Panera Bread Company: Rising Fortunes? Essay

Maxis Berhad, with its consolidated subsidiaries (together, ‘Maxis’), is the leading mobile communications service provider in Malaysia with over 11.4 million mobile subscribers as of 30 June 2009. Maxis was granted licences to operate a nationwide GSM900 mobile network, a domestic fixed network and an international gateway in 1993. It commenced its mobile operations in August 1995 and launched its fixed line and international gateway operations in early 1996. Since its establishment, Maxis has been providing a full suite of services on multiple platforms to fulfil the telecommunications needs of individual consumers, SMEs and large corporations in Malaysia. Maxis’ mobile service is offered on a postpaid basis under the Maxis brand and via a prepaid format under the Hotlink brand. The use of these two distinct brands, underpinned by synergistic values, has enabled Maxis to develop its prepaid business successfully while maintaining growth in its postpaid segment. Maxis has also pioneered and led the Malaysian market in delivering innovative mobile products and services. It was the first to launch 3G services in Malaysia as known as Maxis3G in July 2005, and in September 2006, it became among the world’s first to use HSDPA, a high-speed upgrade of its 3G network, to provide wireless broadband services. It was the first operator to bring the BlackBerryâ„ ¢ and Apple iPhoneâ„ ¢ smart phones to Malaysia. The company in April 2009 unveiled the first commercial NFC-powered service in Malaysia. Maxis provides enhanced postpaid packages to corporate and SME customers, based on its highly successful consumer postpaid plans. These plans are custom-made to meet the needs of enterprises, especially improved communications within and beyond their compound. Maxis’ international gateway services include termination of traffic into Malaysia from international telecommunications companies, supporting Maxis’ own outbound international direct dial (IDD) traffic, collecting international transit traffic and bandwidth leasing services. Mission A mission statement is a statement of the purpose of a company or organization. The mission statement should guide the actions of the organization, spell out its overall goal, provide a path, and guide  decision-making. The mission of this Maxis company are : Today * Malaysia’s leading mobile communications service provider Tomorrow * The nation’s premier integrated communications service provider Vision Defines and describes the future situation that a company wishes to have, the intention of the vision is to guide, to control and to encourage the organization as a whole to reach the desirable state of the organization. The vision of the company is the response to the question of what do we want our organization to be? Corporative values are the answer to the question of what we believe into and how we are. The vission of Maxis Berhad is : To bring the future to our customers’ lives and businesses, in a manner that is simple, personalised and enriching, by efficiently and creatively harnessing leading-edge technology and delivering a brand of service experience that is reliable and enchanting. Objective An end that can be reasonably achieved within an expected timeframe and with available resources. In general, an objective is broader in scope than a goal, and may consist of several individual goals. Objectives are a basic tools that underlying all planning and strategic activities. They serve as the basis for policy and performance appraisals. This is what Maxis stands for : Simple * We aim to keep everything we do as simple as possible. For example, customers understand what it is we are telling them because we do it in a way that is straightforward and easy to understand. We make things simple for everyone, including ourselves. Keeping things simple also means that everything we say is said in a clear direct tone of voice that is friendly and human. Trustworthy * Trust is crucial in every successful relationship and this is true between customers and Maxis, just as it is true between the company and its  employees. All good relationships are built on trust which inspires confidence, and, assurance, conviction and reliance. To be trustworthy is a way of life. Creative * Creativity defines us and therefore differentiates us from our competition. It inspires not only our communication style, but also how we answer the phone, design our stores, and deal with challenges. Creative runs through everything we do and everything we say, it’s in our DNA. Brave * To lead people into new territories we have to be brave. We have the courage to try new things, to take the occasional calculated risk, to go where our competitors have not been. It ensures that we stay at the forefront and that our customers benefit from new and better ways of doing things. It means doing the right thing, rather than the easy thing. It means having the courage of our convictions. Brave is the quality of a true leader. Strategy Given this context within our corporate strategy, in 2011 we reviewed our existing activities and identified new initiatives to create a CR strategy with three pillars. Developing and enriching our community, customers and partners, creating a great place to work and, Advocating environmentally friendly practices. Maxis’ CR initiatives are governed by our CR Philosophies, which prescribe that the initiatives are aligned to our corporate strategy and CR Mission and create value to all our stakeholders. That is, the initiatives must have a positive impact that can be shared across Maxis, our stakeholders and the nation. 1. Developing & Enriching Our Community, Customers & Partners * Being a customer-focused organisation, with a large and complex supply chain, we are uniquely positioned to touch the lives of many people. Our ambition is to make this contact an enriching experience for everyone. Simply by providing telecommunication connectivity to remote and rural communities, we can drastically improve people’s lives. But our reach goes further than that. We can offer better products and services to customers who have a choice of service providers. We can build and develop the communities in which we operate, through our Cyberkids Programme initiatives and scholarships. And,  we take very seriously our responsibility to positively influence our supply chain so that it is healthier, safer and more sustainable. 2. Creating a Great Place To Work * At Maxis, we have always said that our employees are critical to our success. We regard leadership as an essential part of our business, especially to fulfil our goals to be the premier integrated communications service provider in Malaysia. Therefore, we invest significantly in leadership development and training, as well as nurturing the talent of our employees. We value the diversity that colleagues bring, with individuals able to see things with different perspectives and fresh ideas. We have measures in place to ensure that our workplaces embrace this diversity. We think also that it is important to get the fundamentals of employment right: health and safety, and benefits and rights. 3. Advocating Environmentally Friendly Practices * Our sector is evolving rapidly and a significant challenge for us is to keep ahead of the technology curve, whilst understanding and evaluating the sometimes unknown impacts of new products and services. We have to balance the demand for innovation with the responsibility to do no harm. In addition, we are committed to driving efficiencies in our operations in order to reduce our carbon footprint and to manage waste effectively. We also want to advocate this to our partners and customers. GENERAL ENVIRONMENT ANALYSIS External Analysis The external analysis is critical for a firm to understand to be able to realize the opportunities and threats that exist in the industry they are competing in to help achieve a strategic competitiveness. The external analysis consists of a general environmental analysis, industry analysis, five forces analysis, industry competitor’s analysis, and the key success factors for the industry. General Environment Analysis In order for a company to effectively compete in an industry, an analysis of its specific industry must be undertaken. This is done to provide the firm with a description of the elements in society that directly effect the industry and the direction managers must take to implement appropriate strategies to survive. This study is commonly referred to as the general environmental analysis. It primarily consists of five primary factors, which are political/legal, economic, socio cultural, ecological, and technological or also known as STEEP Analysis. These five sections describe the external environmental factors a firm must understand to effectively compete in a specific market. 1. Social cultural Forces * The sociocultural dimension is especially important because it determines the goods, services, and standards that society values. The sociocultural force includes the demographics and values of a particular customer base. Age, gender, and income are examples of commonly used demographic characteristics. * Maxis contributions is to the development of Malaysia must also go beyond paying statutory levies and the jobs their provide. Maxis have to address long-term strategic issues affecting the nation’s ability to grow. They are proud that Maxis is taking an active role in stemming the brain drain, which poses a threat to their progress as a society. Maxis scholarships, aimed at their employees’ and customers’children, are designed to encourage young Malaysians to reap experience abroad, then come back to share those experiences and contribute to the future of their nation. * Maxis provide full coverage to markets across Malaysia, including Peninsular Malaysia, Sabah and Sarawak (both in Malaysian Borneo). Together with our subsidiaries, Maxis provides a full suite of communications services on multiple platforms to meet the growing needs of individual subscribers, families, small and medium enterprises, large corporations and the Malaysian Government 2. Techological Forces * Technological forces influence organizations in several ways. A technological innovation can have a sudden and dramatic effect on the environment of a firm. First, technological developments can significantly alter the demand for an organization’s or industry’s products or services.  Technological change can decimate existing businesses and even entire industries, since its shifts demand from one product to another. * Maxis was also the first telecommunication service provider to introduce a range of smartphones to Malaysia including the BlackBerry and the Apple iPhone. In 2010, Maxis set an industry milestone by building the largest 3G network with 76 per cent population coverage and by signing the landmark High Speed Broadband Access (â€Å"HSBA†) agreement with Telekom Malaysia Berhad as well as the infrastructure share agreement with Tenaga Nasional Berhad. As at 30 June 2011, Maxis 3G footprint coverage was at 81 per cent of the country’s populati on. In comparison with global mobile operators, Maxis is a leading provider of non-voice services. 3. Economic Forces * Economic forces refer to the nature and direction of the economy in which business operates. Economic factors have a tremendous impact on business firms. The general state of the economy for an example depression, recession, recovery, or prosperity, interest rate, stage of the economic cycle, balance of payments, monetary policy, fiscal policy, are key variables in corporate investment, employment, and pricing decisions. * In 2010, Maxis invested more than RM80 million in network coverage, widening our footprint over remote areas of Sarawak, enhancing network quality in towns and suburbs in Sabah, and expanding broadband coverage to industrial and commercial areas in north Borneo, which is an underserved frontier. * During 2010, Maxis invested RM1.44 billion to build upon the significant modernisation first begun in 2009, expanding the reach and capacity of ournetworks and support infrastructure. Overall, Maxis capital expenditure was RM482 million in the first half of 2011. 4. Ecological Forces * Ecological economics is a transdisciplinary field of academic research that aims to address the interdependence and coevolution of human economies and natural ecosystems over time and space. It is distinguished from environmental economics, which is the mainstream economic analysis of the environment, by its treatment of the economy as a subsystem of the ecosystem and its emphasis upon preserving natural capital. * Maxis efforts to  reduce our carbon footprint began with modernisation of end-to-end network equipment for better energy efficiency. Additionally, Maxis have adopted more energyefficient DC rectifiers and outdoor shelters which are innovative systems to manage heat in existing shelters and to drive down energy deployment. Maxis have also drawn on renewable energy solutions such as solar to replace diesel powered remote base stations and their have advocated network-sharing, with over 54% of our base station sites shared with other operators. Maxis efforts have been supplemented by tree-planting. 5. Political-Legal Forces * Political and legal forces are two of the three most important aspects for a business, with social forces being the third. Politics is a changing scene, and the rules and laws will change not regularly but often enough. Political forces are governments and unilateral bodies that decree certain rules, regulations, laws or restrictions with regards the way a country is run. * The Group’s Code of Business Practice declaration applies to all officers and employees who are required to affirm on a yearly basis their commitment to observe the Code of Business Practice. It also provides guidelines for the manner in which all employees should conduct themselves in the workplace while performing their daily duties for Maxis and as a Maxis employee. TASK ENVIRONMENT ANALYSIS A corporation’s scanning of the environment should include analyses of all relevant elements in the task environment. Managers need to consider the competitive environment, also referred to as the task environment or industry environment. The profitability of the firm and the nature of competition in the industry are more directly influenced by developments in the competitive environment. Industry can be defined as a group of firms producing a similar product or service. The firm interacts with a more specific environment, the industry. Four main components that exert influence on industry are suppliers, competitors and potential substitutes, potential entrants and buyers. Michael Porter’s Approach to Industry Analysis The ‘five forces model’ developed by Michael E. Porter, has been the most commonly utilized analytical tool for examining the competitive environment. It describes the competitive environment in terms of five basic forces such as threat of new entrants, bargaining power of the firm’s suppliers, bargaining power of the firm’s customers, threat of substitute products, and intensity of rivalry among firms. 1. Threat Of New Entrants * New entrants is newcomers to an existing industry. They typically bring new capacity, a desire to gain market share, and substantial resources. Entry barrier is an obstruction that makes it difficult for a company to enter an industry. Economies of scale, product differentiation, capital requirements, switching costs, access to distribution channels, cost disadvantage independent of size, government policy are examples of entry barriers. * New technology as we know communication technology are very fast and various (MMS, Mobile Portal, VAP, and 3G), compete by new entrants for examples Celcom and DIGI. Maxis come with Hotlink club and brand identity for teenagers. Maxis also come with 8 region of same rate calling rate 0.65 cents. 2. Rivalry Among Existing Firms * Rivalry is amount of direct competition in an industry. Intense rivalry is related to the presence of the following factors which are number of competitors, rate of industry growth, product or service characteristics, amount of fixed costs, capacity, height of exit barriers and diversity of rivals. * Competition on price with another company Digi, Celcom, Internet phone.Compete also with the coverage and wide of services offered. IT take placed for Maxis to create a web that manage Hotlinkclub.com. provide customer loyalty by type of free services and activities. Besides that is Merge with TimeCel to come with more wide coverage. 3. Threat Of Substitute Products Or Services * Substitute products which is products that appear different but can satisfy the same need as another product. The existence of products outside of the realm of the common productboundaries increases the propensity of  customers to switch toalternatives. Its includes buyer propensity to substitute, relative price performance of substitute, buyer switching costs, perceived level of product differentiation, substandard product and quality depreciation. * For example reduce demand of Maxis services compete with Digi with new technology (internetTv and 3G). Besides that, internet charting and conferencing free service make Maxis enforced to reduce the service charge. Maxis improve the price by provided some free services like free sms and free football result. 4. Bargaining Power Of Buyers * The bargaining power of customers is also described as the market of outputs and the ability of customers to put the firm under pressure, whichalso affects the customer’s sensitivity to price changes. Buyers can affect industry through their ability to force down prices, bargain for higher quality or more services, and play competitors against each other. * Price of SMS forced down from 0.60 cents to 0.01 cents. In fact, Maxis provide wide coverage in Malaysia by merge withTimecel. Maxis have a high technology server and satellite technology upgrade to capture the wide range of communications services. 5. The Bargaining Power Of Suppliers * Suppliers can affect an industry through their ability to raise prices or reduce the quality of purchased goods and services. The bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services(such as expertise) to the firm can be a source of power over the firm,when there are few substitutes. * Price raised charge for satellite provided by Telekom. Maxis request more variety of services like MMS, 3G, mobile conferencing using more type of server at manyplace from northern Malaysiato the southern. SWOT ANALYSIS A SWOT analysis generates information that is helpful in matching an organization’s or a group’s goals, programs, and capacities to the social environment in which they operate. It is an instrument within strategic planning. SWOT analysis can be understood as the examination of an  organization’s internal strengths and weaknesses, and its environments opportunities, and threats. Maxis Berhad started their operations in the year 1995 being the leading mobile communication service provider in Malaysia with more than 11.4 million mobile subscribers up to date. (Maxis Berhad, 2011) SWOT is the acronym for Strengths, Weaknesses, Opportunities and Threats where it will be used to assess the business as it is important for companies to analyze SWOT on their companies. It will also be analyze in this report on how the strengths will be used to overcome the weaknesses as well as the opportunities overcoming the threats. Strengths and weaknesses will be analyzing on the company’s internal factors whereas opportunities and threats will be analyzing on the company’s external factors. 1. Strengths There are several main telecommunication in Malaysia comprising Digi, Celcom, U-Mobile and Maxis. As compared to the above competitors, Maxis’ strength is that Maxis had a wider coverage in most towns around Malaysia and also covers north-south highways. Also, compared with other competitors, the customer service quality is better in terms of efficiency. Maxis is one of the pioneer telecommunication companies apart from Celcom and has the latest technology HSDPA(3.5G) or Fibre-to-the-Home (FTTH) . 2. Weakness Competitors gain market share. Celcom has been rather aggressive over the past one year, and is expected to continue with this momentum. We are cognizant that Maxis’ market share may come under pressure. However, we think Maxis has turned the corners, and is on track to winning back subscribers and revenue market shares, now that it had reverted to the more popular 30-second charging blocks. Besides that, Maxis does not offer triple play of mobile, broadband, and pay TV. Growing enterprise business may entail more capex, and Maxis can only selectively grow its enterprise business. 3. Opportunities Young demographics that is data hungry. 32% of the Malaysian population is under 15 years old, which is a prime target for broadband services over the next 15 years. New mobile devices, for example iPhone (â€Å"4G†) and recently  launched iPad drive demand for broadband services. Under-served broadband population offers great growth opportunities. Selective enterprise opportunities as Maxis build backhaul capacity mainly for wireless broadband it can target some of the lucrative enterprise business using the same backhaul network. Potential for triple play if tie-up with content provider or broadcaster. 4. Threats Digi’s launch of the iPhone last week could put further pressure on Maxis. Aggressive broadband promotions by wireless competitors, including WiMAX players. ARPU under competitive pressures. Adjustments to interconnect rates may pressure Maxis’ earnings as the company is a net receiver of calls.

Disputes between the European Union and the Rest of the world Essay

Disputes between the European Union and the Rest of the world Introduction                   The sheer size of the EU sheer markets as well as its vast experience of more than forty years in negotiating international trade agreements has made it become the most powerful trading bloc in the world. Moreover, it has become a formidable power through trade, hence creating more problems with the rest of the world. The EU has increasingly used its market access as a bargaining chip to obtain changes within the domestic arena of its trading partners, starting with labor standards to development policies, and internationally, ranging from global governance to foreign policy. Therefore, this paper mainly analyses EU’s power in trade a factor that has made it create tension with the rest of the world. The analysis includes major dilemmas that are associated with how it exercises its trade power and point out why these strategies create tension with other international states. The argument also includes the need for the EU to refine it initial strat egies of accommodation for it to successfully transform its structural power to be more effective and hence have a more legitimate influence.                   Among the first goals of the EU as a trade power is using its power to secure concessions from others on market access. This makes it function as an economic globalization determinant or shaper. Basically, the EU is using its trade power to achieve non-trade objectives that range from the export-specific rules flanking market integration such as social, environment and safety standards to a more political or strategic linkage (Haughton, 2007).The rest of the world is therefore left to wonder if such use of trade power ultimately matters in geopolitical terms. Power in trade                   When we compare the EU and the US, there is no significant difference in the way the two exercise their power in trade at the bilateral levels mostly through agreements that they often have over their access to the market for their goods, capital and services in other regions. Agreements with EU have usually been involved more on reciprocal concessions over tariffs, quotas, and technical barriers to trade. However, concessions can sometimes be asymmetrical, either due to the fact that the EU could be making steeper cuts, or due to the fact that the value of the EU cuts could be greater following the size of the market. Failure to withstand such asymmetries means that the EU, similar to the US, uses preferential bilateral agreements to pry open the available markets that are found in the South as an exchange for accessing its own markets. Regionally, EU power has taken the form of less specific reciprocal concessions. As more nations across the world join regional trading blocs, the aim of the EU is to realize economies of scale through bloc-to-bloc deals. Such first bi-regional trade agreement is still being negotiated since 2000 mainly involving the EU and Mercosur, which is a customs union between Brazil, Argentina, Uruguay, and Paraguay created in 1991. It is to be followed by ASEAN (the Association of South East Asian Nations) as new economic partnership agreements (EPAs) with, among others, the Caribbean countries and the Gulf Cooperation Council. It cannot be denied that in Latin America especially, have taken such moves partly in consideration to reaction by USA’s own drive towards regionalism.                   EU’s involvement in multilateral bargaining at the global level has been shaped by its relationship to the US. These two great trade powers have for so long been engaged in what is seen by the rest of the world as a battle of the titans, as each side has been trying to ensure that each of them has a continued access balance towards the market through trade and regulatory deals, if not, to resort to dispute settlement (Grabbe, 2006). As that continues, they have also tried using their trade power to exert their rule of ‘western hegemony’ over the developing world, especially towards the so-called ‘new issues’ that pertain to services as well as intellectual property that were initially introduced during the Uruguay Round. Of late little co-operation has existed between the EU–US regulatory and these two powers have kind of began pursuing sharply diverging tactics, that came up with opposing alliances during the Hong Kong meeting of the Doha Round in December 2005. Power through trade                   The EU tends to be more attached to not only multilateral forms of trade relations but also to the premises of embedded liberalism. Contrary to the US case; the EU’s use of trade in order to achieve non-trade objectives has some pride as a potential instrument of Europe’s geopolitical power. Whilst little doubt exists in regards to the EU being considered as one of the top players in world trade, there has been a lot of keen interest while assessing EU’s identity as a ‘power’ in general. They have however put across various qualifiers in characterizing a mode of influence that can enable them to manipulate others and make them perform according to the interest of the EU.                   Existence of the shift from a post-war to a post-Cold War paradigm of economic hegemony does not seem to be towards only increasing interventionism inside the affairs of trading partners, that even other nations apart from EU promotes. It has also taken other forms absent in the subservience of trade to security imperatives, the power to be yielded from asymmetries in such interdependence, and the ends of increased interdependence, as scrutinized under a mode demanding criteria of legitimacy. Even as the US tries to promote some specific features of an open trading system that tend to serve its domestic interests, the EU instead has been increasingly engaged in a more clever game where values, interests, and model are blurred. It does not just try to promote openness, but are more concern with openness ‘the EU way’. Considering the fact that the EU itself is a system of market liberalization, external efforts that it encourages are regarding replication more than domination                   Most groupings that have come up in the last decade seem to have done so majorly to increase their bargaining power within the trade negotiations against the EU and the US. They forget that having a closer relation to other regions around the world tend to be a means of enhancing the normative power of the EU and a reflection of this power. This is because such EU outstanding context and unique character as an integrative policy among other states is shown to be important. It is not US as a federal state which is relevant to integration among countries, but the EU as a federal union. Therefore, it seems the EU’s support for regional organizations like the Pacific Islands Forum and the African Union is linked to a particular expectation of contribution not only to the economic integration but also to the prevention, management and resolution of inter-state conflicts.                   However, while the EU has considered itself to be the judge of what is right or wrong as a trade power, there is some evidence showing that as a union it is indeed a conflicted trade power. This is a fact since within its different guiding principles; there are various policies which directly contradict each other (Teorell, 2010). Regionalism vs. Multilateralism                   A lot of debate has been going on, whether regional trade agreements have been indeed building blocks or they are just stumbling blocks for multilateralism. The claim by the EU has always been that they are indeed building blocks. This was demonstrated when it defended the relevance of its own approach to the Uruguay Round agenda; as both the EU as well as the GATT at the same time tried to explore the fresh basis of trade in services, of course, with diverse ambitions as to the extent of liberalization. While it was a key player in the launching of the Doha Round, it is also becoming an active promoter of regionalism.                   The question then left to ask is whether these two factions are compatible. Following the sudden jump in terms of free trade agreements to more than 300 like in 2001, the shocking thing is that the WTO has not been able to reach agreement even on a single case report towards any regional agreement in spite of them vowing to participate in the role of regional trade committees. This is in contrast to the Appellate Body which has taken on the issue, for example, they suggested on the need to apply some kind of ‘necessity test’, towards a recent ground-breaking case, where by Turkey and EU were condemned after they increased unnecessary barriers to Indian textiles when Turkey decided to enter its customs union with Europe. Following the move the EU is still drawing lessons. Of course, such judgment may act as an inspiration to the EU policy-makers in their endeavor devise strategies of accommodation trying to tame the trade-diverting effects on regionalism. As an alternative, on the region-to-region front, there could be a possible insertion of clauses that link the implementation of market access deals with progress on the multilateral front, just like it was done with ASEAN. EU’s regionalism can also come under conflict with bilateral agendas of their own partners. Trials by the EU’s strategy of encouraging regional co-operation in the Balkans have come into conflict following its use of trade linkages for domestic change.                   Also, as was realized in the Euro-Med context when the EU sought to draw lessons from past relations with the Mediterranean after its multi-lateralized its relations and encouraged trade among the southern partners by changing its rules of origins and allowance of accumulation, for example, aggregation between the value added to the southern nations. However, following lack of consensus between these economies, such approach has not yet been judged to bear fruit, (Knodt & Jà ¼nemann, 2007). There could be a need for more drastic incentives. Continued systematic promotion of regionalism could be of harm indeed to the EU’s proclaimed development goals. Like, when some analysts argue that being engaged in urging of rapid regional integration in Francophone West Africa was seen as a great contributing factor towards the subsequent instability in the region. The EU sought free movement of goods in this case, but not people, but failing to provide a re distributive wealth mechanism that was to deal with adjustment costs and at the same time undermined government social programs.                   Moreover, most of the deals negotiated throughout the 1990s under the watch of the New Transatlantic Agenda between the EU and the US tended to be vulnerable to similar criticism. In a way they have had a trial to the feasibility of exporting the approach by the EU of market integration through regulatory mutual recognition by the US. However, still it is important for the EU and the US to design such agreements as well as their supporting mechanisms better and make them be open to those who are new who might take the approach of respecting the standards adopted trans-atlantically. Non-discrimination vs. Bilateral preferential relations                   What can be seen as a major variant on the multilateralism –regionalism dilemmas tend to be increasing tension between the vowed commitment of the EU to international trade law, more specifically the highly favored-nation (MFN) principle, as well as the desire of the EU to be able to maintain preferential trading relations with specific countries. The agreement by the EU to the concept of ‘trade distorting’ regimes that stems from some of its members’ colonial pasts, exceeding the entire preferential market access granted to ACP countries, may of course sound as an objective even more commendable as compared to the MFN pursuit of global justice. However, it is important for EU to be clear on the price it has to pay for this moral luxury. Therefore, establishing such tension between international law and special relations tend to be acting geopolitically pitting two sets of developing countries against one another.                   Likewise, the 2001 Everything But Arms initiative (EBA) involvement in granting duty and quota-free access to the entire exports but not where arms and munitions are involved from the least countries that are less developed has faced criticism for excluding the key crops such as sugar, rice and bananas until 2009, as well as for leading in discriminatory practices among developing countries. Vulnerable and small economies that have been included tend to be bound to displace the exports of the same but some countries were excluded. Some States like the Caribbean or the Bangladesh members of the ACP group got a chance to benefit from this preferential trading arrangement with the EU. The WTO has many times condemned such policies. However, most of the member states, like UK, France, or Portugal who are former colonial powers, would not be keen on abandoning a system that is designed to eradicate poverty for the poorest farmers around the world who have bec ome dependent on inflated EU prices. In this instance, the EU has chosen a classic strategy of accommodation: progressive graduation as well as the negotiation of transition systems. Based on the multilateral constraint, EU’s only remaining power tend to lie with determining the speed of transfer of adjustment costs with its trading partners and its import intermediaries.                   This kind of negative power is doomed to unpopularity. Therefore, by EU presenting a new deal like in 2005 of cutting guaranteed sugar prices by 36 per cent over four years, it was predictably criticized on all sides, attacked based on the fact that it was reforming the detriment of poor sugar exporting countries and it was failing to move much further. Somehow, the EU seems to have taken firm grounds stand, ironically, even playing around with the non-discriminatory obligations that are contained within the GSP, at least as under the rule of the WTO 2004 appellate body ruling on EU vs. India. In this case, India was challenging the EU’s modified GSP which tend to provide an additional margin of preference on the part of recipients with drugs enforcement policies where the Commission was involved in inventing the entire list of beneficiaries of the programme without considering any objective criteria. Seen as a brilliant compromise given to the EU given by the AB, the benefit of the doubt based on the fact that indeed the right to modify preferential treatment was not subject to a simplistic constraint of identical treatment among beneficiaries, (Tocci, N., 2007). The AB argued that different developing countries were not situated on the same way when it comes to their different needs and hence could possibly be subject to ‘performance requirements’ as long as the approach were objective, transparent, as well as non-discriminatory in the broad sense. What question perhaps remains to be tested is what are acceptable conditionalities more generally? In a sense, it was important for the EU to develop a more universal approach as to where to draw the line. Western Hegemony Vs. Mediating Power                   An area which has also brought tension is in the EU’s alliance strategy as well as the light it portrays on what kind of actor it really wants to become. As a matter of fact, is it possible for the EU to play the part of the nervous protectionist North (agriculture), the rich liberal North (services), as well as the mediator between the South and the North? Taking the ‘rich North,’ is it necessary for it to generally to always take the US side for it to protect their shared commercial interests? Or it should go for emphasizing its vocation as a mediating power on the global scene, especially between the developing world and the US but at the same time, increasingly, between different interests in the developing world itself? Just as was recently demonstrated by controversies in the Doha Round, not only do multilateral trade negotiations are asking how much liberalization, but they are also asking what kind of liberalization as well as for whose benefit The Uruguay Round basically represent the culmination of an assertive US–EU alliance bent towards a commercially driven line in addition to a grand bargain between their reluctant acceptance of (partial) opening on some tropical/agricultural products and a (delayed) opening on textile, as an exchange for introducing fresh issues within the newly created WTO. In particular, intellectual property issues have exposed the EU to a lot of criticism that comes from the developing world due to the fact it sided with the interest of US multinationals.                   This tension between the North – including the EU – and the developing world started way back. However, a lot of attempt has been made by the EU to establish a reputation as a champion of development including through its 2001 role, when it launched the ‘Doha development agenda. Some other promoted path-breaking declaration on trade and public health has been going on. Like it has opened the way for legalizing broad exemptions from intellectual property constraints during any imports on generic drugs to treat diseases such as AIDS. There are also other initiatives, for example the databank which was set up by the Commission’s Directorate General for Trade in order to assist developing countries in their market access strategies, and have enabled the EU begin to change the image it has in the WTO.                   Following what recently came up in the Doha Round is an indication again to the lack of commitment that the EU has in seeking to marry its natural alliance in most of the domains (not all) with the US and its development advocacy. For example, when a World Bank Study questioned the EU’s ‘demonstration strategy’ through EBA stating that once requirements such as standards as well as rules of origin were taken into account, it was realized that the US was actually more open to LDC exports as compared to the EU. On the other hand, there is failure by the EU to promote multilateral solutions that is capable of addressing perhaps the single most important factor that links trade and poverty such as the massive volatility as well as decline in the price of primary commodities. As a result if the EU is indeed committed to uphold an image as a ‘mediating power’ within the global political economy, it will have no option but to ac tively promote changes in the WTO which the US is likely to actively resist, (Marshall, M., & Jaggers, K.,2010). However, a lot of failure has been manifested by the EU in exploiting a potentially promising strategy of accommodation like putting transatlantic economic as well as regulatory co operation at the service of multilateralism. Internal vs. external objectives                   Somehow, the manner in which the EU is exercising power through trade should be held up to special standards. Claiming consistency between its internal and external actions tend to be at the heart of its legitimate exercise of power. The EU has indeed faced difficulties in an attempt to lead by example in the area of trade. Like, in case where the single market has been premised based on the assumption that free movement of people is a key dimension of market integration, as a matter of fact, what will this one mean for the position taken by the EU on the freedom of movement of people in order to deliver services? In order for EU to be consistent, it will need to invest political capital and more creativity in ‘globalization with human faces’ as well as the manner in which there could be encouragement of back-and-forth movement of people as an alternative to permanent migration.                   The existing tension between the internal and external is well evidenced over agriculture, and came up in the Doha Round. A lot of questions have been raised over the conflicted position taken by the EU regarding agricultural tariffs and subsidies in its commitment to putting multilateralism at the service of development. As a matter of fact, there is no need for denying European citizens their landscape, food security, and way of life. However, it is important to tell them the much it costs, like the number of people who are now living under $1 a day. Also the question can be whether region-to-region agreements tend to be more about promoting regional integration outside the EU ‘per se’ but not taking the form of a worldwide strategy pushing for convergence with European standards as well as mutual opening of markets, thereby supporting EU incumbents. Time and again representatives of Mercosur have stated that they are aiming to follow the EU’s example, which according to them has made Europe ‘less dependent on the outside world, (the EU has stressed market opening). What is interesting is that the current political leadership in Mercosur, particularly President Lula in Brazil, have kind of supported the EU project over the US-led Free Trade of the Americas Agreement, indicating that the EU’s leverage through trade does not show some indications of legitimacy as compared to that of that of the US, (Stephanie Hanson, and Brianna Lee, 2012).                   Moreover, it seems that EU assumes that the liberal recipe of ‘peace through commerce’ which has indeed seems to have worked so well with them applies uniformly anywhere else. Generally, trade is capable of fueling conflict especially when carried out within a context of corrupt governance, deep social inequalities, and unfair rules, as well as without enough attention being paid to its destructive byproducts like export dependence, adjustment costs, price volatility or illegal trafficking. For EU to bring its external action to be in line with its internal philosophy, it needs to establish trade policies that are also sensitive to these potential conflicts. The current certifications efforts for diamonds or timber constitute tend to be a promising starting point. Equal Partnership vs. Conditional Opening                   There is a fundamental contradiction that exists as well within the very idea of ‘normative’ or ‘soft’ power. The language the EU is speaking is of shared norms which are developed through consensus and co-operation. But on the other hand, trade power tends to be the use of ‘carrots and sticks’ in enforcing such norms on trading partners. We are not even surprised that the incorporation of non-trade conditions in trade deals faces great resistance from developing countries, as they just see this to be a blunt coercion. A growing debate is now going on regarding the effectiveness of conditionality, which is now kind of spilling over from the field of aid to that of trade. Regardless of any instrumental argument, what is still being asked is whether a post-colonial power is not suppose to rely on voluntary change as well as the provision of public goods like its markets in bolstering the likelihood of such change. Do we miss to see a contradiction as the EU tries to export norms of its making, which is predicated based on voluntary co-operation between states using its quasi-coercive leverage through trade? Some of the policies such as the EBA undoubtedly tend to lie at the other end of the spectrum; unconditional opening to be a tool for development; having trust that new export opportunities in themselves is likely to encourage desired changes in the beneficiaries. Nevertheless, is it true that this policy is genuinely taking the interests of developing countries to heart, or it is just a public relations coup on the part of the EU? This is a signal to the rest of the world that the EU was eventually acting upon its pro-developing world rhetoric, the EU managed to find their way out in Hong Kong in generalizing the principle under WTO. So far giving way duty/quota-free access to 97 per cent of the products that originates in least developed countries is not welcomed by majority. Trade Liberalization vs. Domestic Preferences                   There is great tension for the EU as a trade power based on the embedded liberalism compromise. The conflict is in the manner of combining a trade liberalization credo with a primary concern for the social effects of market integration. Often, the EU has been facing social demands for protection that somehow may be going beyond the spirit of embedded liberalism. In response to such demands, the Commission’s trade policy-makers under the leadership of Pascal Lamy have developed a fresh conceptual apparatus based on the fact of collective preferences setting up institutions that are capable of forging collective preferences. The end result is diversification of social choices over health care, inter alia food safety, precaution in the field of biotechnology or welfare rights, cultural diversity, public provision of education and health care. However, it is argued that if these concerns justify protection then the EU has the obligation of providing c ompensation to its trading partners. Conclusion                   Indeed, it seems like EU exploits its formidable trade power for pursuing non-trade objectives through conditionality or through fostering regional trade blocs in its own image. This highlights the way the divergences between member states objectives makes it hard for the EU to signal its resolve to the outside world more clearly. Nonetheless, such divergences are themselves a byproduct or an expression of existing tensions between various alternative priorities or even norms that must simultaneously be committed to by the EU machinery, such as nondiscrimination and bilateral preferential relations, regionalism and multilateralism, western hegemony and mediating power, trade liberalization and domestic preferences, internal and external objectives, equal partnership and conditional opening. Due to the fact that legitimacy tends to be the main currency for an aspiring normative power, it will be difficult for the EU to effectively become a power through t rade without addressing what majority of the world considers being unsustainable contradictions. References Haughton, T. (2007). When does the EU make a difference? Conditionality and the accession process in Central and Eastern Europe. Political Studies Review, 5(2), 233–246. Knodt, M., & Jà ¼nemann, A. (2007). Introduction: Conceptionalizing the EU’s promotion of democracy. In A. Jà ¼nemann & M. Knodt (Eds.), Externe Demokratiefà ¶rderung durch die Europà ¤ische Union-European external democracy promotion (pp. 9–32). Baden-Baden: Nomos. Marshall, M., & Jaggers, K. (2010). Polity IV project: Political regime characteristics and transitions, 1800–2009. Fairfax: Center for Systemic Peace, George Mason University. Stephanie Hanson, and Brianna Lee (2012) Mercosur: South America’s Fractious Trade Bloc. Retrieved 3rd 10, 2014. http://www.cfr.org/trade/mercosur-south-americas-fractious-trade-bloc/p12762 Teorell, J. (2010). Determinants of democratization: Explaining regime change in the world. Cambridge: Cambridge University Press Tocci, N. (2007). The EU and conflict resolution. Promoting peace in the backyard. London: Routledge. Source document

Value Chain in Domino’s Pizza

1. OVERVIEW Domino’s Pizza is the No. 1 Pizza Delivery Company in the world and the undisputed pizza delivery expert. The Company has a unique business and operation model and is a pioneer in the fast food industry. Since 1960, Domino’s Pizza has successfully expanded from 3 outlets in the United State to 9,350 stores operating in seventy countries. Domino’s operation in Malaysia and overseas uses the franchise model. The parent company, Domino’s Pizza LLC is head quartered in Michigan, United State of America. It maintains overall control on the sourcing and supplying of raw materials to the master franchises and enforces quality of the service and products sold. Founded in 1960, Domino's Pizza is the recognized world leader in pizza delivery operating a network of company-owned and franchise-owned stores in the United States and international markets. Domino's Pizza's Vision illustrates a company of exceptional people on a mission to be the best pizza delivery company in the world. 2. HISTORY The legend of Domino’s Pizza dates back to December, 1960 with the purchase of a small pizza shop in Ypsilanti, Michigan by brothers Tom and Jim Monaghan. The brothers bought the restaurant from friend Dominick DeVarti for USD500 cash and assuming the stores USD8,000 debt (Dicke, 1992). Neither Tom nor Jim had the intention of making the restaurant business their career, but rather saw the opportunity as a part-time venture to help cover the cost of their studies at the nearby University of Michigan. By June the store was earning a profitable USD400 a week but briskly fell off when students at the University went home for summer. Faced with the prospect of a slow phase, Jim sold Tom his half of the business in.. Domino’s One Brand -Putting People First -Demanding Integrity -Striving for Customer Loyalty -Delivering with Smart Hustle ; Positive Energy -Winning by Improving Results Everyday Making pizza since 1960†¦ Like most corporate success stories, Domino's started out small – with just one store in 1960. However, in 1978 the 200th Domino's store opened, and things really began to cook. By 1983 there were 1,000 Domino's stores and 5,000 in 1989. Today, there are nearly 10,000 stores – including more than 5,000 outside the United States. Sure, it took more than 50 years to get here, but the trip was well worth it. Feel free to take the journey yourself. Order a hot, Domino's Pizza for delivery to your door and make your family's dinner the best they have ever had. 1960s1960 * Tom Monaghan and his brother, James, purchase â€Å"DomiNick's,† a pizza store in Ypsilanti, Mich. Monaghan borrowed $500 to buy the store. >>>>1961 * James Monaghan trades his half of the business to Tom for a Volkswagen Beetle. 1965 * Tom Monaghan, the sole owner of company, renames the business â€Å"Domino's Pizza, Inc. 1967 * The first Domino's Pizza franchise store opens in Ypsilanti, Mich. 1968 * Company headquarters and commissary are destroyed by fire. The first Domino's store outside of Michigan opens in Burlington, Vt. |   | | 1970s1975 * Amstar Corp. , maker of Domino Sugar, institutes a trademark infringement lawsuit against Domino's Pizza. 1978 * The 200th Domino's store opens. |   | | 1980s1980 * Federal court rules Do mino's Pizza did not infringe on the Domino Sugar trademark. 1983 * Domino's first international store opens in Winnipeg, Canada. * The 1,000th Domino's store opens. gt;;;; * The first Domino's store opens on the Australian continent, in Queensland, Australia. 1985 * Domino's opens 954 units, for a total of 2,841, making Domino's the fastest-growing pizza company in the country. * The first Domino's store opens in the United Kingdom, in Luton, England. * The first Domino's store opens on the continent of Asia, in Minato, Japan. 1988 * The first Domino's store opens on the South American continent, in Bogota, Colombia. 1989 * Pan Pizza, the company's first new product, is introduced. * Domino's opens its 5,000th tore. |   |   | 1990s1990 * Domino's Pizza signs its 1,000th franchise. 1992 * Domino's rolls out bread sticks, the company's first national nonpizza menu item. 1993 * Thin Crust pizza is rolled out nationwide. * The company discontinues the 30-minute guarantee and re-emp hasizes the Total Satisfaction Guarantee: If for any reason you are dissatisfied with your Domino's Pizza dining experience, we will remake your pizza or refund your money. 1994 * Buffalo Wings are rolled out in all U. S. stores. 1995 * Domino's Pizza International opens its 1,000th store. First store opens on African continent, in Cairo, Egypt. >>>>1996 * Domino's launches its website (www. dominos. com). * Domino's rolls out flavored crusts, for limited-time-only promotions, nationally for the first time in company history. * The company reaches record sales of $2. 8 billion system-wide in 1996. 1997 * Domino's Pizza opens its 1,500th store outside the United States, opening seven stores in one day on five continents simultaneously. * Domino's Pizza launches a campaign to update the company logo and store interiors with brighter colors and a newer look. 998 * Domino's launches another industry innovation, Domino's HeatWave ®, a hot bag using patented technology that keeps pizza oven-hot to the customer's door. ;;;; * Domino's Pizza opens its 6,000th store in San Francisco, Calif. in April. * Domino's Pizza founder, Tom Monaghan, announces his retirement to pursue other interests, and gives up ownership of the company to Bain Capital Inc. 1999 * David A. Brandon is named Chairman and Chief Executive Officer of Domino's Pizza. * The company announces record results for 1999, with worldwide sales exceeding $3. 6 billion. Revenues increased 4. 4% over 1998. |   |   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  | 2000s2000 * Domino's Pizza International opens its 2,000th store outside the United States. * Domino's Pizza celebrates 40 years of innovation and delivering pizza to homes around the world. During the past four decades, Domino's has paved the way for businesses involved in food delivery, employing practices that have set the standard in the industry. * Domino's Pizza announces record results for 2000. Worldwide sales exceed $3. 54 billion. Revenues increased 5. 3% over 1999. 001 * Domino's introduces Cinna Stix ®, a new permanent dessert item, to its menu. * Domino's launches â€Å"Get the Door. It's Domino's. † advertising campaign. * Domino's 7,000th store opens in Brooklyn, N. Y. ;;;; * Domino's launches two-year national partnership with the Make-A-Wish Foundation ®Ã‚  of America. * Domino's stores in New York City and Washington, D. C. , provide more than 12,000 pizzas to relief workers following the September 11 tragedy. Domino's establishes a team member matching funds program to financially assist the American Red Cross and donates $350,000 to the Disaster Relief Effort. Domino's Pizza International division establishes Domino's first regional resource center with the majority stake purchase of the franchise in the Netherlands, setting the stage for expansion on the European continent. * Domino's pizza announces record results for 2001. Worldwide sales exceed $3. 78 billion. Revenues increased 6. 8 percent over 2000. 2002 * In February 2002, Domino's Pizza acquired 82 franchised stores in the Phoenix, Ariz. , market, making it the largest store acquisition in the company's history. In August 2002, Domino's kicked delivery up a notch with the introduction of Domino's Pizza Buffalo Chicken Kickersâ„ ¢ and marked the creation of a whole new surprising categ ory – premium chicken delivered right to the door! 2003 * Domino's announces an exciting multi-year partnership by becoming the â€Å"Official Pizza of NASCAR. † * Domino's is named Chain of the Year by Pizza Today magazine, a leading pizza trade publication. * Domino's combines two culinary classics – pizza and Philadelphia Cheese Steak – to create   Domino's Philly Cheese Steak Pizza. 004 * Domino's launches Domino's Cheesy Dotsâ„ ¢, delicious round balls of dough covered in a blend of zesty melted cheeses. * Domino's becomes an associate sponsor for the Drive for Diversity program, a minority driver development program designed to provide a steady pipeline of well-trained and supported minority drivers for the NASCAR circuit. * Domino's Pizza Inc. , the recognized world leader in pizza delivery, becomes a publicly traded company on the New York Stock Exchange (NYSE) in July 2004, under the new ticker symbol DPZ. * Domino's announces a three-year p artnership with St. Jude Children's Research Hospital. St. Jude was selected as Domino's â€Å"charity of choice† by franchisees and team members. >>>>2005 * Domino’s Pizza celebrates the completion of the three-year renovation of its World Resource Center in Ann Arbor, Mich. The renovation marks the first major improvement to the company’s world headquarters since Domino’s founder Tom Monaghan opened the sprawling Domino’s Farms office complex. * Domino’s Pizza Australia opens its 400th store in Aspley, Brisbane. * Domino’s Pizza in the United Kingdom celebrates the opening of its 400th store in Wadsley Bridge, Sheffield. Domino’s raises $1. 2 million for St. Jude Children’s Research Hospital during its second annual â€Å"Thanks and Giving† campaign. * Domino’s Pizza efforts worldwide raise $220,000 to support southeast Asia tsunami relief efforts. * Domino’s Pizza launches its American Classic Cheeseburger Pizza in co njunction with its appearance as a featured task on the NBC hit reality show, â€Å"The Apprentice. †2006 * Domino’s celebrates the opening of its 8,000th store with simultaneous celebrations of the opening of its 5,000th U. S. store in Huntley, Ill. , and its 3,000th international store in Panama City, Panama. gt;>>> * Domino's indefinitely extends its relationship with St. Jude as its national charitable partner. Domino's raises $1. 34 million for St. Jude during its third annual â€Å"Thanks and Giving† campaign. * Domino’s Pizza introduces Brownie Squares — warm, delicious, bite-sized brownies delivered with a fudge dipping sauce. 2007 * Domino’s introduces OREO ®Ã‚  Dessert Pizza—a thin dessert-style crust that’s layered with vanilla sauce and covered with OREO ®Ã‚  cookie crumbles and then topped with sweet icing. * Domino’s introduces its Veterans and Delivering the Dream franchising programs. Domino’s rolls out online and mobile ordering. >>>> * Domino’s is ranked in the Top 10 for the ninth time in Entrepreneur magazine’s annual listing of great franchise opportunities. 2008 * Domino’s becomes the largest sandwich delivery company overnight when it launches a line of oven baked sandwiches. * Domino's launches a food delivery industry first: Domino's Trackerâ„ ¢. This revolutionary technology allows Domino's Pizza customers to follow the progress of their order online, from the time they click the â€Å"Place Order† button (or hang up the telephone), until the order is delivered. 009 * Domino’s introduces American Legends, a line of premium pizzas featuring toppings such as roasted red peppers, spinach and feta cheese. * Domino’s introduced Breadbowl Pasta and Chocolate Lava Crunch Cakes. * At year’s end, Domino’s scraps its 49-year-old pizza recipe and launches its â€Å"new and inspired pizza† with an unusual adv ertising campaign. ;;;;|   |   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  | 2010s2010 * Bain Capital sells its interests in Domino's Pizza. * In March, Domino’s Pizza opens its 9,000th store worldwide, with dual celebrations in New Delhi, India and New Orleans, La. gt;>>> * Domino's raises $2. 7 million during the 7th annual St. Jude Children's Research Hospital ®Ã‚  Thanks and Giving ®Ã‚  campaign, marking the largest single charitable donation in the company's 50-year history. * Domino’s Pizza celebrates its 50th anniversary in December. 2011 * Pizza Today Magazine names Domino's its â€Å"Chain of the Year† for the second straight year – making the company a three-time overall winner, and the first pizza delivery company to receive the honor in back-to-back years. Domino's continues to revamp its menu, launching a new recipe for Buffalo Wings and Boneless Chicken, a ne w line of Domino's Artisanâ„ ¢Ã‚  Pizzas using premium ingredients and two new bread sides – Stuffed Cheesy Bread and Parmesan Bread Bites. * Patrick Doyle is named No. 1 Best CEO of 2011 by CNBC. * Domino's Pizza is recognized as the Official Pizza of the NCAA ®Ã‚  and Official Pizza of NCAA ®Ã‚  March Madness ®. The partnership lasts from 2011-2013. 2012 * Domino's debuts its ordering app for Android phones. This, in addition to its existing iPhone app which debuted in 2011, offers a Domino's mobile ordering app to more than 80 percent of smartphones. * Domino's Pizza debuts its mobile ordering technology to Amazon's Kindle Fire by launching the Domino's Pizza app into the Amazon Appstore for Android. This marks the company's first appearance in the Amazon Appstore for Android and the company's first Android tablet app. * In August, Domino's launched its â€Å"Ultimate Delivery Vehicle† design competition – a campaign as unique as anything in its 52-year history. Pizza lovers and car enthusiasts were asked to help Domino's revolutionize the pizza industry by contributing to the design of the Ultimate Delivery Vehicle – something Domino's fans and customers could see as part of the delivery experience in the future. Stay tuned! * Domino's unveiled its new logo and ‘Pizza Theater' store design†¦marking a significant change in the customer experience at Domino's! ;;;; * Domino's debuted the biggest product launch since the redesign of its core hand-tossed pizza, launching its Handmade Pan Pizza in September. Made from fresh, never-frozen dough, the terrific product marked Domino's entry into the Pan Pizza scene in a big way! |   |   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  | Domino's 101: Basic Facts PIZZA, PRODUCT & MENU: * 85%  of the items on Domino's menu are new since 2008. * There are more than  34 million ways  to create a single Domino's pizza. * 30 slices of pepperoni  go on a medium pepperoni pizza (40 slices for a large peperoni pizza). * Pepperoni is the most popular U. S. pizza topping, followed by mushrooms, sausage, ham and green peppers. * Breadsticks were the first national nonpizza menu item offered at Domino's, in 1992. Domino's World's Fastest Pizza Maker Pali Grewal can make three large pizzas in just 39. 17 seconds. STORE ; FRANCHISE OWNER FACTS: * Domino's is  95% franchise-owned. * Domino's has about  1,100 independent franchise owners  in the U. S. * More than 90% started their careers as drivers or assistant managers. * Domino's delivery experts cover 1 0 million miles each week  in the U. S. alone. INTERNATIONAL & GLOBAL FACTS: * Domino's delivers more than  1 million pizzas a day  worldwide. * Domino's operates  10,040 stores in over 70 countries  around the world. * More than half of Domino's sales now come from outside the U. S. * 2011 global retail sales: $6. 9 billion ($3. 4 domestic, $3. 5 international). * Domino's International has experienced  18 consecutive years of positive same store sales  growth (Q4 2011). * Domino's currently holds the #1 pizza delivery market position in 21 markets, including 7 of our 10 largest: Mexico, U. K. , Australia, India, France, South Korea and Turkey. * Domino's largest markets are the following (by number of stores):   | †¢ U. S. – 4,509†¢ U. K. /Ireland – 719†¢ Mexico – 585†¢ Australia – 458| †¢ India – 515†¢ South Korea – 367†¢ Canada – 366†¢ Turkey – 259| †¢ Japan – 232†¢ France – 09†¢ Taiwan – 140| BUSIEST DAYS FOR DELIVERY: * Domino's sells more than 11 million pizza slices on  Super Bowl Sunday, nearly 80% more than a typical Sunday. * Super Bowl is followed by  Halloween, New Year's Eve/Day  and  Thanksgiving Eve. TECHNOLOGY & ONLINE: * Domino's is consistently one of the top five companies  in terms of online transactions, behind companies such as Amazon and Apple. * 80% of smartphones  are covered with the ordering app (iPhone and Android). * 30% of Domino's orders  are taken online in the U. S. * 30 Domino's international markets  feature online ordering. Corporate Profile Founded as a single store in 1960, Domino’s Pizza today stands as the recognized world leader in pizza delivery. From the beginning, we have been dedicated to the best of service, quality products and delivery excellence. Domino's Pizza Corporate FactsEach day, more than 1 million customers enjoy hot, delicious Domino’s Pizza products on every inhabited continent on Earth, because we operate over   10,000 stores in more than 70 countries; each and every store dedicated to our  focus of providing great-tasting pizza – whether it be delivered directly to your door or available for carryout. We pioneered the pizza delivery business back in 1960, and our total system sells more than 400 million pizzas worldwide every year. Great Name Brand Recognition Domino’s Pizza is recognized as a Megabrand by Advertising Age magazine, and has been named â€Å"Chain of the Year† by Pizza Today, the leading publication of the pizza industry, three times – including back to back wins, the first ever company to do so, in 2010 and 2011. Strong Teamwork Domino’s Pizza Inc. s leadership, team members and franchisees aspire to achieve our collective vision of being Team Members and Franchisees on a mission to be the best pizza delivery company in the world. We operate through a set of Guiding Principles founded on integrity and putting people first (our shareholders, customers, suppliers and employees) – which serve as our compass as we manage our business. Our Products Domino’s Pizza offers Classic Hand Tossed, Crunchy Thin Crust, Artisan and Handma de Pan pizzas, with a wide variety of toppings. Additional menu items include  Stuffed Cheesy Bread, Buffalo Wings & Boneless Chicken, Chocolate Lava Crunch Cakes and Cinna Stix ®. We also proudly serve icy cold Coca-Cola ®Ã‚  products. Domino’s has recently expanded its menu significantly to also include Domino’s American Legendsâ„ ¢ specialty pizzas, Oven Baked Sandwiches and BreadBowl Pastasâ„ ¢. In late 2009, Domino’s debuted its Inspired New Pizza – a permanent change to its core hand-tossed product, reinvented from the crust up with new sauce, cheese and garlic-seasoned crust. Innovating the Pizza Delivery Business Throughout our history, in addition to pioneering the concept of efficient delivery of made-to-order pizzas, we have been part of innovations that have made significant impact on the pizza and delivery industries. Here’s a look at some of our innovative thinking: * Domino's HeatWave ®Ã‚  Hot Bag Domino’s HeatWave hot bags were introduced in 1998 to keep pizzas oven-hot during normal delivery. Originally, each hot bag contained a patented heating mechanism charged by plugging into an electric outlet at the store. The outer material of the bag is made with water-repellent nylon, which replaced the less sturdy vinyl material previously used. Domino’s has continued to innovate and evolve the technology, removing the electric cord and heating each bag via an induction heating system. The latest edition of Domino’s HeatWave bags relies solely on a patented insulation system that keeps pizzas both hot and crisp – completely eliminating the need for electricity. * A better box Domino's was the innovator behind the sturdy, corrugated pizza box, which keeps moisture from weakening the box, while preventing cheese from sticking to the top during delivery. Car-top sign – in 3-D! Today, it's hard to miss pizza delivery cars — thanks to Domino's Pizza. Domino's invented the 3-D car-top sign, which is currently used by a variety of industries, including taxis and driving schools. Taking innovation a step further – in 2012, Domino’s launched its â€Å"Ultima te Delivery Vehicle† campaign, asking consumers and car enthusiasts to help design a pizza delivery vehicle in hopes of revolutionizing the industry! * Spoodle This saucing tool combines the best features of a spoon and a ladle, cutting down the time spent saucing a pizza. The Spoodle was introduced at the 1985 World's Fastest Pizza Maker competition by the eventual winner, Jeff Goddard. * Domino’s Online Ordering – Pizza Tracker and Pizza Builder Domino’s launched online ordering in 2007, and in 2008 revolutionized the customer experience by launching its innovative Pizza Builder and Domino’s Tracker. Pizza Builder allows customers to see their pizza come to life on the computer screen, as toppings and crust styles are selected in real time. Domino’s Tracker allows customers to follow the progress of the order, from the time it’s placed until customers receive it. The experience has seen various looks, themes and interactive opportunities since its debut. While the Pizza Builder has since been mimicked by other pizza companies, we remain the only company offering the unique, engaging ordering experience of Domino’s Tracker. These innovations and others have helped us get better at what we love to do most: deliver great pizza to your door, efficiently and enthusiastically! Strong Distribution System To allow Domino's stores to concentrate on making and delivering pizzas, Domino's developed a central distribution and dough manufacturing system. This relieves stores from long hours making dough, grating cheese and preparing toppings. Today, Domino’s Supply Chain Services (SCS) provides high quality dough and ingredients nationwide, keeping the company's pizza consistently delicious. In fact, through its network of 16 domestic distribution centers, SCS regularly supplies the nearly 5,000 U. S. pizza stores with more than 240 products. Other pizza and fast food companies in the U. S. have adopted this same system. | Success Factors * Domino's is a powerful global brand. â€Å"Mega Brand† as defined by Advertising Age * Significant, ongoing investments in advertising result in broad consumer awareness * We are the #1 pizza delivery company in the U. S. * Largest share of pizza delivery channel and continued innovation†¦reinforced by our well-known tagline, â€Å"Oh Yes We Did! † * We have a large and growing international presence. * Operate in over 70 countries and with more than 10,000 stores worldwi de * #1 or #2 market share position in most of our top 10 markets * We have a strong and proven business model with superior returns. Strong unit economics: focused on efficient operating model; moderate cost to open; solid cash-on-cash returns * Franchisees have succeeded and have high renewal rates because the business model works forming solid partnerships * Voluntarily purchase from company supply chain system * Geographically diverse franchise base with no significant concentrations * Return on assets higher than the quick-serve restaurant peer average * We operate a profitable, value-added supply chain system. * Ensures quality and consistency Leverages purchasing power * Enhances franchisee partnerships through 50% profit sharing * Allows stores to focus on sales and service * Our leadership team has a track record of success. * Delivered strong results since 1999 change of control Our Commitment to Diversity Domino's commitment to diversity is based on creating a unified and inclusive environment that respects and celebrates the uniqueness of our exceptional people who invest their time, talents and energies while striving to make our company the best pizza delivery company in the world. With more than 10,000 stores around the globe, our stores are as diverse as the communities they serve. Diversity Mission Statement Domino's Pizza is committed to an inclusive culture which values the contributions of our customers, team members, suppliers, and neighbors. Our Team Domino’s Pizza is proud of its heritage of helping pizza makers and pizza takers become independent business owners. Some of the most successful Domino’s franchisees began their career as delivery experts, customer service representatives, or pizza makers in their own communities. Corporate Careers Our corporate offices are full of exceptional people supporting those team members and allowing them to stay focused on the task at hand. Domino's office personnel support our nearly 600 corporate-owned stores, a system of 5,000+ domestic franchise-owned stores and an international franchise base that operates more than 5,000 stores in approximately 70 markets. We also manage our own distribution business, a rarity in the quick service restaurant industry. We have marketers and lawyers. Accountants and communicators. Trainers and lease negotiators. International business consultants and human resource representatives. Safety specialists and product developers. There's many more dramatically different roles to fill, but they all have one thing in common: Domino's Pizza people are fiercely proud of who we are and what we do. If you have those same traits, we'd love to have you on our team. As a company, we have plenty of growing left to do and many successes to celebrate. Come grow and celebrate with us. Corporate Benefits and Perks World Resource Center – Ann Arbor, Michigan A 200,000 square foot modern World Resource Center includes 27 conference and meeting rooms, updated research and development labs and gift store. The centerpiece is the spacious Welcome Center, which surrounds a four-story glass staircase and a Domino’s Pizza store at the base. The office is minutes from downtown Ann Arbor, and less than 30 minutes from Detroit’s Metropolitan Airport. Domino’s Pizza is located in a scenic rural setting in a building known as the Prairie House at Domino’s Farms Office Park, and whose external architecture was inspired by the works of architect Frank Lloyd Wright. Located in suburban Ann Arbor, this landmark facility offers a unique and architecturally significant building, surrounded by pastures, cultivated farmland, and wildlife habitat. The following on-site amenities are available to Domino’s team members at the World Resource Center: 1. Dining Facility 2. Free Fitness Center membership 3. Post Office 4. Deli/Sundry Shop 5. Dry Cleaner 6. Bookstore 7. Credit Union 8. Art Gallery 9. Hair, nail and massage salons 10. Petting Farm 11. Free Parking Benefits Domino’s pizza recognizes the best way to achieve success is to first ensure the satisfaction of its team members. Treating team members exceptionally well is just one way we are committed to putting our people first. Domino’s is proud to provide a fair and comprehensive rewards package. Below are just a few of the generous benefits available to Domino’s team members. * Competitive salaries * Medical, dental and vision coverage * Prescription drug benefit * Wellness benefits * Health Savings Account (HSA) * Flexible Spending Accounts * Long and short-term disability * Team Achievement Dividend (performance bonus) * Partners Foundation (team member assistance) * Above-average paid holiday program * 401(k) matching program * Employee stock purchase discount plan * Company-paid life insurance * Supplemental and dependent life insurance * Tuition Reimbursement National corporate discounts * Legal services * Adoption assistance Corporate Training Programs Domino's Pizza Prep School For those team members not in stores every day and night, it is critical that they know how their role supports those who are and have a solid understanding of what happens in the store. This is so important to our business that we developed â€Å"Domino's Pizza Prep School† for o ur World Resource Center team members to give them store operations knowledge. This program earned Domino's a â€Å"Stevie† from the American Business Awards. HR Development Program The development program in the Domino’s People First department is a unique opportunity for early career human resource professionals to complete a defined career development plan, gaining knowledge and experience in all capacities of the field. Domino’s Pizza is committed to the development of the participants and has purposely selected positions that support their progression with the expectation that we are investing in the future leaders of the department. The program is only successful if the participant is equally committed to their development and responsibilities. We expect candidates to get as much as they can from each rotation and willingly support the company’s objectives, no matter where the position is located. Each participant is required to complete three rotations. Two of the rotations will be in a core assignment that all participants must complete, and the third will be one of the additional assignments. Core Assignments: * Shared Services (Ann Arbor, Mich. ) * Primary point of contact for 12,000 corporate team members for PeopleFirst-related issues. * Support team member requests by executing PeopleFirst policies and procedures and initiating recommended improvements. Maintain team members’ electronic records. * Communicate and support PeopleFirst programs Marketplace (corporate market): * Support team members in resolving employee relations issues * Coordinate staffing and retention initiatives Additional Assignments: * Franchise/Employee Relations * Compensation * Benefits * Training & Implementation Program * Learn ing & Development * Human Resource Information Systems DPZ University From first line supervision to leadership development, DPZ University provides the classes and career paths necessary to become successful. Domino's has a strong promotion from within culture and provides the necessary development to prepare individuals for future opportunities. Partnering with world-class organizations like Harvard Business School, Ninth House: The Leadership Development Company, Franklin-Covey, and others offer learning and development to achieve our vision of â€Å"Exceptional franchisees and team members on a mission to be the best pizza delivery company in the world. † Accounting/Finance Program Our cash and general ledger accountant positions are the gateway to opportunity at Domino’s Pizza. In this position, you will be responsible for: * Performing financial reviews at mid-period and final stages of the period closing cycle. * Communication with internal customers on outstanding accounting issues, problems, or concerns. * Acting as a resource to internal customers on financial statements. * Reviewing and analyzing accounts receivable, accounts payable, inventory and payroll activity. * Preparing weekly estimates for distribution centers. * Analyzing and posting weekly corporate sales data. * Auditing weekly corporate store paperwork. Researching Corporate sales, food, and labor variance by comparing actual data to Domino’s Pulse, our point of sales system. * Assisting the accounting center management or other internal customers with analysis of financial impact on certain projects. Supply Chain Careers From our nationwide network of 17 supply chain centers, Domino's Pizza Supply Chain strives to fulfill its mission of supporting more than 5,000 U. S. Domino's Pi zza stores by providing them with more than 200 different products. 365  Million Pounds Of Dough Last Year Supply Chain is also responsible for producing the dough used to make our pizzas. Each dough production team member is trained and certified in the art and science of dough production to ensure a top quality product. Teamwork is the Key Ingredient From our warehouse and customer service team members to our commercial delivery and service drivers to our management team, Domino's Pizza Supply Chain provides the foundation of support for our franchisees. This cooperation and teamwork is a proven system that has made Domino's Pizza the world leader in pizza delivery. Supply Chain Training Programs The Supply Chain Centers responsible for dough production, warehouse and store delivery provides numerous training programs to acquire the skills necessary to be proficient including dough certification classes to ensure product quality, forklift certification, and numerous safety and defensive driving classes. Training provided in the following areas: * Facility Safety Organization (IPP) * Physical Hazards associated with job * Chemical Hazards * Safety guards built into machines equipment * Administrative controls in effect * Personal Protective Equipment (PPE) * Emergency Action Plans * Accident Investigation process Blood borne pathogen safety training * Electrical safety training * Personal protective equipment training * Back injury prevention training * Safety course Supply Chain Benefits and Perks Domino’s pizza recognizes the best way to achieve success is to first ensure the satisfaction of its team members. Treating team members exceptionally well is just one way we are committed to putting our people first. Domino’s is proud to provide a fair and comprehensive rewards package. Below are just a few of the generous benefits available to Domino’s Supply Chain team members. * Annual performance-based bonus * Quality equipment * Paperless logging Regular schedules * Single and team runs * Competitive medical and dental package * 401(k) savings plan with company match * Life insurance * Educational assistance * Employee stock purchase plan What We Do In Supply Chain From our nationwide network of 16 Supply Chain Centers, Domino's Pizza Supply Chain strives to fulfill its mission of supporting more than 5,000 U. S. Domino's Pizza stores by providing them with more than 200 different products. Supply Chain Management Management positions at Domino's Pizza Supply Chain Centers offer you the opportunity to join a world-class company with: * A competitive salary. An excellent benefits package. * Opportunity for career growth. Our team lead ers are involved in all facets of our business. The work is a combination of administrative and operational responsibilities performed throughout the Supply Chain Center. The best candidates are strong yet thoughtful leaders who have the ability to respect their team members and mentor them onto greater career development. If you care about the people who work for you and have the desire to encourage and assist in their career growth, you're the type of leader we look for. What Types of Management Positions Are Available? Our General Manager Development Program is an excellent start to acquiring skills and learning the fundamentals of business operations. In addition to several requirements, it is necessary to work successfully in a team leader position (minimum of six months) to apply for the program. The program is customized for each individual and focuses on the following areas. Food Production Preparing and mixing fresh pizza dough is the responsibility of a production team member. The production team is the secret behind the great-tasting Domino’s Pizza consumers turn to when they’re hungry. If you have the desire to create a top-quality food product every day, then our production department is for you. Commercial Delivery and Service Drivers We look for team members with a commitment to safety and excellent customer service to be part of our Delivery ; Service team. Delivery ; Service drivers will drive a truck over an established route to deliver products to Domino’s Pizza stores. When you take the wheel for Domino’s Pizza Supply Chain, you are the face of our company to our customers. You’re interaction with the stores is crucial to our success. Many drivers build lasting relationships with customers in the fun and supportive family environment of Domino’s Pizza. Warehouse Our warehouse team members ensure that our customers receive each and every product they order, every time they order it. As a warehouse team member, your main responsibility will be to load, unload and move materials within or near the Supply Chain Center. You’re the one who makes it happen for us every day and you are an important piece of who we are. Customer Service As a Customer Service Representative (CSR), you are responsible for taking incoming orders from stores using a telephone and computer. A CSR talks with our customers regularly, taking their orders and solving concerns and problems. Our customers look to you for answers and direction. Your professional customer service expertise is essential to keeping our stores happy. What Qualifications Do I Need? These professional level positions at Supply Chain Centers require: * Strong team leadership skills. * Three years of experience in managing multi-function operations (preferably in transportation or supply chain). * A bachelor's degree in a related field. * A willingness to relocate.

Louis XVI Essay Example | Topics and Well Written Essays - 2500 words

Louis XVI - Essay Example Even during his life, when his subjects generally liked him and exempted him from their harsh and bitter sarcasms, Louis XVI did not know how to sell himself to his people" (Padover, 1939, p. viii) The nation cried for a king, and it was given an image of a stout man too shy to play to the galleries. Louis XVI built no bridges between himself and his subjects, and the wonder is that he retained their affections as long as he did. Almost to the very end, Frenchmen were attached to the monarchy, but they demanded something more of the monarch than ritualised inertia. In no way, except intentions, did Louis meet the expectations of his people. This interplay of forces, as expressed by what an aroused nation wanted and a slow moving ruler did not offer. One of the curious ironies in the career of Louis XVI is that his death came to be perhaps more important than his life. From the point of view of the Revolutionary reforms, the king's death was unnecessary because it took place after the Revolution had achieved its program; and from the point of view of French history, the decapitation of Louis XVI was a national tragedy because it tore the country from its traditional moorings and cast it into a sea of violence. One of the major difficulties Louis XVI faced at succession was that he was a young boy devoid of any social contacts. Initially he was frightened at such a responsibility that he was not expecting. Louis XVI as a bewildered boy had never before had to make decisions or take action on his own. Always there had been somebody mastering him father, mother, brother, or wife but now he was king and absolute lord of the realm, and the entire world expected him to rule and command. Yet he did not have the remotest idea of his specific functions, or any knowledge of finance and legislation, or any awareness of the complex problems that waited solution. He knew how to sign papers submitted by ministers and was of course conscious that his signature implied sanction and compelled obedience. But his distrust of all his grandfather's ministers and functionaries was too deep to allow them to remain in office. At court there was no one in whom he had confidence. Yet it was essential that he find one man to whom he could entrust himself and the destinies of the state; such a man could serve as prime minister, as royal tutor, and even as a sort of parent-substitute. But where was the king to find such a mentor He had virtually no contact with prominent men, and some of the persons recommended in his father's list 'Maurepas', for example had not been at court in Louis' lifetime. Immensely worried, Louis consulted the one woman he trusted, his clever and haughty Aunt Adelaide, who was his father's sister and who knew everybody. Together they scanned the late dauphin's list of recommendations until by a process of elimination there remained only Machault and Maurepas, both of them past their allotted span of years. But Madame Adelaide was a pious woman, and when her nephew asked her what she thought of Machault, she replied that the former minister of finance, although honest enough, was a Jan senist and therefore a heretic. Louis, accordingly, decided against him. Thus only Maurepas, equally ancient and presumably equally wise, was left in the field. In this way the king chose a minister who was to shape

Sylvia Plath Essay Example | Topics and Well Written Essays - 1250 words

Sylvia Plath - Essay Example Sylvia Path had a way of making words change into pictures and imagery. Her works have been very beautifully cited as works of art in the field of literature. Sylvia Plath was born in Boston, in October 1932. She was born as a first child to Aurelia and Emil Plath, who was a biology professor at the Boston University at that time. When Sylvia turned eight, her father died of lung cancer and Aurelia Plath had to work at two places to support the family. This was the time when Sylvia's first drawing and poem were published in Boston newspapers. (Liukkonen, 2000) She got her intitial education from Phillips Junior High School, where she maintained very good grades. She started writing poetry for the literary magazine in her school also, by that time. She won an award in the National Scholastic's Literary Contest, in addition to the Carnegie Institute's Achievement Certificate, which was a very honorable award. In 1950, after graduating from Bradford High School, she got admitted to Smith College on a full scholarship. However, after returning home from New York, she found out that she had been rejected at Harvard's Summer School's Literary Class. She tried committing suicide by taking sleeping pills, due to the great depression caused by this news. After graduating, she won another bright scholarship to Cambridge University, England. This was an important period of her life as she continued to shine with her academia achievements and then met a British poet, Ted Hughes. After getting married, four months later, they shifted to Boston where Plath enrolled in Robert Lowell's poetry classes at Boston University. (Welz, 1999) In 1960, after her first child was born, Sylvia got her first major work published, that being called "The Colossus and Other Poem". This also included 'Lady Lazarus' and 'Daddy', in which Plath indulged in open, expressive poetry. This was a difficult time for the author, since she was overcome by suspicions of Ted Hughes's infidelity. These suspicions came true when Ted left Sylvia devastated and financially over burdened, for another woman. "Every woman adores a Fascist, The boot in the face, the brute Brute heart of a brute like you". (From 'Daddy', 1966) Plath died on February 11, 1963 in London by committing suicide. She was a commendable author and her works create a sense of emotion in the reader. Her tombstone still reads the pride achieved through her literary work. Sylvia Plath is considered a legend. And there is no doubt, to why so. Her Works: Besides, having The Bell Jar, as her most awarded piece of work, Sylvia's other poems also attracted praise and recognition. Some of these include (Liukkonen, 2000) Three Women, 1962 - radio play, BBC Uncollected Poems, 1965 Crossing The Water, 1971 A

Fashion journalism and Internet Essay Example | Topics and Well Written Essays - 2750 words

Fashion journalism and Internet - Essay Example It is not clear when this great disparity in the presentation of media began, but it is evident that there has been a great change in the presentation of fashion journalism by the media (Hall-Duncan 1979 pp.23). Among the contrivances that led to the development of fashion journalism before the introduction of internet include use of print media like magazines, televisions that aroused the curiosity of many people towards journalism. Breward (2003 pp.18) indicates that with the invention of internet, the mass had already devised an idea about fashion and its benefits. It is as a result of internet that people who had already invested or rather had an interest in the field of fashion journalism ended up presenting their ideas in a better and easier way. These personalities not only ventured in their localities but in a global context. The advent of the internet, however, seemed unwelcome by many individuals, not aware of the fact that it was bound to benefit various aspects of the eco nomy, fashion journalism being one of them. ... Deuze (2007 pp.19) on the other hand indicates that the numbers of people who purchase fashion magazines as a source of information related to culture have resulted into a shift in the use of internet as a source of information. Magazines and articles related to fashion have recorded a tremendous decrease in sales per annum, due to the fact that a majority of the people prefers the use of the internet. Majority of the households in the UK have access to the internet and find it cheaper to use the internet to update themselves on fashion unlike the print media, which majority of the people toady refer to it as stressful ‘paper work’. Freedman (2006 pp.61) traces the advent of the internet on the promotion of fashion journalism in the early twentieth century. Majority of the journalists had an easier time covering stories on fashion with the use of the internet unlike in the era of ‘darkness’ (Fuery 2009 pp.56). This essay will endeavor to highlight and critic ally analyze the impacts of the advent and use of the internet in fashion journalism according to the views of various analysts that have contributed to this topic. The essay will also attempt to highlight specific examples of the use of the internet in various circumstances to improve on fashion journalism. 1.1. Body 1.1.1. Access to material The internet has influenced fashion journalism in various ways. Thanks to the internet, many journalists in the field of journalism are in a good position to view as many images as they can form the internet. This is unlike before when the journalists only relied on information that was presented by specific print media. In short, the journalists were not presented with a

Applicant essay for Registered Nursing Program Example | Topics and Well Written Essays - 500 words

Applicant for Registered Nursing Program - Essay Example The single most important accomplishment in life is the decision to be a nurse. For the last ten years, I have never regretted being in healthcare field. It had been my dream and aspiration since I was a small child. Nursing is challenging, but every challenging experience makes me a better nurse. It gives me great joy and gratification when I assist an ailing person and be instrumental in restoring health. I believe this is what God wants us to do. To help the sick and get them back to their daily work so that they can continue building the society. Being a registered nurse would be a lifetime accomplishment and a dream come true. I believe that I have what it takes to be a registered nurse especially having practices as a registered nursing assistant for over ten years. I have excellent communication skills, which is a core requirement for effective communication with patients and medical professionals (Dossey, Keegan, and American Holistic Nurses Association 372). I have strong emotional intelligence and therefore demonstrate high degree of maturity when handling patients with various problems. Besides, I have gained technical expertise through experience with all kinds of patients with different clinical and psychological problems. I am naturally empathetic and kind thus very efficient in understanding and establishing connection with patients. I find it easy to build trust and confidence with patients. Although I find nursing fulfilling, it has many challenges, which requires a strong personality. I have made it through the ten years by being resilient at work. I can handle challenges of nursing profession and still able to handle family, personal and social obligations. I am cheerful and enthusiastic at my work since I do it with passion and not driven by money. I understand the nursing codes of ethics and therefore uphold high ethical and moral standards. Through experience and close collaboration with registered nurses, and doctors, I have

Discuss the importance of ethics in business in light of the recent Assignment

Discuss the importance of ethics in business in light of the recent global financial crisis (GFC) - Assignment Example assessment item they should attach all supporting documentation to the completed Request for Extension form which is available from a Student Centre, the UWS website or from the ‘Support’ folder in the BAS vUWS site. Requests for extension must be submitted no later than three working days prior to the due date of the assessment task to Parramatta Campus, School of Marketing, Building ED (Reception) or Campbelltown Campus, School of Marketing Building 22A (Bev Booth). After that period, requests for extensions will not be accepted and students will need to apply for special consideration. If students need to apply for a special consideration, they should attach all supporting documentation to the completed Application for Special Consideration form which is available from the Student Centre, the UWS Website or from the ‘Support’ folder in the BAS vUWS site. Applications need to be submitted to the Student Centre at Parramatta or Campbelltown A student who submits a late assessment without approval for an extension of the due date will be penalised by 10 per cent per day up to 10 days, i.e. marks equal to 10 per cent of the assignment’s weight will be deducted as a ‘flat rate’ from the mark awarded. For example, the essay development assessment task that is worth 20 marks will have 2 marks deducted from the awarded mark for each late day including Saturdays and Sundays. Assessments will not be accepted after the marked assessment tasks have been returned to students who submitted the task on time. Linking different pieces of information in a structured manner is important. The simplest way to ensure that your work is structured in such a way is to prepare an essay plan before you start. Essay plans help with structuring by organising information so that each concept flows logically from the one preceding. An essay plan also can help you work out how you will answer a question and which information you will use. With regard to the recent economic