small, chain and independent. Hotel operators understand and accept the need to forecast customer demand at some level of detail and recommend product availability conditions that will deliver the maximum revenue based on that demand.However, for the most part, traditional hotel revenue management is focused purely on maximizing sleeping room revenue with no regard for any other revenue associated with the hotel guest. Many companies are now realizing that there is a strong need to adopt a more holistic approach to revenue management across the enterprise. This involve s two distinct components. First, there is a need to capture and track all revenue associated with hotel guests in order to segment customers more discretely based on their value—this can come from food and beverage, spa, event venues or, in the case of a casino/hotel, gaming.Second, and equally important, operators need to begin to apply the same principles of revenue management employed at the hotel to each discrete revenue source—there has been a strong push for revenue management in restaurants, spas, event venues and even on the casino floor. (HSMAI Article, published on March 10, 2010) While many hotel companies have implemented loyalty programs, the real opportunity lies in the ability to capture data about the customer beyond the hotel in order to truly capture the guest‘s profitability, not the room revenue generated.There has been a lot of altercation lately about the move from REVPAR to GOPPAR, TOTALPAR or some other such acronym; this is where those c ompanies who practice Total Hotel Revenue Management will win, in realizing it is not about the room, it is all about the guest. raathi, k. (h – 16045) page 6 of 16 understudy project food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ july 2010 Restaurant Revenue Management (RRM) Revenue-management tools can be used by restaurant managers to analyze the ffects of process-control changes. A dinner house seeking to shift demand and to achieve greater facility utilization during busy times analyzed the factors that caused delays in the service process—and thus increased the guest queue. Although the restaurant was able to hasten the actual dining time, much of the slack was found in the processes that occurred before and after the actual dining period. Moreover, the restaurant managers were able to analyze customer-arrival and market-mix data in relation to the restaurant‘s table mix.Seat occupancy was improved by mat ching the table arrangement to the customer mix, and table turns were increased by improving the kitchen operations so that front-of-the-house functions could be tightened up. In particular, end-of-meal steps were speeded up. As a result of its process improvements, the restaurant enjoyed revenue growth greater than that of comparable restaurants. (Bertsimas and Shioda, 2003) The challenge of a floor manager is to decide when and where to seat each arriving customer.If there are only tables of four available and a party of two enters, does he seat the party at the larger table or reserve it for a larger, more revenue-producing party? In addition, if the restaurant takes reservations, he needs to further decide how to seat walk-in customers so that they would not take tables away from the reservation customers while considering the possibility of no-shows. These are important practical issues for restaurant managers, where in some cases a good floor manager can make the difference of couple of hundred dollars per night (Kimes, 1999).Thus, a tool that can help floor managers better make these decisions would be of significant value to a restaurant. Genesis / Background Nestled amidst the emerging central business district of Cyberabad-Madhapur, the fastest growing commercial destination of Hyderabad, also known as the ? new Silicon Valley of India? , The Westin Hyderabad Mindspace (TWHM) identifies myriad possible aspects that can offer a sense of wellness to business travellers when they stay at the hotel. The author captures the unique ? wellness‘ service approach that the hotel has on offer. The 428-room property is the largest one in Hyderabad.Opened in December 2009, the property managed an average occupancy of 50 per cent until March end. The revenue share raathi, k. (h – 16045) page 7 of 16 understudy project food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ july 2010 of the hotel is 70:30 for room/F&B and banquet/conferences, respectively. Effectively, it is being positioned as the benchmark that the brand wants to set in India and that it is known for internationally. Nancy London, Vice President – Global Brand Leader, Westin, explains, â€Å"The idea is to preserve wellness in travel.Customers from various facets could derive this wellness factor where they interact in our hotel as our guest. So, each and every aspect has to offer that very essence of wellness that Westin stands for. † 3. Approach / Methodology: A Case Restaurant operators can manipulate two main strategic levers to manage revenue: price and meal duration. Price is a fairly obvious target for manipulation, and many operators already offer price-related promotions to augment or shift peak-period demand (e. g. , early bird specials, special menu promotions).More-sophisticated manipulations of price include daypart pricing, day-of-week pricing, and price premiums or discounts based on party or table size. Managing meal duration (i. e. , speeding table turns) is a bit more complicated, as discussed ahead. For example, meal duration depends in part on the efficiency of the restaurant‘s service cycle, as well as on the foible of customer arrival patterns and diners‘ deciding to linger (or not) after the meal. However, as explained further, duration control has great potential in a revenue-management strategy.To develop an RRM program, managers should (1) establish the baseline of performance, (2) understand the drivers of that performance, (3) develop a revenue management strategy, (4) implement that strategy, and (5) monitor the strategy‘s outcomes. This paper discusses and illustrates how to establish the baseline and understand its drivers, and how to develop a revenue-management strategy. The article starts off with a brief introduction to revenue management, followed by a description of the restaurant that provided data for this study. In so oing, the author analyzes the restaurant‘s baseline performance, including seat occupancy, revenue per available seat hour (RevPASH), party size/mix, and dining duration. The author also analyzes/examines the possible causes of performance. After reviewing the revenue management strategies for duration control the author talks about how managers could implement those strategies. The article concludes with an evaluation of the said restaurant‘s revenue-management strategy and recommendations for how other restaurateurs can implement revenue management. raathi, k. (h – 16045) page 8 of 16 understudy project ood & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ july 2010 With all the data that are collected by the POS software, a revenue-maximizing seating policy can be utilized. The present paper stems from the belief that restaurants can increase their revenue by optimizing their nesting decisions, i. e. , when to save tables in anticipation for larger parties, even when there are smaller parties currently in queue. To control duration, managers can use either internal means (i. e. , those that do not involve customers) or external means (that do involve customers).The chief internal duration-control methods involve regulating and redesigning service processes (including speeding up service to promote customer turnover and providing an optimal table mix), forecasting customer arrivals (i. e. , forecasting the timing and party-size mix of arriving customers), and implementing inventory controls (usually through overbooking, if a restaurant takes reservations). External methods include booking fees or guarantees (e. g. , having guests guarantee reservations on a credit card) and such behavioural approaches as restricting the length of time that customers can use the table.Not surprisingly, most firms have chosen to manage duration internally, so as not to risk dissatisfied customers. The Study Site As part of the research the author developed an RRM system for an extensive, casual coffee shop in Mindspace, Hyderabad. Seasonal Tastes, a 208-seat restaurant, serves regional Indian and international favourites, and also features a live show kitchen concept that has Chefs actually interacting with guests while serving. The oriental theme show kitchen here takes authenticity to new heights while the centre piece bread oven bakes freshness into every slice. Its average check is approximately $18 (INR 840/-).The Japanese Sushi counter, the cold plate dessert counter, the SuperFoodsTM offering for breakfast and the Spa cuisine make the a-la-carte options here as appetizing, the roasted beef and goat cheese gateaux, the fishand-chips, the roasted lamb chops and the mango cheese cake are signature dishes. The restaurant is open 24 x 7 and has a manager always on duty. The next section describes the type of data and analysis necessary to establish a baseline, the tools that can be used to under stand actual service-cycle performance and operational tactics that are part of a revenue-management strategy.The researcher uses his experience at Seasonal Tastes to illustrate the discussion. raathi, k. (h – 16045) page 9 of 16 understudy project food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ july 2010 4. The Five-step Revenue Management Approach The managers and the author used the five-step process explained here to develop a revenue management strategy for the restaurant. Rather than attempt price-related promotions, the focus was on internal revenue management, specifically related to the duration of the dining experience.Although the data presented here are specific to Seasonal Tastes, the process and analyses described can be applied to any restaurant. Step 1: Establish a Baseline The first step in the process was to establish the restaurant‘s baseline performance. Baseline statistics were drawn from five sets of four-week periods of point-of-sale (POS) data and detailed time studies over the same time-frame. Using these data, an analysis of average check per person, RevPASH, seat occupancy, meal duration (from both the POS data and the time studies), and the party-size mix by day of week and hour of day was done.The POS data showed that the average check per person for the 208-seat main dining room was approximately near about INR 840/- (refer Exhibit D). Calculated by day of week and hour of day, average check ranged from INR 505/- at breakfast to INR 1,324/- at brunches on Sundays (Considering only the main meal periods, viz. Breakfast, lunch and dinner). The highest check averages occurred on Friday and Sunday afternoons, while the lowest checks occurred for lunch on Wednesdays. (Since breakfast is a part of the room plan its APC generally remains the lowest) RevPASH provides a good estimate of seat occupancy combined with the average check.This statistic is useful in two ways, the f irst being the important matter of how much revenue the restaurant is realizing in each time period. RevPASH was calculated by first determining the total hourly revenue from the main dining room for each day of the week and then dividing the hourly revenue by the 208 covers, as shown in Exhibit E. RevPASH ranged from INR 207/- on Mondays at Breakfast to INR 3,208/- on Fridays at Lunch. The highest RevPASH of INR 5,959/- was recorded on Sundays between 11:00 to 16:00 hours and on Fridays from noon to 15:00 hours.The lowest RevPASH was experienced mid-week postbreakfast, before noon and late-night. raathi, k. (h – 16045) page 10 of 16 understudy project food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ july 2010 SEASONAL TASTES? BASELINE The first thing done to determine the baseline at ? Seasonal Tastes‘ was collection of data from the POS system. The resulting data were analyzed to develop hourly arrival rates, meal tim es, and RevPASH. All results presented in this paper are from January 2010 – May 2010.The data was extracted on the date, the check number, the transaction time, the party size, and the transaction amount. Each party at the restaurant usually had multiple transactions for their meal-including when the check was opened, when orders were entered, and when the check was closed. (In a few cases there were just two transactions: when the check was opened with the entire order and when it was closed at the end of the meal. Any voided checks were excluded from the study. ) The usable data was then transferred to Microsoft Excel, where the multiple transactions were condensed into a single record for each party.Each record contained information on the date, the check number, the starting time, the closing time, the party size, and the check amount for each party. Data analysis to find the number of hourly arrivals, the mean and standard deviation of meal duration, and the hourly RevP ASH was performed using Microsoft Excel. SUMMARY OF FINDINGS It was not at all surprising to find that Sunday brunches and Wednesday – Thursday nights were busy and profitable, but the low RevPASH and head counts that we recorded for the other nights and all lunch periods were unexpected.The average meal time of almost an hour and a quarter seemed right, but we were alarmed at the high standard deviation of the meal time. Armed with this knowledge and the results of the time study, the author decided to proceed to the next step and study the possible causes of the aforesaid findings. Step 2: Understand the Causes A variety of tools can be used to help managers understand the underlying causes behind operational problems, including service blueprints, process analysis, and fishbone diagrams. Those techniques are fairly simple to implement and have been widely used in total-qualitymanagement programs.Service blueprints can be used to graphically illustrate a service process. Th e steps in the process are mapped and the connections between steps are identified. One of the key strengths of the service blueprint is the identification of potential delays and failure points. raathi, k. (h – 16045) page 11 of 16 understudy project food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ july 2010 THE CAUSES AT SEASONAL TASTES A blueprint for Seasonal Tastes was developed so as to identify potential sources of failure.It was noticed that the biggest problem at Seasonal Tastes was the length and variability of dining time. Reducing the mean dining time would be difficult without first reducing the standard deviation of the meal time. The consensus reached upon was that if variation could be reduced, the average meal time could also be reduced. Possible Causes Low seat occupancy Equipment Table mix Methods Personnel Customers Hard to find Reneging Materials Wait list Meal duration and variation Point-of-sale termina ls Credit-card authorization Service stations Restaurant layoutBussing Training Hosting Number Communication Commitment Compensation Management Hosting Training Seating Greeting Food and beverage delivery Cooking Check processing Pre-bussing Check drop Check pick-up Check processing Folder drop Management Pre-bussing Communication Hosting Number Commitment Compensation Management Choose to linger Unsure how to behave Party size Trays Payment and Credit-card folders departure authorization Point of sale terminal Training Number Commitment Compensation Training Number Commitment Compensation ManagementChoose to linger Unsure how to behave Uncomfortable Check folders Bussing Folder pick-up Stacking space Service Stations Bucket, trays Cleaning supplies New place settings The Problem: High standard deviation of meal duration Figure K: Possible Causes of Poor Performance at Seasonal Tastes raathi, k. (h – 16045) page 12 of 16 understudy project food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ july 2010 Step 3: Developing a Revenue-management Strategy The busy (hot) and slow (cold) periods by day of week and meal-period were first identified.Hot periods were defined as times when guests were waiting to be seated, and the remaining periods were cold. The restaurant had ten hot hours per week, which became the focus of the revenue management program. The two major goals were to reduce dining duration by ten minutes and to increase seat occupancy by 10 percent during the hot periods. An ancillary goal was to reduce the standard deviation of total dining time by 30 percent. It was expected by these changes to increase revenue by at least 5 percent during the ten hot hours, as explained further.The goal of increased seat occupancy could be achieved by attracting more customers, providing a better table mix so more customers could be accommodated, and reducing the dining duration so more customers could be served. The restaurant already had excess demand on Sunday Brunches and Friday Lunches (as indicated by the waiting lines). More worrisome, because the restaurant‘s current table mix and dining duration would not allow the restaurant to serve additional customers, the manager‘s focus was on improving the table mix and reducing dining duration.THE FIVE PERCENT (5 %) SOLUTION To assess the revenue effects of increased occupancy and decreased dining duration, we first calculated the annual revenue for the hot periods. To review, during the ten hot hours each week, the main dining room had an average seat occupancy of 63 percent, an average check of $18 (INR 840/- approx. ), and an average dining time of seventy-five minutes. Annual sales for the restaurant in January – May 2010 totalled (INR 20,699,517/-). The restaurant took in about one-fourth (INR 5,000,000/- approx. ) of its monthly revenue during its ten hot hours.If hot seat occupancy increased from 50 percent to 60 pe rcent, even if dining duration remained the same, monthly revenue would potentially increase by 7. 3 percent (INR 1,511,065/-). Beyond that, if dining duration could be decreased from seventy-five minutes to sixty-five minutes, even if seat occupancy remained the same, the annual revenue potential would increase by 3. 8 percent (INR 786,582/-). If both factors could be changed (i. e. , seat occupancy increased and dining duration decreased at the same time), the annual revenue potential would increase by 11. 9 percent (INR 2,463,243/-).Even if only half of the revenue raathi, k. (h – 16045) page 13 of 16 understudy project food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ july 2010 potential could be achieved, the restaurant could nevertheless achieve better than a 5 percent increase in annual revenue. Step 4: Possible / Probable Implementation Once the strategy was developed, the hard work of implementation begins. In keeping with the strategy, implementation should focus on training staff, convalescing table mix and on improving the efficiency of service delivery.TABLE MIX An optimal table mix, one that matches party-size mix as closely as possible, would allow this restaurant to serve an increased number of customers with no increase in the number of seats, thereby boosting seat occupancy during busy periods. UNCERTAINTY OF DURATION A restaurant who has dealt with the arrival-time issue must be able to predict meal-length, because this controls the number of tables available. With this information, restaurants can decide which reservation requests to accept, and restaurants with a large walk-in trade will be better able to provide accurate estimates of waiting time for guests in the queue.In addition, a reduction in meal duration during busy periods can increase seat occupancy and table turnover and thus can lead to increased revenue. As stated at the outset, one of the difficulties of implementing re venue management in restaurants is the fact that their explicit unit of sale is a meal (or an event) rather than an amount of time, although one can also argue that the true measure of the restaurant‘s product is time. While the likely length of a meal can be estimated, its actual duration is not firmly set. Reduced dining times can have considerable revenue potential during high-demand periods.Here, Seasonal Tastes, a restaurant with 208 covers, an approx. $20 average check, an average one-hour twenty minutes dining time, and a busy period of three hours per day. During busy periods, defined as those when customers are waiting for a table, a decrease in dining time can increase the number of customers served and the associated revenue. Under the example, the restaurant could theoretically serve approximately 400 covers during its three-hour busy time, assuming all 208 covers were occupied two times for exactly eighty minutes each time.That would result in revenue of $8000. If the average dining time could be raathi, k. (h – 16045) page 14 of 16 understudy project food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ july 2010 reduced to 50 minutes, the potential number of customers served would increase to 750, and the potential revenue would increase to $15,000, an increase of 18%. The question of how customers would react to such changes, however, causes restaurant operators to approach time decreases with caution. Step 5: Monitor OutcomesAs with much business practice, the success of revenue management cannot be assessed without measuring changes. After establishing the baseline and implementing revenue management, operators must develop a system to measure financial, operational, and customer-satisfaction performance. 5. Summary and Conclusion By implementing revenue management tactics, Seasonal Tastes, would be able to increase revenue by approximately 5 percent. The improved table-mix, the chang es in the service delivery, and the improved training led to the improvement in the restaurant‘s performance.Seat occupancy and RevPASH would increase, at the same time leading to a decrease in dining duration and variability, and thus an increase in revenue. Other restaurant could realize similar results by carefully analyzing their current performance, determining the causes of that performance, and developing appropriate strategies to improve it. Changes in table-mix and problematic service-delivery processes hold particular promise, but only with proper implementation that emphasizes training, employee buy-in, and enhanced management. 6. References o o o Anderson, C. and Xie, X. (2010), ?Improving hospitality industry sales: twenty-five years of revenue management? , Cornell Hospitality Quarterly, Vol. : 51, No. : 1, pg. : 53 – 69 Bertsimas, D. and Shioda, R. (2003), ? Restaurant revenue management? , Operations Research, Vo. : 51, No. : 3, pp. : 472 – 486 Bh ar, S. (2010), ? Creating a culture of wellness? , Express Hospitality, June 15 – 30, 2010 Issue, Section: Spotlight, Management Article, online available at: raathi, k. (h – 16045) page 15 of 16 understudy project food & beverage revenue management: implementation at ‘the westin hyderabad mindspace’ july 2010 etrieved on June 16, 2010 at 11:15 hours o o Cross, R. (1997), ? Revenue Management? , London: Broadway Books HSMAI Online article, Anon. (2010), ? The need for a more holistic approach to revenue management? , published on March 10, 2010, available at retrieved on June 12, 2010 at 11:01 hours o o o o o o o o o o o o o o o Hwang, J. (2008) ? Restaurant table management to reduce customer waiting times? , Journal of Foodservice Business Research, Vol. : 11, No. : 4, pp. : 334 — 351 Kimes, S. and McGuire, K. , (2001), ? Function-space revenue management? , Cornell Hotel and Restaurant Administration Quarterly, Vol. 42, No. : 33, pg. : 33  œ 47 Kimes, S. and Robson, S. (2004), ? The impact of restaurant table characteristics on meal duration and spending? , Cornell Hotel and Restaurant Administration Quarterly, Vol. : 45, No. : 4, pg. : 333 – 348 Kimes, S. and Thompson G. (2004), ? Restaurant revenue management at Chevys: determining the best table mix? , Decision Sciences, Vol. : 35, No. : 3, pg. : 371 – 392 Kimes, S. Barrash, D. and Alexander, J. , (1999), ? Developing a restaurant revenue-management strategy? , Cornell Hotel and Restaurant Administration Quarterly, Vol. : 40, No. : 5, pg. 18 – 31 Kimes, S. , (1999), ? Implementing restaurant revenue management: a five-step approach? , Cornell Hotel and Restaurant Administration Quarterly, Vol. : 40, No. : 3, pg. : 1 – 7 Kimes, S. , (2003), ? Revenue management: a retrospective? , Cornell Hotel and Restaurant Administration Quarterly, Vol. : 44, pg. : 131 – 139 Kimes, S. , (2004), ? Restaurant revenue management: implementation at Chevys Arrowhead? , Cornell Hotel and Restaurant Administration Quarterly, Vol. : 45, No. : 1, pg. : 52 – 69 Kimes, S. , (2004), ? Restaurant revenue management? , CHR Reports, Vol. : 4, No. 2, pg. : 1 – 36 Noone, B. Kimes, S. Mattila, A. and Wirtz, J. , (2007), ? The effect of meal pace on customer satisfaction? , Cornell Hotel and Restaurant Administration Quarterly, Vol. : 48, No. : 3, pg. : 231 – 246 Sill, B. and Decker, R. (1999), ? Applying capacity-management science: the case of Browns restaurant? , Cornell Hotel and Restaurant Administration Quarterly, Vol. : 40, No. : 3, pg. : 22 – 32 Thompson, G. (2002), ? Optimizing a restaurant‘s seating capacity: use dedicated or combinable tables Cornell Hotel and Restaurant Administration Quarterly, Vol. : 43, pg. 48 – 59 Thompson, G. (2003), ? Optimizing restaurant-table configurations: specifying combinable tables? , Cornell Hotel and Restaurant Administration Quarterly, Vol. : 44, pg. : 53 – 61 Thompson, G. and Kwortnik, R. Jr. (2008), ? Pooling restaurant reservations to increase service efficiency? , Journal of Service Research, Vol. : 10, No. : 04, pg. : 335 – 348 Thompson, G. and Sohn, H. (2009), ? Time-and capacity-based measurement of restaurant revenue? , Cornell Hospitality Quarterly, Vol. : 50, No. : 04, pg. : 520 – 539 raathi, k. (h – 16045) page 16 of 16 understudy project

A Summary on Perseverance

â€Å"Perseverance is not a long race; its many short races one after another. Perseverance to me means that â€Å"never give up†. Everyone in this world once went through terrible times in their lives but they never gave up that’s called perseverance. I know many people who persevered in their life. If you look at their biography you will see that they were very successful because they never give up. Many people don’t have that much confident in them so they give up so easily. Well I also persevered in my life. I didn't give up at that time I wanted to give up but I was brave enough not to give up. our greatest glory is not in never failing but, in raising up every time we fail by Ralph Emerson. â€Å"Fall seven times stand up eight† this quote stands for perseverance and as well as for Mr. Abraham Lincoln. Mr. Lincoln persevered by â€Å"NEVER GIVING UP†. Mr. Lincoln went through many troubles in his life but he persevered and become the 16th pre sident of the United States of America. Mr. Lincoln’s life went through like this. In 1831 he failed in business but he didn't give u and tried again bidding for congress in 1843 but unfortunately he lost his bid for congress.In 1855 he tried again for the run of senate but he lost the run. Still he didn't give up later in 1856 he got elected for vice president but unluckily he got defeated for Vice President. Well because Mr. Lincoln persevered in his life so in 1860 Mr. Abraham Lincoln became the 16th president of the United States. Mr. Lincoln was confident enough not to give up because he knew that one day he will success in his life and he did. He was brave and he had â€Å"STRONG Belief†. I also persevered in my life. I tried and tried until I reached my goal.When I came to us the first time I knew enough English to understand the teacher and work well but it was hard for me to adjust in a different in a different lifestyle well somehow I tried but failed. I didn 't felt like trying again but my mom encouraged me to try and try hard until I reach my goal. My mom was my strength. I tried and tried hard to adjust in U. S and after one year I adjusted and I felt like I’m here since I was born. This showed that â€Å"I never gave up† I reached my goal by trying over and over again.Every single person in this world went through many up’s and down’s in their lives but many fought and succeed but many gave up. â€Å"Just because you fail once in life doesn't mean you will fail every time†. â€Å"As long as you persevere and endure, we can get whatever we want†. You should never give up in life like Mr. Abraham Lincoln and I didn't gave up until we got what we wanted. So if you persevere in your life you will get it done soon. what I prefer is never give up in life. we all learn from over mistakes, so learn from your mistakes and go on try it again.

Book Assignment Part 3 Essay Example | Topics and Well Written Essays - 1250 words

Book Assignment Part 3 - Essay Example While not so different from traditional villages in its desire to engage in a free exchange of ideas, the global village is one that thrives on the communication and transportation infrastructure that seems to be binding the world into one 'large, happy family'. The basic metal and cultural setup of a country is formed by it inhabitants and the people who come forth to call it home. Throughout history, there have been numerous examples of how immigrants have been an important part of the people as a whole when it comes to contribution to the cultural and basic climate of a country. (Massey et al, 2001) The case for this paper is that of America. As a country, America has been blessed with the great 'salad bowl' syndrome, wherein it enjoys a plethora of people who have come to the shores of this great country in search of opportunity. The basic reason for people migrating to a certain part of the world is the lure of opportunity as opposed to whatever threat might have met them in their home land. In this regard, the paper will discuss the book Beyond Smoke and Mirrors: US Immigration Policy in the Age of Globalization, as the authors set about describing the mindset of the immigrants as well as the hosts who came to set up homes in America. According to the authors, immigration policies and principles have been one of the most important aspects of public policy in the US. This is a part of their history. It has been mentioned by the authors that the nation had passed through perhaps the single most significant transformative period in its history by those who lived through the Civil War and Reconstruction. The great questions of slavery, sectionalism, and national supremacy that had plagued the Americans for nearly eight decades had been resolved through a combination of the force of arms and the constitutional and legal change made possible by military victory. Irrespective of the fact that most Americans believed that these issues had been permanently resolved, this period posed new challenges to American values and assumptions which in term have influenced their take on immigration policy. Three intertwining themes define the evolution of the US Immigration Policy and perspectives in the same as garnered from the bo ok: (Massey et al, 2001) (i) industrialization - the rise of the industrial economy and of accompanying issues of law, governance, and public policy; (ii) urbanization - the dramatic growth of the nation's cities as focal points for population growth and demographic change, and as centers of commerce, culture, education, news, and politics; and (iii) integration through immigration - the effects on American identity, politics, and culture of the great waves of immigration from eastern, central, and southern Europe and from Asia. The interaction of these themes added richness and complexity to late nineteenth-century American history. In order to further understand the implications set forth by the writers in this book, it is important to understand the motives behind the immigration of various groups of people so as to understand the evolution of the Immigration Policy. This has been garnered by the book as follows: Mexicans Just as labor's response to industrialization seemed threatening to prized American values of individualism, free enterprise, and social

Company Assessment Research Paper Example | Topics and Well Written Essays - 2500 words

Company Assessment - Research Paper Example So the parent company through its various subsidiaries provides various marketing and communication services across the world. Mission- WPP nurtures and manages new talent and applies the same for the client benefits across the world. The company facilitates the accessibility of the clients with the companies with required communication skills & marketing and companies with distinctive and strong cultures. WPP complements the functions of these companies in various ways. WPP saves the companies from administrative related work. There is a central co-ordination in financial matters like budgeting, planning, reporting, treasury, control, tax, acquisitions, mergers and investor relations. This enables WPP companies to pursue professional excellence. Besides WPP encourages the joint functioning of its companies belonging to various disciplines (WPP-a, â€Å"Our mission†). Internal Analysis of strengths and weaknesses WPP is the global leader in â€Å"marketing communications serv ices†. The leading company composition of the group includes media investment, advertising, consumer insight, public relations, branding, promotion etc. ... The big clients look out for parent companies with a group of subsidiaries companies that can provide integrated solutions to fulfil their marketing needs. WPP has a list of subsidiaries with each specialising in a discipline. By virtue of this the companies of varying disciplines work together to satisfy the marketing needs of the clients. This works to the advantage of WPP. Awards & recognitions- WPP is a member of FTSE100, FTSE4Good Index, Forbes Global 2000 and Euro FT300. In the year 2009 the company won â€Å"Building Public Trust Awards† for excellence in the area of corporate reporting. In the same year the website of the company received â€Å"Best of Industry for Outstanding Achievement in Web Development†. In International ARC awards 2009 the company won ‘Gold’ for â€Å"Best Online Annual Report in Class And Honours for Best Annual Report across All countries†. The global newspaper of the group â€Å"The WRE† ranked number one out of 400, for straight two years in â€Å"2008 LACP Inspire Awards†. The corporate responsibility section of the company consists of information on the ratings of WPP bys socially responsible investors (WPP-d, â€Å"WPP at a glance†). The Group comprises 150 companies with each company having a distinctive brand. Each company has a distinct identity, commands loyalty, highly committed and has a specialist expertise. This highlights the individual strength of each of these companies. The companies under the group are associated with 354 Fortune Global 500 companies; 28 companies out of Dow Jones 30; more than half of NASDAQ 100 companies and nearly three-fourth of the Fortune-e 50 companies. The clients get additional advantages from the combined working of the

Earth by Bill McKiben Essay Example | Topics and Well Written Essays - 750 words

Earth by Bill McKiben - Essay Example In addition, we cannot separate current economies from carbon emission and hence the world will continuously become devastated. Global warming and melting of mountain capes ice are some of the indicators of the destructive effects of our carbon dioxide driven economies. Unlike the original earth, the eaarth has a production rate that greatly exceeds the earth holding capacity. The author is also concerned about the measurement of global economic growth rate and the preference that people have on positive economic growth. Positive economic growth results when the total production in a country exceeds consumption or people’s requirements. However, this is not an absolute measure of economic growth or productivity in a country. This is because economists do not account for carbon dioxide production. Thus, the author argues that the current measures of economic progress should be replaced with measures that account for carbon emissions. Due to our lack of concern about the environ ment, the cost of living will increase constantly despite having positive economic growth. The author argues that it is a contradiction for people to pay high prices for basic commodities such as food while their countries have strong economies. This phenomenon is basic difference between earth and eaarth. ... In addition, countries have subsidies on petroleum products instead of subsidizing basic food products. High cost of living has resulted from the damages that we have caused on the environment. Unpredictable weather patterns have been a direct result of damages that modern economies have done on the environment. Floods have been a common phenomenon in some countries such as Bangladesh. According to the author, the damages that people have done on the environment initiates a series of problems that leads to lack of basic human needs. For example high carbon emissions leads to global warming leading to low rainfall and poor harvest. On the other hand, global warming leads to floods, which cause destruction of infrastructure leading to high cost of living (McKibben 110). The author argues that people concentrate on the consequences of these problems instead of addressing their roots. An immediate solution to the problem is the additional of more carbon dioxide into the atmosphere throug h economic stimulus packages offered by the government or subsidies on petroleum products. The author notes that people are gradually acknowledging the devastating effects that they have caused to the environment. This indicates that people have noticed the difference between earth and eaarth. However, people are not doing enough to restore the earth to its previous position. For instance, people have not stopped destructive behaviours such as deforestation and misuse of energy. The author also notes that consequences of environmental destruction do not affect countries according to their role in production of pollutants. Thus, pollution from America would cause problems to a country that is many miles away such as Bangladesh. This indicates that the efforts towards environmental

Genesis and exodus Essay Example | Topics and Well Written Essays - 250 words

Genesis and exodus - Essay Example God also assures Abraham that after punishment He will raise up the Israelites and lead them to the Promised Land. After 400 years of hardship and torture in the exile, the Israelites were ready to leave Babylon and go back to rebuild Jerusalem. However, bearing in mind that it was not an easy task, the books of Isaiah and Genesis encourage the exiles to leave Babylon and go back to rebuild Jerusalem. In order to encourage exiles, these two books (Isaiah and Genesis) used different means including reminding them of the God’s promises. For instance, the book of Genesis reminds exiles how God entered into a covenant with Abram. The book of genesis states that â€Å"And Abram fell sound asleep when the sun went down. Then he was overwhelmed by a great terror. Then the Lord said to him, â€Å"Know for sure that your descendants will be strangers in a foreign country. They will be oppressed and enslaved for 400 year. But I will execute judgment on the nation that they will serve. Afterwards, they will come out with numerous possessions. But for you, you will join your ancestors peacefully and be buried at a good old age. In the fourth generation your descendants will come back here, for the sins of the Amorites have not yet reached its limit.† When the sun had gone down and it was dark, a smoking firepot with a flaming torch passed between the animal parts† (Gen. 15: 12-17) On the other hand, book of Isaiah encourages exiles by also reminding them God’s plan. For instance the book of Isaiah states that â€Å"Now, this is what the Lord says, the one who created you, O Jacob, and formed you, O Israel: â€Å"don’t be afraid, for I will protect you. I call you by name, you are mine. When you pass through the waters, I am with you; when you pass through the streams, they will not overwhelm you. When you walk through the fire, you will not be burned; the flames will not harm you. For I am the Lord your God, the sovereign king of Israel, your deliver. I have handed over

Case Study of Competition in Video Game Consoles Essay

Case Study of Competition in Video Game Consoles - Essay Example The early video games were simple and were not backed by sophisticated technology. In the current times, technology driven powerful consoles, pricing, wide variety in games and portability across different platforms are key elements that give leverage to the company. Indeed, though pricing of game units and games is hugely important, it is observed that advancing technology has increasingly played vital role in attracting the gamers. The next generation consoles, Xbox and Xbox 360, launched by Microsoft, have been leading game systems which have given tough competition to Sony’s PSP and PS2 systems and Nintendo’s Wii. Technology has emerged as important factor that provides gamers with unique experience and intrigues them as well as helps them to exploit their capabilities as gamers. The variety in games and appealing game titles constantly attract existing gamers as well as new ones and provide them with new ways to test their skills. Thus, firms which can provide the market with wide varieties in games that are backed by technology and relatively low cost would help become market leader in the video game industry. Answer 2 There are four chief drivers that are changing the dynamics of video games industry: demography: console technology; mobile gaming and online gaming. The first one is the widening database of gamers which have cut across age and gender. ... The next generation technology is important as fast processors, high-resolution screens and sound effect provide the gamers with high-end experience. The increasing popularity of handheld gaming devices like PSP has inspired the industry to introduce sophisticated games in the mobiles. Moreover the expanding database of mobile users is crucial factor that could provide the firms with competitive advantage in the industry. Thus, leading game providers are forging network relationships with mobile manufacturers and using the platform to maintain their leverage in the industry. The last but not the least important is the use of internet in gaming devices. The users are able to download new games and movies that significantly cuts cost of going to the market and buying games. Most importantly, use of wi-fi in the gaming devices greatly facilitates mobility and helps users to access new games even when they are outside their house. Answer 3 Microsoft, Sony and Nintendo are three big compa nies in the field of video games in US. Microsoft has been a leadership company in the area of computing and home entertainment. It has exploited its technology expertise to develop video games that would enhance user experience. The company has also used extensive marketing, especially viral marketing to advertise its video games consoles and video games. It has also tried to ensure that its first mover advantage is maintained by constantly improving its technology and giving more variety in games. Sony has used its market leadership in audio-video products, communication and IT based products to introduce video games and capture significant market share of the industry.

Gender-Based Differences in Cardiovascular Disease (CVD) Research Paper

Gender-Based Differences in Cardiovascular Disease (CVD) - Research Paper Example As reported by the American Heart Association (2006), almost 70% of the total population of the United States has cardiovascular disease. As shown in the charts above (Health Care Online, 2011), males are more prone to develop CVD than women at the age below 60. Men die 10 years younger than women from heart attacks (Kannel et al., 1976). However, this biological advantage of women over men shrinks as they age. II. Biological Theories The primary biological advantage of women over men in terms of CVD risk is the female sex hormone, estrogen. Estrogen protects women from cardiovascular disease. Most of the protective functions of estrogen originate from its role in controlling cholesterol levels. This hormone works in the liver to eliminate unnecessary cholesterol in the body (Saleh & Connell, 2007). More particularly, estrogen boosts the level of good cholesterol and high-density lipoprotein (HDL) and minimizes the buildup of bad cholesterol or low-density lipoprotein (LDL). Bad chol esterol buildup blocks blood vessels which then can disrupt blood flow to the heart. In contrast, good cholesterol reduces these blockages by minimizing the level of bad cholesterol (Vitale, Miceli, & Rosano, 2007). Estrogen strengthens the prostacyclin receptor. The prostacyclin receptor, which soothes the production of vascular smooth muscle cells and minimizes pulmonary vascular disorders, is a primary goal for estrogen being controlled by the estrogen receptor proteins— ERa and ERb (Saleh & Connell, 2007). Prostacyclin receptor can hinder the tightening of vessel walls, blood clotting, and clustering of platelets (Sugden, 2001). Thus the protein can help protect the body from heart disease. Estrogen also prevents the development of dangerous blockages by working on white blood cells. These white blood cells can cause blockages by accumulating in the interiors of blood vessels (Sugden, 2001). Women in their childbearing years have higher amount of the protein annexin-A1 in their white blood cells compared to men. Annexin-A1 stops white blood cells from aggregating in the blood vessel wall which can cause vascular disorder (Sugden, 2001). Therefore, Pre-menopausal women are less prone to CVD than post-menopausal ones. Epidemiological studies reported lower CVD risk factors among estrogen-enriched women. These findings resulted in the assumption that estrogen-enhancing therapy, such as the use of birth control pills and hormone replacement therapy (HRT), for a specified period of time before the onset of the menopause is feasible. It is assumed that estrogens assume a major physiological function when the heart exhibits reperfusion disorder, which is an injury to the renal blood vessels (Saleh & Connell, 2007). Normally, estrogen activity is interceded by particular estrogen receptors (ERs). ERs are part of the primary group of steroid hormone receptor, which can function as endothelial nitric oxide synthase (eNOS), which serves a vital function in sus taining vascular homeostasis by combining and discharging a number of soothing elements, like prostacyclin (Saleh & Connell, 2007), with possible repercussions for coronary heart function. Nevertheless, the use of birth control pills has been linked to the raised amount of C-reactive protein related to CVD. This C-reactive protein (CRP) is generated in the body as a reaction to inflammation (Mendelsohn, 2002). Recurrently high CRP levels have been connected

Strategic Business Plan for Coca Cola Case Study

Strategic Business Plan for Coca Cola - Case Study Example It manufactures and markets almost 400 brands of beverages in over 200 countries across the world, while over 70% of its revenue comes from within United States alone. It describes itself as a 'local company' as it makes use of local and regional people for its employee base. (Nelson et al, 2006) This paper will study the ways in which the HRM can be conducted so as to up the performance of the company. This will be done through a SWOT analysis as well as an analysis of the industry and competitor base. Finally, the improvement, implementation and management reviews will be put forward. The soft drink industry is one of the largest in the world. In countries like the US and India alone, this industry boasts of a turnover between 6 Billion dollars and 60 Million dollars. This is an industry that caters to the creation of non alcoholic and soda based beverages. The US figures alone for this industry have been depicted below. (Nelson et al, 2006) Michael E Porter has paved the way for revolutionary strategising trends and a whole new perspective on competition through his competitive advantage theory. In the corporate world, Porter's first book Competitive Strategy (1980), which he wrote in his thirties, became an international best seller, and is considered to be an authoritative piece of work on corporate strategy. The book, which has been published in nineteen languages and re-printed approaching sixty times, changed the way business leaders' minds worked. Further, it remains a guide of choice for strategic managers on a global scale. Apart from being rich in lessons about why and how industries, regions, and nations succeed or fail, this book is of great value as the first serious attempt to develop a really original grand theory of national economic development processes since the early years of Postwar development economics, and one of the most original ways of thinking about development policy in years. Source: M E Porter, 1998 This brings us to a discussion on the technicalities of the model proposed by Porter. Porter's Five Forces model provides suggested points under each main heading. When taken into consideration individually, each of these gives rise to the development of a broad and sophisticated

Professional Project - Rehearsal Studio Literature review

Professional Project - Rehearsal Studio - Literature review Example Using Space for Artistic Needs The main use of a rehearsal studio is to help to stimulate an environment and create a space for musicians and other performers. If there aren’t spaces available, then it becomes difficult to prepare for performances, recording and other alternatives that are needed to be a growing musician. In a specific study, (Fewster, Wood, 2009), there was an examination of whether musicians and artists required spaces for performance. The comparison made was to virtual environments that led to a hybrid experience with technology as well as other alternative environments which were available for rehearsing. Through this study, it was found that the change in environment also led to direct changes in the formation of music. When the rehearsal space was used through a 3D alternative or virtual collaboration space, for instance, the environment changed to create a hybrid effect. This combined higher amounts of technology with the music, as opposed to having the needed performance options. The environment with the space was able to offer a different sense of experimentation, specifically with interactions between the members that allowed for collaboration to move forward in a different alternative (Fewster, Wood, 2009). The concept of changing the environment and the mood with collaboration is important for various reasons. For those collaborating with several individuals is the ability to interact differently and to allow creativity to move into a different set of alternatives. This offers new levels of professionalism and enhances the creativity needed through the use of space. The environment is combined with the concept of using creative space. When the creativity is in the surrounding environment, it becomes easier for musicians and other artists to collaborate and work toward enhanced materials. The development of the creative space provides more opportunities to find unique aspects to a band or group while offering an outside area i n which musicians and others can perform. The important aspect to consider is based on investing in the creation of space that enhances creativity and which is conducive to the needs of artists, specifically because this changes the reactions and opportunities available through a given area (Martin, 2010). It should be noted that the ability to offer a rehearsal space isn’t only dependent on musicians with specific needs. Rehearsal space is also changing shape and form because of the emerging technologies and the need to have collaborative areas for those interested in music. The concept of body space activity is one which is now being used among musicians and other performers. However, the ability to produce these activities is also dependent on having other applications and technologies within the space. For instance, recording equipment, materials and other applications which can form specific roles can be used for creative needs. The most common alternatives which are now in the UK are based on the use of creative spaces in urban regions, which has expanded the idea of rehearsal spaces. This is one which is now inclusive of an environment for creativity as well as materials that provide physical access to those who wouldn’t have the options available in another given arena (Tandt, 2006). Socio-cultural Changes

Nursing Theorist Grid Essay Example for Free

Nursing Theorist Grid Essay 1. Theorist Selected: Florence Nightingale 2. Description of key points of the theory: Components of Nightingale’s philosophy, now recognized as a theory, are Environment, Person, Health, and Nursing (Bolton, 2010). Nightingales Canons are as follows: Ventilation, and warming-â€Å"Keep the air he breathes as pure as the external air, without chilling him† Health of houses- â€Å"Five essential points in securing the health of houses: pure air, pure water, efficient drainage, cleanliness, and light.† Petty management- â€Å"Not knowing how to manage that what you do when you are there, shall be done when you are not there. † Noise-â€Å"Unnecessary noise, or noise that creates an expectation in the mind, is that which hurts the patient.† Variety – change the walls or ceilings instead of the patient having to look at the same thing day in and day out. Taking food and what food-Patients should eat regularly and the proper diet (pureed, clear or full liquid). Bed and bedding-bedding must be clean and patients should not be laying on bunched up bedding Light-light and sunlight present, patient should not be kept in the dark Cleanliness of rooms and walls-clean areas for the patient to reside in Personal cleanliness-the skin is the body’s greatest barrier to infection and it must be kept clean Chattering hopes and advices- honesty and do not provide false hopes Observation of the sick-changes in status must be noticed immediately and reported to the proper person (Nightingale, 1860) 3. Theory’s historical background: At age 17 Nightingale believed she was called by God into his service to help mankind. She had great compassion and sympathy for people of all types. She suffered in silence for years because it was improper for someone of her social status to be involved with actual  physical work and her greatest desire was to help the truly poor. She fought with her family for years before they finally allowed her to go to Germany to the Institution of Deaconessess to study nursing. She studied there for three months and returned home. Two years later she was allowed to practice nursing. After her travel to Scutari to care for wounded soldiers during the Crimean War, she developed her nursing theory. She felt there was a need to define nursing and reform hospital environments rather than provide new nursing knowledge. She is the founder of modern nursing because of her work in nursing and nursing education. She started a school of nursing at St. Thomas Hospital in England. Nightingale clarified that nursing knowledge is distinct from medical knowledge. Complete the following grid based on the selected theorist information. Define each term according to the selected theorist. Explain how the selected theorist’s approach to each element of the metaparadigm applies to the following: Nursing practice- Nightingale identified the metaparadigm of nursing: person, environment, health, and nursing. It is the role of the nurse to modify the environment in a way to obey natural laws, by that providing an environment in which perfection could be achieved. The environmental aspects of Nightingale’s theory (ventilation, warmth, quiet, diet, and cleanliness) remain to be integral components of nursing care. Utilization of Nightingale’s theory helps the nurse have a beginning focal point and allows the nurse to view the client as an individual who interacts with and lives in an environment that may or may not be beneficial to optimal health (Bolton, 2010). Nursing education- Nursing is a work of art and science. Nightingale was the first to suggest that nurses be specially educated and trained for their position in health care. This allowing standards of care in the field of nursing, which improves overall healthcare of patients. Nightingale’s principles of Nurse training provided a custom plan for early nurse training school beginning with St. Thomas Hospital. Nightingale believed that all nurses should be well educated and practice independently.  She used brief case studies in her teachings. Nightingale encouraged independence of nursing school from the hospital to safeguard students from becoming involved in the labor pool as part of their training. Good practice can only result from good education. Nursing research- Nightingale’s interest in scientific inquiry and statistics continues to define the scientific inquiry used in nursing research (Alligood Tomey, 2010). Nightingales concepts served as the groundwork for research to test modern theories. â€Å"She established a firm tradition of basing nursing practice on carefully collected and analyzed data, the forerunner of today’s evidence-based practice emphasis† (Fitzpatrick Kazer, 2011, pp. 377-379). Her empirical approach to solving problems was visible from her work. Nightingale used a convincing argument with statistics, whereby she compared the mortality rates of soldiers in wartime military and nonmilitary situations with civilian men of comparable age. She invented the polar-area or pie-chart diagrams where each wedge was brightly colored to represent certain conditions. Term Definition Person Nightingale focused on the person as the recipient of nursing care (Selanders, 2010). She believed that nurses should focus on the patient and their needs, not the disease in which they are stricken with. She knew that people were multidimensional and wrote about their biological, psychological, social and spiritual requirements. Nightingale emphasized that people had reparative powers and that the nurses duty was to facilitate these forces with the means of returning people to health. (Selanders, 2010) Health Nightingale defined health as â€Å"able to use well every power we have to use.† Nightingale viewed disease is a correctable process. Nightingale contemplated the maintenance of health through prevention of disease by environmental control and social responsibility. What she described led to â€Å"public health nursing and the more modern concept of health promotion (Bolton, 2010, Chapter 5, Nightingaless Philosophy in Nursing Practice). Nursing The work of nursing is described as putting â€Å"the patient in the best condition for nature to act upon him† highlighting fresh air, light, warmth, cleanliness, quiet, and the proper diet. Kindness and touch should also be included. Nursing is a spiritual calling. Three types of nursing include nursing proper (nursing the sick), general nursing (health promotion) and midwifery nursing. Nursing is specifically different and separate from medicine. The work of nursing is so important that it should be thought of as a religious vow. Nightingale did not set out to develop a conceptual model of nursing, however, her writings contain the elements needed for nursing theories, a clear conceptualization of the client, nursing goals, and nursing interventions (Fitzpatrick Kazer, 2011, pp. 377-379). Environment The environment is the main priority in Nightingales theory. She clearly pointed out that clean environment, fresh air, warmth, noise control and management of wastes and odors were all ways that the environment could be altered to improve conditions so that nature could act to cure the patient (Selanders, 2010). She realized that internal and external environment controls were both paramount to the progress of the patients healing. She also knew that properly prepared food and clean water are also necessary to a patient’s healing process. References Alligood, M. R., Tomey, A. M. (2010). Nursing Theorists and Their Work (7th ed.). Maryland Heights, MO: Elsevier Health Sciences. Bolton, K. (2010). Nursing Theory: Utilization and Application (4th ed.). Retrieved from The University of Phoenix eBook Collection Database. Fitzpatrick, J. J., Kazer, M. (2011). Encyclopedia of Nursing Research (2nd ed.). New York, NY: Springer Publishing Company. Nightingale, F. (1860). Notes on Nursing: What it is, and what it is not. : J.B. Lipincott Company. Sealanders, L. C. (2010, March). The Power of Environmental Adaptation. Journal of Holistic Nursing, 28(1), 81-88

Study On The Environment And The Event Industry Tourism Essay

Study On The Environment And The Event Industry Tourism Essay This report will focus on the environment in which GL events is currently operating. GL events started as a small company based in Lyon in 1978 providing furniture and stands for exhibitors. Through mergers and acquisitions, they have progressively evolved to become an important player in todays exhibiting and event world with 34 venues around the world, an event and exhibition full-organising service and a portfolio of 250 trade-shows in various industries (food beverage, sport leisure, health, etc.). Influencing all trends and being influenced by all trends, the exhibition and events industry is in the centre of it all. No company can succeed without being aware of the environment it is evolving in. In the exhibition and events industry, companies need to pay particular attention to details impacting not only its industry directly but also every other sector of activity as it would soon have repercussions on future events, exhibitions, product launches, etc. For this reason, a good PESTEL analysis for the industry needs to cover a broad range of issues and analyse many trends which may not influence events yet but could soon be a threat if companies do not react and stay in the times. This report will focus on a PESTEL analysis (Political, Economic, Social, Technology, Environment, Legal) of the exhibition and events industry conclude by establishing which factors GL events should most take into account going forward as they could be potential threats or areas of opportunities in the years to come. Political: There are two main political factors influencing the industry today. One is the increasing political pressures to make regulations and policies to reduce greenhouse gas emissions. We will see in the environmental section that this trend started with consumer awareness but it is no longer just something the clients want to know more about, it has become an obligation. This has greatly impacted the transport industry, in particular airlines which found their image hit as people all around the world pointed to airplanes being a major source of pollution. This impacts the event and exhibition industry, especially at a time when various green technologies are evolving to permit meetings, conferences and even exhibitions to take place online (Long, 2009). This will be developed further in Environmental and Technology sections. The second is the increased globalisation and liberalisation of trade and deregulation (Dwyer, L and Edwards, D 2009). This is very important in terms of number of potential competitors and number of potential clients. Companies need to learn to evolve in a globalised economy, taking advantage of it by going to find new markets, possibly entering into partnerships with similar companies to widen market share and visibility. With this liberalisation of trade comes political pressure to have global higher standards of living. If you do not see your neighbours yard, you do not know that it is greener, when you break the fence, you find that it is. It is this situation that developing countries are finding themselves in today. Citizens all around the world can use internet to gain knowledge about how others are living and become envious. Because of this, countries want to attract foreign investment to boost local economies and gain wealth and higher standards of living. This creates oppo rtunities for countries not only to establish new and cheaper production lines but also to display their products in emerging markets. Last week for example, Apple launched the Iphone4 in China (AFP, 2010). Economy This last point brings us to analysing the economic trends and pressures impacting on the exhibition and events industry. Although the UNWTO 2002 forecasted world tourism to grow at a rate of 4.1% annually until 2020 (Dwyer L, Edwards D., 2009) due to rising wealth internationally, the exhibition and event industry has seen a slow in growth since 2005 but a rise in exhibition and event attendance (Biba E, 2008). This puts the industry in a rather awkward position. There are people coming to exhibitions but exhibitors have switched their approach towards events and exhibition. Indeed, especially with the recent crisis, the first expenses cut by organisations worldwide were advertising and travel. Exhibitions and events being in the centre of this, the industry was hit and forced to react. The expectations from exhibitors will be looked into more fully when we look at the social aspects of the trend but the main ideas are that companies are looking to maximise their ROI (return on investment) (Kovaleski D, 2009) and minimise the perception of frivolous spending (trips, events, etc.) (Events Managers, 2010). In order to do this, companies are squeezing suppliers to get more value for money and investigating the return on investment of their events much more closely and looking at alternatives more then they did before. Companies are not so much cutting their exhibition and event spending so much as allocating it more carefully and with conditions of an assured return (Biba E, 2007). This has changed to job of the event organiser who needs to think of more in novative ways that the company can use to introduce their product. A leaflet handout at the exhibition is no longer sufficient, people want to be amused, entertained, really involved in the product (Furness V., 2007). Because of this, the industry is moving away from major events in favour of smaller, more intimate events where companies can really interact with potential clients (Biba E, 2007). Another aspect companies are putting under the microscope is how to measure ROI generated from social networking and e-marketing. Indeed, if an event is posted on Facebook, LinkedIn, various industry blogs and online magazines this all takes resources in terms of man-hours put into promoting the event on these new channels but how can a company measure that this was efficient? How can the event planner know that the Facebook invitation attracted the client and not some Email they receive every year which pushed them to look for a Facebook event? (Terrero R, 2009). Today, there is little way of knowing exactly what path a client took and what really convinced them to attend your particular event. Social Indeed, the main goals of events and exhibitions are brand awareness, brand preference and networking. Although brand awareness can be achieved through various communication mediums (advertising online, billboards, TV, etc.), it is not the way to create brand preference. Brand preference is achieved through interaction, experience of the brand with the client (Kovaleski D, 2009) and leads to better ROI for the company. This means that exhibition halls and event organisers are not expected to provide a massive attendance so much as a good promotional space and real, targeted potential buyers (Biba E, 2007). From the buyers perspective, they want to experience and know the brand as a whole. With globalisation came increased competition and consumers now have the possibility to buy from anyone anywhere around the world. The quality and price are no longer the only issues, people and therefore companies look at the triple bottom line. Its no longer just about economics but also the socia l and environmental benefits of a product or company. Clients dont want a coupon or a price comparison when they come to a product launch, they want to feel and experience the product for themselves (Dwyer L, Edwards D., 2009 and Furness V., 2007). There needs to be a real interaction between companies and clients. Companies want to build a rapport with their clients, want to become part of their lives. This has forced exhibition halls and event managers to re-think space use and create sections that are dedicated to sitting down in a relaxing atmosphere with a drink to discuss business more casually. The bottom line is still to get the client but the approach is much friendlier then boxed up in a meeting room (Kovaleski D, 2009). This also has an impact on stand design. Exhibitors are encouraged to pay more attention to details such as carpet colour as it has been shown that if the carpet colour of the stand is different from that of the exhibition hall, it may create a barrier and deter clients from approaching (Kovaleski D, 2009). Technology With the development of various technologies, companies have the opportunity to have a virtual event run along-side of the live event. This allows them more time to prepare the client for the interaction and pursue the relationship after the event (Furness V., 2007 and Kovaleski D, 2009). This phenomenon of virtual event is not only to accompany live events, there are now events using only virtual platforms, simulating a physical event on the online world. Platforms such as Second Life are being used by companies to reach potential clients without having to create an event in one physical place. This has the advantage, if not necessarily of price reduction, but to be able to reach clients who may not be prepared to travel to meet you. You can meet them where they are all at once (Biba E, 2008). Using 3D technologies, your virtual exhibition can be as simple as visitors being able to look around at the different stands and as complex as re-creating the event in a completely online wor ld (web chatter, 2010). This is not to say that virtual events will completely replace live events because, as we have seen, people still want to interact and know who they are dealing with but it certainly does replace certain live events already (Biba E, 2007). Another important aspect of the new technologies that the exhibition and event industry should be aware of is the democratization of the internet. This means two things. First, even small firms can bring competition to the large, well-established event organizers if they have good SEO (search engine optimization) and general web-marketing skills as they have equal visibility (Dwyer L, Edwards D., 2009). Second, through UGC (user generated content) anyone can post their feedback about their experience with a certain organizer and make it available to the world (Papathanassis A, Buhalis D, 2007). This is good news for companies who have good relations with their clients and suppliers but will be difficult for companies who were focusing on one-shot clients and therefore not paying much attention to details. The final aspect of technology refers to the traditional definition of technology, ie: the application of scientific knowledge for practical purposes, especially in industry (Oxford Compact dictionary). Here we are referring to how to build ecologically friendly stands? What technologies can we use to handle the new products that now need to be used in order to create a green stand? Environmental We are now obviously diverging to the environmental issues around the exhibition and event industry. Indeed, it is becoming increasingly important for companies to be perceived as environmentally aware (Biba E, 2008). This presents a good opportunity in term of cost reductions as decisions such as travelling less can be explained as an environmentally gesture rather then cost-cutting in a bad economy (Events Managers, 2010). However, it presents a challenge for events and exhibition companies who now need to develop green stands made with ecologically friendly materials and production techniques and purchased from local suppliers to avoid pollution from transport (Biba E, 2008). Another aspect the exhibition and event industry will need to look at closely is the impact that global warming will have on their choice of venue and the viability of these choices with respect to client attendance and attractiveness (Dwyer L, Edwards D., 2009). Indeed, sunny destinations which are very pleasant to hold events at may be changed for the worse in the next 30-50 years while new destinations will establish themselves as more favourable climate-wise. Legal The final point we will view is the legal aspects that the industry needs to pay attention to. The policies regarding the reduction of greenhouse gas emissions and the liberalisation of trade have lead way to many legal documents and laws by countries around the world which need to be followed by event and exhibition organisers and by venues to make sure they are acting within the limits and scope of the law. However, an important legal issue is the terms and conditions put forward by events and exhibition planners and venues. First, with regards to particular cancellation fees, they need to protect themselves without being outrageously unfair to the potential client which is looking at cancellation fees and possibilities more closely since the crisis. Second, with respect to the inflexibility of minimum numbers, if venues hope to attract client, they need to consider the advantage of having one definite client with a contract who may not bring exactly 1000 participants versus one potential client who is still shopping around and may never sign (Event Manager, 2010). From this PESTEL analysis, we can draw several conclusions for GL events next step. First, it is clear that the new technologies, though they will not fully replace live events, are certainly complementing them and they are here to stay. GL events could take advantage of this by creating a network with all its venues. When one event is organised in Nice for example, they could offer the possibility of extending it via 3D conferencing tools to other of their venues around the world. This would increase the potential number of attendees who would not have to sit in front of a computer to enjoy the virtual event but would benefit also from meeting with others who are also in their geographical areas and enjoying the event virtually. People in China could enjoy the conference of the event taking place in Nice and have the opportunity to network with other people afterwards via video-conferencing and face-to-face with people who were also unable to attend the meeting. A second opportunity GL events could take advantage of is the growing importance of the perception of being environmentally friendly which pushes companies to invest in Green stands. Through their event organising service, GL events should try to develop the competencies to offer this possibility to their clients, if possible at a similar cost, to make sure they are in keeping (and even a little ahead) of their times. In these fast changing times, the opportunities are still up for grabs but will soon become threats if venues and organisers do not react quickly.

Customers Needs of Marks and Spencer

Customers Needs of Marks and Spencer Introduction of Marks and Spencer In 1998, Marks and Spencer became the first British retailer to make a pre- tax profit over  £1 billion, but a few years later it plunged into a crisis which lasted for several years. They cant meet the customer expectations and need longer lead time on the production. However, after changing their company CEO, Marks and Spencer started improve due to a substantial number of changes in operation management. It included dynamic and cheaper supply chain, improve the products design and quality, and good identification and service of market segments. 1.1 The identification of different customer needs on MS clothing ranges Marks and Spencers (MS) has divided into three types of clothing ranges that are Perfect and Classic range, the Autograph range, and he Per Una range. Each range has been developed to a different target segment customer of the women clothing market. Marks and Spencer must identify what their customer needs to meet their customer expectations and improve the products. Customers will tend to judge the products and services according to their judgement to compare the price, quality, promotions, values, and pre and post services together with competitors to determine which brand they like. Marks and Spencer using the demographic segmentation to identify what their customer needs. Mark and Spencer target their customers by age, gender, income, social class, and the others. This is because customers will change their needs and wants anytime. So that, Marks and Spencer should be aware this issue occurs. 1.2 Customer Needs Customer needs is to meet the customer expectations or customer needs and wants. We need to do the market research to find out what products the customer likes and identifies emerging opportunities (No author, 2011). The products can influence the customer needs and wants such as the price, location, design, culture, and the others. 1.3 Perfect and Classic Ranges The Perfect and Classic ranges are aimed to serve the core customers of Marks and Spencer. Marks and Spencer core customers are target under 35 to 55 year old men and women. Perfect collection is designed the clothing in basic and simple way and they include plain, white shirts, black roll-neck sweaters and jeans. The clothing must be machine washable, non-iron, and tumble-dry friendly for the busy lifestyle customers. These range customers who is looking for appreciate practical, good quality, and value at reasonable priced. Besides, the design must be timeless that means the design not outdated from time to time. The Classic Collection was aimed at more mature customer and tends to serve into different style such as smart, elegant, and confident style for their customers. The designs for these ranges are limited and ensure the customers can find their suitable clothes. 1.3.1 Age and Gender Perfect and Classic Range in Marks and Spencer their core customers are target under 33 to 55 year men and women. Marks and Spencer must determine these range customers what are their age and gender before designing the clothes. This is because easier for the designer designing the clothes. 1.3.2 Income and Social Class Income and social class can show a customer buying behavior. As we can see, Perfect and Classic range customers their income and social class not so high. Therefore, they required appreciate practical, good quality, and value at reasonable priced. Marks and Spencer must meet their customer expectations. 1.4 Autograph Range The Autograph range was launched in the spring and summer in year 2000 and it is a new seasonal range. This range is to bring cutting-edge design to wider the audience within a unique environment. These range designs were done by Julien Macdonald, Philip Treacy, and Sonja Nuttall who are the recruiting best designers in Marks and Spencer. This design was developed a range of clothes, men and women accessories. It is providing a more up-market range of clothes for Marks and Spencer core market. Autograph range brings the top designer collection to Market and Spencer customers at high street prices, within a designer boutique environment. However, in the autograph range limited to spring and summer range with merely 60 colours style every season. Autograph range designs a bit like formal wear or elegant clothing. For example, the elegant clothing can wear to work or shopping. 1.4.1 Income and Social Class As we know, Marks and Spencer Autograph range products are more expensive. Their customers are willing to spend their money to purchase the luxury products. It shown that, Autograph range customers have high income and high social class. 1.5 Per Una Range Per Una range was launched on 28 September 2001. Per Una range target customers were the fashion-conscious women aged between 25 to 35 year old, sizes 8-18. This collection is providing the high quality materials and the designs are the latest trends design. Besides, the products of Per Una range sold under limited edition, which makes the products unique in the market. Besides that, the prices were 10% more expensive than other Marks and Spencer ranges. 1.5.1 Age and Gender For age and gender in Per Una range, Marks and Spencer their target customers are under the aged between 25 to 35 fashion-conscious young lady. Around this aged ladies like to buy the trendy or fashion clothes especially the limited edition because its very unique and small quantity in the market. So, the Marks and Spencer designer must identify their age range to design the limited edition clothing for the customers. 1.5.2 Income and Social Class In the new generation, most of the young ladies liked to show how rich they are or their social level. Per Una range are very suitable for the ladies who like to buy the trendy or fashion clothes especially limited edition to show out their social level and how rich they are. Identification and explanation of order winners and qualifiers In Marks and Spencer, they are very clear on their order winners as well as their order qualifier. Marks and Spencer as the top retailer in UK, the order winners and order qualifier for each range are identified. This can make the customers perceived the clothing produced by Marks and Spencer is high quality and competitive prices meet their customer expectations. In Marks and Spencer, each range clothing has different order winners and order qualifier to target different customers in UK. 2.1 Order Winners Order winners are those competitive characteristics that cause a firms customers to choose that firms goods and services over those of its competitors. It can be considered to be competitive advantage for the firm. It usually focuses on rarely more than two of the following strategic initiative. It included price or cost, delivery speed, delivery reliability, quality, product design, flexibility, brand image, and after-market service (No author, 2008). 2.2 Order Qualifier Order qualifiers are those competitive characteristics that a firm must show to be viable competitor in the marketplace (No author, 2008). The firm is responsible for providing the order winners and order qualifier that enable the products to win orders in the marketplace. This process must start with the corporate strategy and help the firm to continue operating or to wins the customers business (Hill, 2000). The order winners and qualifiers are both specific in market and time. They work in different combinations such as different market and different target customers. Therefore, the customer needs are the key factor that influence the order winners and order qualifiers principle makeover (Nemetz-Mills, 2001). 2.3 The correlation and influences of order winners and qualifiers in MS clothing ranges. Perfect and Classic Ranges Autograph Ranges Per Una Ranges Product Range The range is limited to its classical style and return to basics trend The range is based on designer wear trend and available at selected boutique store The range is focused on high quality and fashion trend design Design Changes The design standardise with multifunctional clothing The design is seasonal range and focus on spring and summer The design of its product is latest trend and changes monthly Price Value at reasonable pricing High street pricing High street style at affordable pricing, 10% more expensive than other MS ranges Quality High quality and functional clothing High quality, based on the summer and spring trends High quality, limited edition and trend designs Sales Volume [SKU] Large volume Limited and available at the selected boutique store Very small volume and limited edition Order Winners The reliability of its product functional from wash to tumble-dry High quality and clothing design ranges based on seasonal trends The design based on its design and appearance and its limited edition trends Order Qualifiers It focusing for quality and value at reasonable pricing It focusing on its competitive high street pricing of it clothing range Affordable price and high quality Operations Priorities The operations prioritised on its clothes cost The operations prioritised on its clothes quality The operations prioritised on its rapid and flexibility changes of it clothes trends 2.4 Perfect and Classic Ranges Perfect and Classic ranges are emphasise to standard design that mean the fashion is not the out-dated design or timelessness design. Perfect Collection customer who is looking for appreciate practical, good quality, and value at reasonable priced. This collection is carrying on Marks and Spencer tradition of reliability and buying experience and the sourcing is more low cost producers. Classic Collection is focusing on more mature customers. The design for these ranges are timeless and not just the latest fashion. It is to ensure the customers can find the suitable products. 2.5 Autograph Range The Autograph range is design the clothing on seasonal range that are spring and summer. Besides, it is offering exclusive collection of products on high street prices. The OWC comprises of the product more stylish, designer boutique, service package, store layout, and high street pricing. Moreover, quality control (QC) is very important to control the product quality. Marks and Spencer has obtained the products for the suppliers who have strengths in product or material development (Harrison Pavitt, 2003). 2.6 Per Una Range Per Una range is aimed to serve the target customers aged between 25 to 35 year old women who are fashion- conscious. This collection was provided the high quality materials, latest trends, individual cuts, fanatical attention to detail, and ease of shopping (Harrison Pavitt, 2003). Besides, the collection was sold under limited edition and the design changes in monthly. So that, the prices was 10% more expensive than other MS ranges. The operations prioritised on its rapid and flexibility changes of it clothes trends. Polar Diagram approach assessment and comparisons of different operations performance in MS clothing ranges. 3.1 Polar Diagram Tabulation Table Perfect and Classic Ranges Autograph Ranges Per Una Ranges Quality 4 5 5 Speed 5 3 2 Dependability 3 4 5 Flexibility 5 3 2 Cost 3 4 5 The polar diagram above represented the five performance objectives of Marks and Spencer. Marks and Spencer must know the different of the clothing ranges and analyse it. 3.2 Perfect and Classic Ranges Perfect and Classic range should emphasis on flexibility, and speed because it get the highest scored in polar diagram. 3.2.1 Flexibility Flexibility means that Marks and Spencer able to innovate the product and design the latest trends. This is because Perfect and Classic collection can be more fashion. 3.2.2 Speed Speed means the rate of response and delivers on time to the customers. It shows that how Marks and Spencer organisation communicate with the customers. From the polar diagram above, Perfect and Classic ranges get the highest scored in terms of speed. This is because all the products design are returns into simple and basics. So, the produces and deliver time will not be longer. 3.3 Autograph Range Marks and Spencer should look into the quality to enable the Autograph range can compete in high street market. 3.3.1 Quality Good quality is essential to maintain Marks and Spencer brands image. From the polar diagram above, Autograph and Per Una ranges get the highest scored in quality. It is due to Marks and Spencer has high quality control. 3.4 Per Una Range Marks and Spencer should emphasis on dependability and cost in Per Una range because it is the limited edition and the prices more expensive that other ranges. 3.4.1 Dependability Dependability refers to the reliability of the products. In Per Una range, it scored top among other ranges. The design is latest trends and limited edition and reliability products. In this range, Marks and Spencer targeted the fashion-conscious young women between 25 to 35 years old. 3.4.2 Cost In this area, Per Una range get the highest scored among other ranges. This is because these range design are limited edition, changes monthly and need to produce in high quality. Therefore, the production cost will more expensive than other ranges. Appendix 4.1 Appendix A Logo Company and Products Logo Previous Marks and Spencer Logo New Marks and Spencer Logo presented in 2004 Per Unas logo, three heart shapes 4.2 Appendix B Three Ranges Clothing 4.2.1 Classic Collection Classic Collection Pure Cotton Swirl Classic Collection Floral Border Neckline Jersey Top Dress with Scarf Classic Collection Large Collar Classic Collection Front Belt Pull Ruched Jacket On Trousers 4.2.2 Autograph Range Autograph Shower Resistant Trench Autograph Exclusive Pure Silk Floral Coat with Belt Dress with Belt Autograph Cotton Rich Crochet Autograph Pure Silk Paisley Print Lace Waistcoat Top 4.2.3 Per Una Range Per Una Pure Linen Bold Stripe Per Una Linen Blend Floral Prom Dress Appliquà © Shift Dress Per Una Crossover V-Neck Zebra Per Una Pure Cotton Tie Dye Print dress Camisole Top