Making Better Decisions on Environmental Issues - 997 Words

Intro to GIS and environmental management GIS (Geographic Information System) is a new geographical research technology since the 1960s, which is a powerful software that allows a virtually unlimited amount of information to be linked to a geographic location. The more and more extensive environmental causes, abundant data resources from scientific researches, as well as the continuous improvement of the computer and GIS technology, all call for wider and deeper application of GIS in the environment field, such as the environmental management, environmental impact assessment, pollution monitoring, environmental graphics, etc. In ArcGIS, one well-known product of ESRI, various analytical tools are used to help people make better decisions on environmental issues. GIS is an interdisciplinary technology, integrated by computer science, geography, surveying, cartography and stuff. Generally, GIS includes computer hardware and software systems and processes that are used to solve complex planning and management problems, supports spatial data collection, management, operation, analysis and simulation. Main functions of GIS include the input, storage, processing and output of geographic data collected from map-vectorization, remote sensing data, GPS, etc. GIS’s characteristics are: strong system of spatial data management; vivid and intuitive user interface; powerful spatial analysis capability. Environmental management refers to using economic, legal, technical, administrative,Show MoreRelatedDecision-Making Model Analysis Paper1526 Words   |  7 PagesDecision-Making Model Analysis Paper Hal E. Bat University Of Phoenix Critical Thinking: Strategies in Decision-Making MGT350 Daryl Korinek Jan 06, 2006 Decision-Making Model Analysis Paper Introduction In order to master critical thinking, the ability to question information and solve problems must be present. 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The Average Requirement Of Energy - 1275 Words

Estimated Average Requirements (EARs) The EAR is an estimate of the average requirement of energy or a nutrient needed by a group of people (i.e. approximately 50% of people will require less, and 50% will require more). Reference Nutrient Intakes (RNIs) The RNI is the amount of a nutrient that is enough to ensure that the needs of nearly all a group (97.5%) are being met. Lower Reference Nutrient Intakes (LRNIs) The LRNI is the amount of a nutrient that is enough for only a small number of people in a group who have low requirements (2.5%) i.e. the majority need more. Please see below tables including DRVs showing macro and micro nutrients in relation to specific age groups: Table 1. Previous Estimated Average Requirements for†¦show more content†¦Sources: Department of Health, Dietary Reference Values for Food Energy and Nutrients for the United Kingdom, HMSO, 1991. SACN Vitamin D and Health, 2016. 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Stefan’s Diaries Origins Chapter 24 Free Essays

September 25, 1864 They say love can conquer all. But can it conquer Father’s belief that Katherine and those like her are demons–devils? I do not exaggerate when I say Katherine is an angel. She saved my life–and Anna’s. We will write a custom essay sample on Stefan’s Diaries: Origins Chapter 24 or any similar topic only for you Order Now Father must know the truth. Once he does, he will be unable to deny Katherine’s goodness. It is my duty as a Salvatore to stay true to my convictions and to the ones I love. Now is the time for action, not doubt. Confidence courses through my veins. I will make Father understand the truth–that we are all the same. And with that truth will come love. Father will call off the siege. This I swear on my name and my life. For the rest of the day, I sat at my desk in my bedroom, glancing at an empty notebook as I contemplated what to do. If Father knew Katherine was a vampire, he’d call off the hunt. He had to. I’d seen him laugh with Katherine, attempt to impress her with stories of his boyish antics back in Italy, and treat her as he’d have treated a daughter. Katherine gave my father a vigor I’d never seen in him. She gave my father life. But how could I persuade him of this, when he so deeply despised demons? Then again, Father was rational. Logical. Maybe he could learn what Katherine had already taught me: that vampires weren’t all evil. They walked among us, they cried human tears; all they wanted was a true home –and to be loved. Finally, I steeled my courage and stood up, closing the notebook with an abrupt clap. This wasn’t a schoolboy’s assignment, and I didn’t need notes to speak from my heart. I was ready to speak to Father man to man. After all, I was nearly eighteen, and he was planning to leave me Veritas. I took a deep breath and walked down the winding staircase, through the quiet living room, and knocked sharply on the door to Father’s study. â€Å"Come in!† Father’s muffled voice called. Before I had even put my hand on the knob, Father swung the door open himself. He wore a tailored jacket, with a sprig of vervain in the lapel, but I noticed that instead of being clean shaven, he sported salt-and-pepper stubble and his eyes were bloodshot and hooded. â€Å"I didn’t see you last night at the ball,† Father said as he ushered me into his study. â€Å"I hope you weren’t part of that noisy, careless mob.† â€Å"No.† I shook my head vigorously, feeling a flicker of hope. Did this mean Father was no longer planning an attack? â€Å"Good.† Father sat at his oak desk and slammed his leather-bound book shut. Beneath it, I could see complicated drawings and diagrams of the town, with X’s over certain buildings, including the apothecary. And just like that, the flicker of hope was extinguished, and cold, hard fear took up residence in its place. Father followed my gaze. â€Å"As you can see, our plans are much more thought-out than that foolish brigade of drunks and boys. Luckily Sheriff Forbes and his team put a stop to them, and none of them will be welcome at our own siege.† Father sighed and steepled his fingers together. â€Å"We’re living in dangerous and uncertain times, and your actions need to reflect that.† His dark eyes softened for a second. â€Å"I just want to make sure your decisions, at least, are prudent.† He didn’t add â€Å"unlike Damon’s,† but he didn’t have to. I knew that was what he was thinking. â€Å"So the siege †¦Ã¢â‚¬  â€Å"Will happen next week as planned.† â€Å"What about the compass?† I asked, remembering the conversation with Katherine. Father smiled. â€Å"It works. Jonathan’s been tinkering with it.† â€Å"Oh.† A wave of horror rushed through me. If it worked, then that meant there was no doubt Father would find Katherine. â€Å"How do you know that it works?† Father smiled and rolled up his papers. â€Å"Because it does,† he said simply. â€Å"Can I talk to you about something?† I asked, hoping my voice betrayed none of my nerves. An image of Katherine’s face flashed in my head, giving me the strength to lock eyes with Father. â€Å"Of course. Sit down, Stefan,† Father commanded. I perched in the leather wingback chair near the bookshelves. He stood up and walked over to the decanter of brandy on the corner table. He poured a glass for himself, then one for me. I took the tumbler and held it to my lips, taking a tiny, almost imperceptible sip of the liquid. Then I steeled my courage and stared straight at him. â€Å"I have concerns about your plan for the vampires.† â€Å"Oh? And why is that?† Father leaned back against his chair. I nervously took a large gulp of brandy. â€Å"We’re making the assumption that they’re as evil as they’ve been characterized. But what if that’s not true?† I asked, willing myself to meet Father’s gaze. Father snorted. â€Å"Have you any evidence to the contrary?† I shook my head. â€Å"Of course not. But why take what people say at face value? Y taught us ou differently.† Father sighed and walked to his decanter, pouring more brandy. â€Å"Why? Because these creatures are from the darkest parts of hell. They know how to control your mind, seduce your spirit. They are deadly, and they need to be destroyed.† I glanced down at the amber liquid in my glass. It was as dark and murky as my thoughts. Father tipped his glass to me. â€Å"I shouldn’t have to tell you, son, that those who stand with them, those who bring shame to their families, will be destroyed as well.† A chill went up my spine, but I held his gaze. â€Å"Anyone who stands with evil should be destroyed. But I hardly think it’s prudent to assume that all vampires are evil just because they happen to be vampires. Y always taught us to see the good in ou people, to think for ourselves. The last thing this town needs, when there have already been so many deaths from the war, is more senseless killing,† I said, remembering Pearl and Anna’s terrified expressions in the woods. â€Å"The Founders need to rethink the plan. I’ll come to the next meeting with you. I know I haven’t been as involved as I could have been, but I’m ready to take on my responsibilities.† Father sank back into his chair, leaning his head against the wooden back. He closed his eyes and massaged his temples. For several long moments he remained in that posture. I waited, every muscle in my body coiled to receive the angry flurry of words that was sure to fly from his mouth. I stared dejectedly into my glass. I had failed. I had failed Katherine, Pearl, and Anna. I had failed at securing my own happy future. Finally, Father’s eyes snapped open. To my surprise, he nodded. â€Å"I suppose I could give the matter some thought.† Cool relief flooded my body, as if I’d just jumped into the pond on a scorching summer day. He would give the matter some thought! To some, that might not seem to be much, but from my stubborn father, it meant everything. It meant there was a chance. A chance to stop sneaking around in the dark. A chance for Katherine to remain safe. For us to be together, forever. Father lifted his glass to me. â€Å"To family.† â€Å"To family,† I echoed. Then Father drained the rest of his glass, which compelled me to do the same. How to cite Stefan’s Diaries: Origins Chapter 24, Essay examples

Ethical Theories of Ethics Engages Systematizing †MyAssignmenthelp.co

Question: Discuss about the Ethical Theories of Ethics Engages Systematizing. Answer: Introduction The following essay is based on the ethical theories such as utilitarianism, egoism and the Kants ethics. The subject of ethics engages systematizing, protecting as well as indicating towards the concepts and the ideas that are right or wrong. Ethics possess 3 sub-branches, the meta ethics, normative ethics as well as the applied ethics. This study highlights the section of normative ethics that focuses on getting more practical thereby attaining the moral standards which control the aspects of what is right and what is wrong (Crane Matten, 2016). Utilitarianism theory falls under the category of normative ethics that refers to the moral approach taken by the enterprises. Ethical egoism is also another normative theory which stresses on the aspect that the promotion done by the enterprises must align with that to moral values and ethics. Kants theory is another instance of normative branch of ethics which states that the right or the wrong doings is independent of the consequences. However, on the other hand, the right and the wrong doings depend on the aspects that to what extent they are able to fulfil their responsibilities. The article that has been selected for this essay is taken from ethical performance, 2016 naming Primark to expand ethical trading team as DFID partnership kicks off. This essay will mainly highlight the above mentioned ethical theories thereby developing an argument on ethical trading through corporate social responsibility of Primark (De George, 2011). Discussion Primark and ethical trading Primark is an Irish retailer that is mainly owned by AB Foods and possesses its headquarters in Dublin. It was funded in 1962 and has its presence in more than 325 global destinations. It mainly caters to its consumers in clothing and apparel segment. It sells products like men and women clothing, children clothes, cosmetics and other accessories and so on. As recorded during 2015, the company exhibited annual revenue of 5347 million. There are around more than 70,000 working lives related to the business. Further the company is also known for its fast fashion trending concept. However according to the article, it is studied that the association has been looking forward to collaborating with DFID (Department for international Development) which is present in UK (Ethicalperformance.com, 2016). The collaboration is aimed to develop the existent working conditions pertaining to the clothing industry workers especially located in developing markets. Primark has also stated that the partnership will usher and amalgamate the presence, business grid as well as the talents and expertise corresponding to both enterprises. Furthermore, the objectives have been such set that it will mainly focus on protecting the health and safety of the workers thereby bringing in national economic improvement which in a way will work towards eradicating the issue of poverty in 5 significant markets of Primark. Nonetheless, the business is witnessed to work along with as many as 700 suppliers, where many of them belong to nations like Bangladesh, India, Burma, Ethiopia as well as Pakistan. The company has initiated training concerning the areas of gender inequality in the clothing factories as well as aimed for training nurses (Lindgreen Swaen, 2010). However, the collaboration is also known to hi ghlight the areas concerning the working conditions that the female workers have to persevere. Therefore it can be noted that Primark has always been working on its trade ethics thereby linking the issue with that to corporate social responsibility (Groves LaRocca, 2011). Corporate social responsibility and Primark The term corporate social responsibility refers to the responsibilities corresponding to the business enterprise which it possesses towards the stakeholders involved. CSR is mainly addressed by the associations so that they are able to conduct fair business through the implementation of ethical trading thereby dealing with the requirements of the stakeholders fairly. Primark is definitely no exception to this case. It is already known that the company possess an international supply chain system with an ever rising retail base thus believing in the approach that businesses must be conducted with ethics and responsibly (McGee, 2010). Nonetheless, the business enterprise also believes that through the implementation of this approach, it will initiate change that might be a force for good. However, the organization has been providing bread to as many as 700,000 working lives and therefore considers it as a responsibility to safeguard their working rights and security. Moreover, the business enterprise does not possess any entities or any factories that manufacture the products it sell, however, possesses a strong conviction that it is legally and ethically responsible towards its consumers as well as the shareholders. Thus Primark came up with the HER project pertaining to Bangladesh thus looking forward to inculcate positive changes corresponding to the lives of the workforces employed under the suppliers. Moreover, after the Rana Plaza incident, the company has been traced to become more active while evaluated through the lens of CSR. This is because the Rana Plaza incident that took place during 2013 witnessed t he death of several thousands of workers in the Rana Plaza building of Bangladesh (Griseri Seppala, 2010). There were also workers that worked for the suppliers of Primark and thus in this scenario, the company was vehemently criticized. Primark was witnessed to spend almost more than 10 million as compensation towards the families of the workers of Rana Plaza. Primark CSR activities and utilitarianism The above mentioned evidences suggest that the business enterprise has been putting incessant and conscious effort in order to promote the harmony, good health, safety and security of its workers through the application of several projects that might come under the banner of CSR activities. Nonetheless, according to utilitarianism theory, it is stated that any action must be considered right if it succeeds in promoting happiness as well as wrong while it produces just the opposite impact. However, the aspect of happiness does not singly imply to the happiness of the doer but also includes the other beings that are affected by thus happiness. In this case, the doer can be taken as Primark while the other beings might be considered as the different stakeholders including the suppliers, workers as well as the consumers (Brenkert, 2010). Primarks CSR and ethical egoism The aspect of ethical egoism highlights the factor that a business entity acts in such a manner that is good for their own interest. However, if the CSR activity of the company is viewed in this light, then it can be derived that it is for its own future growth and development, the company has invested in the social causes and social responsibilities. It is in fact to earn its branding and promote itself in the global market thereby highlighting its ethical behaviour thus linking it with the CSR factor of the company; Primark might have strategized the approaches (Caroll Buchholtz, 2014). Conclusion Kants theory of ethics is absolutely non-consequential in nature which states that there are some sorts of actions that must never be committed while pertaining to the conditions while the actions might render more happiness compared to the alternative chosen. For instance, a political murder might appear apt while bringing in greater joy in murdering a tyrant but is strictly not committed and is against the law. Therefore the evaluation of the action whether it is right or wrong in this theory is independent of the consequences. Hence, in case of Primark this theory cannot be validated as the business behaviour of the enterprise is consequential where the company is answerable to its shareholders and the global society at large (Suliman et al., 2016). References Ethicalperformance.com. (2016).Ethical Performance | News article: Primark to expand ethical trading team as DFID partnership kicks off. [online] Available at: https://www.ethicalperformance.com/news/article/9416 [Accessed 24 Aug. 2017]. Carroll, A., Buchholtz, A. (2014).Business and society: Ethics, sustainability, and stakeholder management. Nelson Education. Crane, A., Matten, D. (2016).Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press. De George, R. T. (2011).Business ethics. Pearson Education India. Lindgreen, A., Swaen, V. (2010). Corporate social responsibility.International Journal of Management Reviews,12(1), 1-7. Suliman, A. M., Al-Khatib, H. T., Thomas, S. E. (2016). Corporate Social Responsibility.Corporate Social Performance: Reflecting on the Past and Investing in the Future, 15. Groves, K. S., LaRocca, M. A. (2011). An empirical study of leader ethical values, transformational and transactional leadership, and follower attitudes toward corporate social responsibility.Journal of Business Ethics,103(4), 511-528. McGee, R. W. (2010). Analyzing insider trading from the perspectives of utilitarian ethics and rights theory.Journal of Business Ethics,91(1), 65-82. Griseri, P., Seppala, N. (2010).Business ethics and corporate social responsibility. Cengage Learning. Brenkert, G. G. (2010). The limits and prospects of business ethics.Business Ethics Quarterly,20(4), 703-709. Rasche, A., De Bakker, F. G., Moon, J. (2013). Complete and partial organizing for corporate social responsibility.Journal of Business Ethics,115(4), 651-663. Pedersen, E. R. G., Gwozdz, W. (2014). From resistance to opportunity-seeking: Strategic responses to institutional pressures for corporate social responsibility in the Nordic fashion industry.Journal of business ethics,119(2), 245-264.

Kathleen Sebelius - Affordable Care Act Address free essay sample

Free Essays on Stegner

â€Å"We simply need th[e] wild country available to us, even if we never do more than drive to its edge and look in. For it can be a means of reassuring ourselves of our sanity as creatures, a part of the geography of hope (153).† Wallace Stegner makes this statement at the end of â€Å"Coda†, a letter included in his book The Sound of Mountain Water. In this letter Stegner asks David Pesonen, who was working on the Outdoor Recreation Resources Review Commission, to work to preserve what wilderness is left in the United States. In publishing the letter in this book, Stegner is arguing not only to Pesonen but to the American people that wilderness is a necessary part not just of the physical American landscape, but the emotional and social landscapes as well. Throughout The Sound of Mountain Water Stegner relates his experiences traveling in the western United States, and in the second part reflects upon the ties of the western writer to history. This paper is mostly concerned with the first part of this book in which Stegner writes directly about his experiences with landscape. The book is a collection of writings that come from many different points in Stegner’s life, and therefore, throughout Part I of the book the reader is able to see the authors views change regarding certain environmental issues pertaining to the west. In the Introduction, Stegner writes, â€Å"†¦I am dismayed to find myself, in ‘The Rediscovery of America’, speaking admiringly of Hoover Dam and Lake Mead. I know better now†¦ But I have not changed the essay, or any of the essays†¦ They represent the way I felt when I wrote them (10).† Because of this, The Sound of Mountain Water reads somewhat like a literary time capsule , capturing Stegner’s views and responses to the landscapes he encounters, from the carefree â€Å"Rediscovery†¦Ã¢â‚¬  to the more philosophical and concerned â€Å"Coda†. The main points of this essay will relate the authors views and ... Free Essays on Stegner Free Essays on Stegner â€Å"We simply need th[e] wild country available to us, even if we never do more than drive to its edge and look in. For it can be a means of reassuring ourselves of our sanity as creatures, a part of the geography of hope (153).† Wallace Stegner makes this statement at the end of â€Å"Coda†, a letter included in his book The Sound of Mountain Water. In this letter Stegner asks David Pesonen, who was working on the Outdoor Recreation Resources Review Commission, to work to preserve what wilderness is left in the United States. In publishing the letter in this book, Stegner is arguing not only to Pesonen but to the American people that wilderness is a necessary part not just of the physical American landscape, but the emotional and social landscapes as well. Throughout The Sound of Mountain Water Stegner relates his experiences traveling in the western United States, and in the second part reflects upon the ties of the western writer to history. This paper is mostly concerned with the first part of this book in which Stegner writes directly about his experiences with landscape. The book is a collection of writings that come from many different points in Stegner’s life, and therefore, throughout Part I of the book the reader is able to see the authors views change regarding certain environmental issues pertaining to the west. In the Introduction, Stegner writes, â€Å"†¦I am dismayed to find myself, in ‘The Rediscovery of America’, speaking admiringly of Hoover Dam and Lake Mead. I know better now†¦ But I have not changed the essay, or any of the essays†¦ They represent the way I felt when I wrote them (10).† Because of this, The Sound of Mountain Water reads somewhat like a literary time capsule , capturing Stegner’s views and responses to the landscapes he encounters, from the carefree â€Å"Rediscovery†¦Ã¢â‚¬  to the more philosophical and concerned â€Å"Coda†. The main points of this essay will relate the authors views and ...

Thesongs of Fatherhood by William Wallis Essay Example | Topics and Well Written Essays - 250 words

Thesongs of Fatherhood by William Wallis - Essay Example The child’s community celebrates its birth. The child takes the first breath as soon as its head shows up to confirm it is alive. The child notices the difference of the external environment with that inside the womb and, consequently writhes (Wallis 1). The second poem So, Little Rabbit symbolizes the childhood stage in the father’s life. The poet compares childhood playful stage to that of a rabbit’s. The child is unaware of the life events that await him in adulthood (Wallis 1). His curiosity, naivety, and playfulness will vanish because soon he will be too old for that. The third poem Awaken symbolizes the adolescence stage. The adolescents develop feelings of intense love for members of opposite sex. The childhood innocence vanishes at this point and the childhood stories lose sense. The adolescents also seek attention from peers. The fourth poem Fly Free By Day, Swim Deep By Night indicates the busy and involving adulthood life. The adult revisits the stages missed during development. He is always moving to work at distant places leaving behind a sorrowful family sad because of his departure. The fifth poem Eternal Laughter ironically symbolizes the agonizing death that terminates life. His son’s love for him turns to sorrow (Wallis 1). However, his son learns to live without him. The fact that he also shall one day die consoles him. His father’s picture remains the only source of remembrance for his father. Wallis, William. The Songs of Fatherhood. 1st Premiere ed. Seattle, Washington: University of Presbyterian Church, 2012. Accessed on 16th, May 2015

Criminal law Essay Example | Topics and Well Written Essays - 1750 words - 2

Criminal law - Essay Example an existing legal rule; in this context, actions which are not characterized by the law as crimes cannot be punished, c) the offender need to have the ability of critical thinking – in the sense that an imputation of guilt can take place; for people who do not have aesthesis, i.e. those who lack of objectivism cannot be punished for an action which is characterized by the law as offence; however, it is possible that the guardians of these persons are considered as having the responsibility for the actions of the offenders, d) the intention of the offender to commit the crime is also a necessary requirement for the existence of crime as a punitive behaviour.3 At the next level, the following clarifications need to be made: crime has both an active and a passive form; it can be expressed through a specific activity or it can refer to the failure of taking the measures required for the avoidance of an offence. Furthermore, a problem may exists when an offence involves in more than one countries which have evaluated the specific action differently: the law of one of these countries characterizes the action as crime while the law of the other country states that the specific action does not meet the requirements of a crime; usually, the law of the country where the specific action took place is applied; so, no conflict of law is developed. Moreover, it is possible that an action does not constitute a crime at the time point of its development but it is later characterized as a crime – with a new legal rule. This problem is usually addressed by the limitation of retrospective laws – usually laws of such type are avoided in the a rea of criminal law. In accordance with the issues discussed above, criminal actions can be committed by individuals – persons; organizations of various types can be considered as legal entities in regard to a series of activities but they cannot be held liable for criminal offences – however, it is still possible for crimes to be

Medical Malpractice Insurance and Law in Florida Essay

Medical Malpractice Insurance and Law in Florida - Essay Example Florida is just one of these states. In 2003, Florida passed a comprehensive reform of its medical malpractice laws. (Dobrinsky 2009). For instance, Florida Statute  § 766.118(2)(a) limits medical malpractice â€Å"non-economic† damages to $500,000 per claimant. Fl. St.  § 766.118(2)(a). Non-economic damages include such damages as pain and suffering, mental anguish, disfigurement, physical impairment, inconvenience, loss of companionship, loss of enjoyment of life and loss of consortium. Fl. St.  § 766.202(8). Moreover, attorney’s fees are capped at 30% for the first $250,000 of any medical malpractice award, and only 10% of all damages in excess of $250,000. The amount that an attorney can collect is over and above the â€Å"reasonable and customary costs† that the attorney incurs. Fl. R. Pro. Conduct 4-1.5(f)(4)(B)(iii)(a). Those in favor of such reforms state that these reforms are necessary because the costs of medical malpractice judgments drive up the cost of health care, which in turn threatens economic growth. (Johnson 3). Liability judgments drive up health care because malpractice insurers bear the brunt of the burden, and they pass their costs onto the doctors in the form of increased premiums. Doctors, in turn, pass their costs of the higher premiums onto the public. (Johnson 3). Physicians also might leave a state that has high malpractice insurance rates, which reduces the availability of health care. (Johnson 3). Before the 2003 legislation passed, Florida was declared a â€Å"disaster area† by the American Medical Association, due to doctors leaving the state or closing their practices due to high malpractice insurance and insurance companies willing to underwrite dwindling from a high of sixty-six to twelve. (Johnson 3). Those against tort reform insist that it is a tempest in a teapot. In other words, the costs of medical malpractice claims

Erp implementation and change management

Erp implementation and change management ERP Implementation and Change Management Abstract In this research paper, we will analyse the problems and issues faced by a business / enterprise during the ERP project implementation project. And why is there a need for a proper change management as part of their ERP project implementation. As businesses are reengineering their business processes, they are expected to readjust their business methodology to suit the need or demands of market. Business will need a highly reliable management system to support their daily business processes, to reduce inefficiency and inaccuracy within the organisation business process. During the project implementation process, organization will commonly faces unwanted resist from the potential users. The study wills reveals what are the pitfalls and approach needed when organisation are facing resistance to ERP, which could lead to implementation failures. INTRODUCTION As business getting more competitive in today world, it is not enough for business to get content with producing only better and more reliable product and services. In order to provide better customer service internal or external, minimise or reduce overhead, daily production and operation costs, they need the assistance of a better, highly reliable information system to provide a more efficient management over the business processes. ERP Systems are introduced to handle more complex transactions as a highly dependable system. (Lukman Susanto, 2003) The enterprise resource planning (ERP) system is a set of integrated Business Applications that provides support for core business process activities such as Manufacturing Production and Logistics, Finance and Accounting, Sales and Marketing, and Human resources. An ERP system integrated and helps the different departmental units of the organization to share data and knowledge, reduce costs, and improve management of the business Processes. (Adel M. Aladwani, 2001) Despite of having so many benefits, lot of ERP projects still fail (Stratman and Roth, 1999). Most of the ERP system implementation that fail are due to workers resistance. A good and careful change management strategies are requires facilitating a successful ERP implementation. (Adel M. Aladwani, 2001) The goal of the this paper is to show how â€Å"change management† could play a significant roles, how to market the ERP within the organization and what are strategies available that are useful to overcome workers resistance to ERP implementation. What is change management? Change Management is a planned change approach within an organization. The goal of Change Management is to maximize the benefits and lower the potential risk for the organization related to changes due to ERP implementation. In any ERP implementation undertaken by a business, Change management is one of the biggest tasks are heavily involved by the organization. Not only that this require a significant amount of funding from the organization but also require a high level of commitment throughout the whole organization. It is a deliberate approach to ensure a change in peoples expectations towards the major changes in the work process bring about by the implementation of ERP to move the business forward smoothly. (Commonwealth of Pennsylvania). An effective change management must touches on all aspects of psychological reaction, such as resistance within an organization, which the potential users are going through. Measuring attitudinal changes are part of the key process in Change Management in the ERP implementation to record how people feel and their expectation towards the anticipated changes in the technology implementation. This will definitely help the organization to know how to manage the shift. Huge amount of communication, and training for the users are needed. WHY IS IT CRUCIAL TO AN ERP IMPLEMENTATION? The whole concept of change management involvement in ERP implementation is building mutual trust and understanding between the organization and its employees throughout the business component, during the implementation phase. The focus of change management in the business should be customer oriented managing expectation of the potential end user rather than technology or product oriented. End user will not be amazed with the state-of-the-art equipment, if the new ERP system or business process failed to fulfil peoples expectation. While ERP implementation requires the business to standardise its business processes, change management will be needed to make sure the damages can be avoided / minimised that are caused by transformation. With proper change management strategy in place, businesses can minimise costs involve due to rapid changes to bring in new system within the organization, while trying to maintain the consistency and existences of its employees. Change management can also help the company to deal with future changes with increase in the business flexibility, thus increase the business productivity as well. (Mark Schweiker Jeff Beatty) REASONS FOR RESISTANCE TO CHANGE This is part of the human nature to resist. According to Bonnie Mincu   â€Å"resistant to have their expectation disrupted† (Bonnie Mincu, 1999). How the top management handle and deal with the resistance is important. Resistance are unavoidable but can be manage. The two basic reasons why people are resisting change are(Bonnie Mincu, 1999): Ø Lack of motivation If the employee are not well informed on the purpose of the change and how it may beneficial for them, people will not feel motivated to change and support the new system. A good communication and vision sharing are needed to resolve these issues. Ø Lack of ability People may understand and agree on the reasons on why there is a need for change, but if they do not have the needed ability, this will add unnecessary resistance and anxiety to all the mist of changes around them. Good proper structure job base training is needed for individual who will be operating the business on the ground within the organization. Ø Change in Habit People who are so used to do their daily job in a familiar business process, will find it a hesitant and hard to break out of it and need some time to adjust to the new system and business process. Majority of people by default would prefer to do their jobs in ways they used to, instead of being innovative or to find a better way to get things done. (Adel Aladwani, 2001).   If businesses fail to handle such conditions, this might upset the employees and valued employees might leave the company. Thus a good project leader must be able to carry a good change management to avoid this unfortunate scenario. Change management Strategy Just like other system implementation, the role of change management is to build trust and understanding throughout the organization, so that the potential users in different separate functional area, where the change will be applied, such as finance, human resources and manufacturing, will understand the benefits and are well prepared to accept the change will be applied. (Island Consulting, 2000). Problems will surface the moment when the actual implementation of the system started, and for a successful implementation its use would require a lot of communication and collaboration within the well-established departmental organization. Although they maybe aware that the purpose of implementing the ERP system was to eliminate unnecessary double or redundant operationally work within whole organizational structure. (Kemppainen, Ilkka, 2000) Most of the project implementation potential risks related to the company are connected with the factors like the level of acceptance or support from company personnel and the top management. Factors like working skills, knowledge, and experience will also affect the outcome of the ERP project implementation. One typical potential risk factor is the resistance to change. People who are going to run the business or potential user may not see how the benefits of the system will help in their own work and, may not be fully committed to the new business model. With the mindset of resistance to change in place, people will not be using the system in a disciplined manner. Normal daily business activities also disturbs the ERP implementation, and people working on the ground may not be willing to put time or effort to assist the development work due to busy schedule. Without strong top management support for the ERP project, the project is set for failure. Beside those factors having a good project manager is also critical for ERP project implementation success. (Pà ¤ivi Iskanius, 2009) In change management things like synchronisation or communication between management and operation level with the project team are very important. The management need to focus and prepare a proper appropriate strategies, communication channels or plan to gather feedback and market the new ERP system that is going to be implement and a proper structure training program or schedule for the potential users to ensure the daily business activities are not being disrupt and able to achieve the desire expected outcomes / results. The organization needs to make sure that the employees are carefully instructed to help them overcome all the challenges during the mist of changes during the ERP project implementation. Effective change management strategies are (Island Consulting, 2000): Ø Communications Strategy Constant communication is a need between the key person in the management and those in working in the daily business operation. The organization needs to ensure a thorough approach in their project strategy such as preparing for their project plans, project costs analysis, project progress reports as well as employees training to prepare the workers for the new system. Good working collaboration will help in resulting a better outcome of the project. The purpose of communicating is not to make everyone happy and it is not possible to make everyone happy, but to deliver the message and request for possible cooperation within the organization. Constant communication can effectively help in reducing the worries and anxiety on the management and the people on the ground on the changes. Ø Impact Analysis Impact Analysis is a method to determine the impact on the current business system and how the business environment will be affect by the new ERP system. Data flow / work flow diagram will be included as part of those formal and informal information to show how business flows and tasks are being run and carried out within the organization. Information like job description and history are being documented will help the project team to make comparison on how the actual business processes to what has been documented (Island Consulting, 2000). With all the information gather above, the project team can analyse the impact the ERP implementation may bring, who are the personnel that will be affected by the implementation and the sort of training are required to ensure a smooth transition to the new system that is being implemented. Ø Skill Analysis Proper training program and schedule are very important in ERP implementation as well. With the implementation of a new system, majority of the operator / end user will need to go for specific job training to get them ready to work on the new system. In order to find who are the individuals need to be train, the project team need to work with all stake holders, usually departmental head to perform skills analysis. Those employees who might need to work with the new ERP system will be audited by their qualification, skills and experiences to allocate the most suitable and best position for each of them. And at the same time, to ensure the business process operates adequately, the company might need to hire new staff or external consultants. The analysis will produce a list of detailed results on appropriate personnel for each position, training required and the cost in training.   CASE STUDY Case Study 1 Marine Cargo Specialist (Kemppainen, Ilkka, 2000) Marine Cargo Specialist is a relatively small global company, which provides marine cargo flow handling solutions and products. Their customer base mainly consists of companies like shipyards that provide services such as building of new ship, modernisation or upgrading and conversation of older ships for the ship owners or ship operators. All the old existing operational IT systems were deliver, maintained or supported by the local IT departments and their local suppliers. No common standards were established for such systems, thus the decentralised information systems architecture made it very difficult to share information on a global basis. Global business activities are often delays due to unavailability of quality, accurate and timely information. Due to the complexity of the new ERP system, problems started to surface gradually. The ERP project team did not place too much attention to these problems initially, as they are considered not critical. Instead, the main focus was on getting the system configuration completed and the system up as soon as possible. But to their dismay, for the potential users of the new ERP system, proper coordination and communication were fundamental. Soon frustration between the project and reference teams start to surface. With the numbers of unsolved issues keep increasing; mistrust and frustration start to grow among the project team and reference team. And project team find it harder to get approvals from the reference teams for crucial design due to other outstanding unaddressed issues. Eventually the system configuration was not being able to be completed, due to inadequate information and resources. And there was a clear indication that the consultants hire did not had a true knowledge and understanding of the system. Majority of the external consultant were kicked out of the ERP project in the process. The level of commitment and support for the project from the top management, started to diminish ad the project was clearly running into problems. CFO of the company as example, who used to be the true sponsor or supporter of the ERP implementation project, seem to be trying to move away from the project involvement. In 1997, due to the result of ownership change in the company, a new board of directors together with a new company CEO was appointed. The new CEO evaluated all the projects carefully and appointed an external consultant to assist him. The new CEO clearly demonstrated and shows his commitment towards the ERP implementation. And with the CEO support, the ERP project was back on the agendas of the senior management. The new CEO even made it clear on his vision of having a more integrated business system with a common, shared values and culture. He even initiated a management development program to address all openly cultural and trust related problems. Thus after the adjustment of implementation methodology result in better match for the changed circumstances. After so many struggles in the project, the implementation was now considered successfully amazingly, by not just the organization itself, but by other external parties from consulting companies as well as SAP. Case Study 2 WZM Werkzeugmaschinen GmbH (Benjamin R. Hoetzel, 2005) WZM Wekzeugmaschinen GmbH (pseudonym name) is a German manufacturing company that specialise in producing tools for presses in the automotive sector. It has two production sites in Germany, which employs 120 people. In 2004, driven by the fast expanding business growth and second plant being set-up. The company faced additional pressure to expand its production. But the growth also mean there was a need to redesign their business process with the implementation of a new ERP system in order improves control over the processes, and the need to reduce costs. Resistance started to evolve as the project advanced. Especially from the key administration users, who were not willing to do their daily work with the ERP system. Reasons for the resistance were clear: Ø The computer experience of some of these employees who 50 years old and above were limited. Ø Due refusal to abandon old habits, some employees are not ready to accept the change of their processes. Due to changes in the workflow, there was strong resistance during the post-implementation phrase from the finance department, including the financial director.   Some employees for example are not willing to accept the new screen layout of the ERP software and it will be difficult to let those employees to abandon their old habits and adapt to the new system. Without realizing the importance of this change, WZM Werkzeugmaschinen GmbH, started the project without a full time project leader to lead the project. Instead, tasks were divided to some of the employees on top of their daily operational work. Beside that, they engage the services of two consultants to assist and lead the project in the integration of the new ERP into the company workflow. To make things worse, the employees were also not convinced that the consultants were competent. WZM Werkzeugmaschinen GmbH fail to identify what are the problems and evaluate actual needs, and be attentive to people and their social behavior before implementing and adapting a technical solution. The company also fails to provide proper support, education or training to its employees in the ERP modules. The finance department of WZM Werkzeugmaschinen GmbH for example, opposed the change heavily due the very fact that they lack the necessary skills for using the new ERP system. In the case of WZM Werkzeugmaschinen GmbH, People focus was missing, which explain why their ERP projects fail. Conclusion This research paper has show that in order for any ERP system implementation to be successfully, good fully functional change management must be establish within the organization or company. Strong and committed support from the management, and a good change management strategy and plans are required for preparation of any existing businesss resources such as human resources and infrastructure to match ERP system needs and requirement. There are various aspects that need to be considered when establishing change management. For example the nature or type of the business, size of the company and the geographical area of the business. Rush implementation of ERP is not recommend as ERP itself is a complex system, which requires a lot of careful analysis or study as well as depth understanding before proceeding to implement. Without a proper change management planning in place, ERP implementation will cause disaster and big lost for the company.

Physics of MiniDisk Players Essay -- physics electronics minidisk

Introduction: In 1986, designers at Sony began the quest to develop a sound medium that combined the benefits of the compact disc, such as sound quality and track accessibility, with the recordability of the cassette tape, in a player with unprecedented portability. They gave engineers the task of creating what would later be called the Minidisc, a wallet sized unit that could record, play, and store music on cartridge enclosed discs. Engineers integrated several technologies to produce the Minidisc, all utilizing the laws of physics. They found that: -Laser optics would be the obvious choice for reading data. -Magneto optic technology would be created to record information. -To allow recordability, new disc properties had to be defined. -Compression and acoustic principles would be incorporated to store information on a disc 1/5 the size of the compact disc. The laser used in the minidisc player serves two purposes. Its primary role is to read digital information in a similar fashion as a CD player. Its secondary, but equally important, function is to supply focused heat to the minidisc itself during the recording process. LASER HEAT: The minidisc recording system takes advantage of a discovery by Pierre Curie in the 1880's. He found that when iron is heated up to a certain temperature, now called the Curie point, it loses its magnetic properties. Similarly, when the minidisc laser is directed at a tiny point of the disc during recording, it heats that spot up to 180 degrees celsius, and the disc material loses its magnetic properties. A magnetic field can then be "frozen" onto that point once it moves past the laser beam, storing data. For more information on the recording process, visit... ...o-acoustic principles, which states that the ear is more sensitive to some frequencies of sound than others. Psychoacoustics also explores the relationship between the intensity of sound (its decibel level) and its frequency. As you can see from the equi-loudness curve below, a low frequency, high intensity wave will produce the same loudness as a high frequency, low intensity wave.The masking of sound is another factor considered during the compression process. This occurs when one sound blocks another sound from being heard. For example, on a crisp fall day you would be able to hear leaves rustling in the wind until a marching band stomps by. ATRAC would omit the rustling leaves data that was masked by the band, saving storage space. Once the audible sound data is singled out, it can easily be compressed and stored with an inperceivable change in sound quality.

Sakae Sushi Business Plan

BU2005 Entrepreneurship Sakae Sushi Business Plan By: Lu Mi (12668064) Zhou Ke Jun (12618536) Aditya Nandal (1266) Mayank Bhardwaj(12669440) mayank. [email  protected] jcu. edu. au Executive Summary This report provides an analysis and evaluation of the current and prospective marketing, sales strategy, target customers, production cost, expenses and capital requirements of Sakae Sushi. It is an in depth report that discusses about the rise of Sakae Sushi as one of Singapore’s major restaurant chains.This report talks about the methods implemented by Sakae Sushi to attract customers during the time of the Asian financial crisis. This report contains financial statements of Sakae Sushi; it also contains information related to the costs involved in running the business, i. e. expenses, salaries and cost of raw materials, etc. It also contains information about the management team of Sakae Sushi and it provides insights of the industry and the company on the whole. Also discuss ed here are the various products and services offered at Sakae Sushi and the methods implemented by them to promote and advertise their brand to the masses.At the end there are a few questions addressed to the Chief Executive Officer of Sakae Sushi, Mr. Douglas Foo Peow Yong, which will help us to gain first hand knowledge about Mr. Foo and also about Sakae Sushi. It will also help young and budding entrepreneurs to understand how to analyze the market and make right decisions from time to time. Table of contents 1. Introduction 2. Overview of the Industry 3. Insights on the Company 4. Market/Product Positioning 5. Products and Services offered 6. Marketing (4 P’s) 7. Sales 8. Business Development Status 9. Production Process 0. Suppliers 11. Staff training and requirements 12. Expenses and Capital Requirements 13. Balance Sheet 14. Income Statement 15. Cash Flow Statement 16. Balance sheet & cash flow statement of Sakae Holdings 17. Financial Highlights 18. Management Profil e 19. Board of Directors 20. Funding Request and Exit Strategy 21. Risks and Contingency Planning 22. Recommendations Introduction Sushi is a Japanese specialty that consists of boiled vinegar rice wrapped around by a sheet of seaweed usually dry seaweed. Sushi is the most famous Japanese food found outside Japan.In Japan sushi is portrayed as a traditional food, the Japanese people enjoy various types of sushi during several occasions. For example oshi-zushi, which is made by pressing fish onto the sushi rice in a wooden box, inari-zushi is a very simple and most inexpensive type of sushi in which the rice is filled into deep fried tofu, chirashi-zushi is another variety of sushi in which seafood, mushrooms and vegetables are added over the sushi rice (Japan-guide. com, 2008). The main ingredients involved in preparing sushi are Shari that consists of short white-grained Japanese rice mixed with a dressing consisting of rice-vinegar, sugar and salt. Next ingredient is Nori, which is basically black seaweed wrappers; it is a type of algae very common in the harbors of Japan. It mostly involves the use of fish tuna, being the most common and also the chef’s specialty. Other seafood’s like shrimp, octopus, squid and crabs are used in preparing sushi. There can be more ingredients added to sushi by just adding them to the rice before it is rolled with the seaweed. One can use the bamboo mat for making the sushi roll (Japan-guide. com, 2008). Sakae Sushi was first introduced during the Asian financial crisis when almost all of the major Asian economies were going through a phase of turmoil.Mr. Douglas Foo Peow Yong, the Chief executive officer of Sakae Sushi opened the first branch of his now famous chain of restaurants in 1997 at Raffles Place, Singapore. At that point in time many would have thought of it as a very risky business and a great risk, but the company did exceptionally well to maintain its image in the mar ket and they established themselves as a tough competitor among other food chains. They managed all this by providing excellent quality customer service and serving one of the most delicious sushi dishes in the city.Sakae sushi took the heart of many Singaporeans and there innovative idea of serving sushi on the conveyor belt attracted more and more customers, not only the Japanese people living in Singapore but also tourists from all over the world visiting Singapore being a tourist hotspot. Many foreigners visiting Singapore were in search of great ambience and good quality fine dining cuisine, which was served at Sakae Sushi and the hospitality of the staff at Sakae sushi made their customers visit them more often and also recommend them to their fellow colleagues and friends. Overview of the IndustryMr. Douglas Foo would never have imagined that taking a gamble of launching his business during tough times would have paid of so much and help him reach such heights, as during the times of recession it is always very hard to enter a new market and sustain in the market, but his hard work along with the compassion and commitment of his colleagues and their dream of becoming the best in the business not only allowed the business to flourish during hard times but in due course it also became one of the most famous and trusted restaurant in qSingapore and also in different parts of Asia. Mr.Douglas Foo implemented his business idea with full dedication and attention and he also operated his business at low profit margins, which helped him attract more customers including the budding middle class and also students to enjoy great tasting authentic Japanese cuisine sitting at home in Singapore. He saw that his business was doing well in Asia and this made him think of expanding outside Asia. He started of with the United States of America but due to the world financial crisis in 2008 his dreams of doing well in the States were shattered and it was hard to sustain th e business in New York.Mr. Foo being a great Entrepreneur spotted the difficulties early on during the financial crisis and he finally decided to shut down operations at the Chrysler building in New York. Insights on the Company Mr. Douglas Foo introduced the first branch of Sakae Sushi at Raffles place in Singapore in the year 1997, knowing it’s going to be a tough fight Mr. Foo never backed out. He worked really hard along with his team to penetrate into the market and establish Sakae Sushi in the country.To attract customers they kept the prices low in comparison to other competitors, which attracted more customers and soon went on to open new outlets one by one and finally today they own more than 30 outlets in Singapore but he did not stop here, his plans of becoming world renowned motivated him to open new outlets in Malaysia, Thailand, Indonesia, Philippines and the People’s Republic of China, with intentions of entering North Korea and also looking to operate i n the United States of America in the near future (Apex-Pal International, 2009).They opened many branches in the suburban areas of Singapore, which gives a clear idea of them trying to reach out to the masses; this is another reason for their success. To grow along with the fast growing new generation, Mr. Foo introduced several other chains apart from sushi, he opened chains like Sakae Teppanyaki, Sakae Izakaya, The Pasta shop by Sakae, Hibiki and also for private sector parties he introduced Nouvelle Events and they soon became one of the best caterers in the whole of Singapore.The innovative idea of using conveyor belt to serve food met with a huge success and attracted customers who were looking for a great ambience to enjoy delicious food. He also introduced Sakae Delivery that enabled people to even order sushi at their home by calling Sakae Sushi directly. Their good quality food, safe environment and customer friendly service allowed them to achieve high customer satisfacti on, thus making them one of the best restaurant chains not only in Singapore but in many different parts of Asia (Apex-Pal, 2003). Mr.Foo does not just want to stop here; he has plans enter other Asian markets like North Korea that has strong monopoly power and also he still hopes for achieving success in the United States of America. Market/Product Positioning Sakae sushi not only serves sushi but it also has a variety of products that were introduced by Mr. Foo to maintain domination in the market. He knew very well that Singapore being a tourist nation attracts many foreigners who have different taste buds, so he introduced various other signature dishes that suit the taste buds of the customers.To keep up with the demand they keep on innovating and introducing new offers and new themes every month for example they started with Soba theme for the month of April which involved several Soba food specialties like soba soup, soba salad and soba cheese rolls, and the best part is that all of these items are affordable even for the middle class. At some stores they even serve free meals on every first Sunday of the month for the young children.Its important to attract the young generation and today’s generation loves to have fast food so they introduced variety of burgers like Teriyaki Chicken, Unagi and Salmon Mango, the school going children and college students also cherish such delicacies provided to them at reasonable prices. Sakae sushi also runs several sushi buffets for each meal of the day like lunch buffet, teatime buffet and dinner buffet for every member of the family from children to youth to adult they cover all the generations. Their customers love the availability of different desserts with several fruity flavors and they are even healthy.The vast varity of desserts offered like sesame with red bean, vanilla with chestnut, mango and strawberry, etc. are cherished by one and all, thus the people enjoy coming to Sakae Sushi again and again (A pex-Pal International, n. d. ). Marketing Marketing is an art and science of mixing up of elements such as appealing products, competitive prices, convenient places/locations, and promotions to comprise the basic building blocks of the firm’s offer to the market (Noel Capon, 2009, p. 11). Marketing basically involves 3 types of orientation, i. e. Consumer, goal and system orientation.All three orientations need to go hand in hand so as to achieve golden success for any firm and this is exactly the case of Sakae Sushi. Mr. Douglas Foo and other members of the management team were able to address all three orientations very well and were able to create such a brand in Singapore that now has operations in some of the major economies of Asia. The marketing mix of services marketing included 4 P’s that are essential to effectively market a product to the prospective target market, the 4 P’s are namely; Product, Place, Promotion and Pricing.For any firm to excel in it s marketing efforts it needs to focus on these 4 P’s so as to effectively market their product and create a well-established brand image. (Please refer to appendix 1. 1) Product The term product refers to the tangible physical products as well as services that include decisions to be made regarding the brand name, styling, packaging and design, etc. of a product. The way Sakae Sushi has brought about a change to this concept is something for which the management at Sakae Sushi deserves a great round of applause.Introducing an already known product to the customers in a totally new way and effectively marketing it to the masses by introducing a totally new concept of conveyor belt is something to learn from. It not only requires creativity but also innovation at its best, so that whatever hard work is put in is reflected by the craving the customers have for their sushi (Lovelock, 2007). Price The level of competition in today’s world is very high and everything costs a great amount of money as compared to the past.So to effectively market out a product to the customers out of the 4 P’s, price is a very important aspect that needs to be taken into consideration as it affects the demand of a commodity inversely. If the price is more then the demand for a good falls and vice-versa, so to increase the sales pricing should be competitive, and Sakae Sushi has done exactly the same by introducing the Sakae Buffet at competitive prices for different days of the week so that every sushi liver gets to eat all what they crave for. PlacePlace or distribution strategies are concerned with making products available to the customers where and when they want them (Charles W. Lamb et al. 2008,pg. 46). Sakae Sushi outlets in Singapore are located at strategically important and accessible places, so that their customers need not walk miles in search for good food. Being located at many of Singapore’s prime locations and almost all outlets accessible b y M. R. T, it makes Sakae Sushi the preferred choice for the working class of Singapore in areas such as City Hall, Dhoby Ghaut and Orchard during peak office hours.Sakae Sushi targets those areas to operate their stores where they find a potential target market also keeping in mind other areas in close vicinity. Promotion Promotion represents the methods of communication that a marketer may use to provide information to different parties about his product. Promotion comprises of elements such as:  advertising,  public relations,  personal selling  and  sales promotion. To gain most out of the target market and potential customers, various sought of promotions need to be given out form time to time so as to keep the interest of the customers alive.Sakae Sushi has done enough advertising campaigns and has offered its customers with new themes every month so that their customers never get bored of the same old dishes. By introducing â€Å"Sakae Signatures†, â€Å"Sak ae Buffet† and â€Å"Sakae Lunch Mix â€Å"N† Match†, etc. they try to offer more and more to their customers so that the customers can indulge in eating more delicacies without having to worry about their pockets. This has revolutionized the service industry. They also offer burgers and pastas so that they can expand their target market customers and let more people crave for mouth-watering delicacies (Lovelock, 2007).SWOT Analysis Strengths Well-established brand in terms of customer satisfaction and also they provide quality service. Market leaders and trendsetters in terms of addressing the needs of the customers by bringing new and apt themes and promotions every now and then that is according to the demands of their customers. Managing high sales revenue without charging hefty prices to their customers. Dedicated and honest staff that always looks to serve the customers with a smile. Weaknesses The business structure is highly complex in terms of operations and the cost of maintenance is also high.Providing on the job training to their employees also costs a lot of money. Opportunities Can look to capitalize on the advantage they have over their competitors as a well-established brand. They also have good tie-ups in foreign countries including major Asian economies like China. Their company is a well-recognized company listed on Singapore Stock Exchange. Threats Competitors can copy their business idea and try to monopolize on it. The competitors can offer jobs to their employees at their own restaurant. It is also difficult to keep up with the ever-changing demands of the customers.Sales Effectively marketing a product is only one side of the coin, the other side of the coin is the sales strategy that is implemented by a company so as to boost revenues by increasing sales. All the marketing efforts can go down the drain if a company fails to capitalize on the efforts put in by the marketing team. Main motive of any company is to earn profits and this can only be achieved by boosting sales, and to boost sales it is very important to come up with fancy promotions and schemes so that the customers are lured into indulging themselves with the products offered by the company.By introducing Sakae Sushi membership and giving Sakae Card to the customers for S$38 and still managing to give the customers value worth S$55 is a good step taken by the management. The card not only gives bonus value, but it also can be used to avail discounts and other promotions from Sakae Sushi outlets, this keeps the customers craving for more and more new delicacies and keeping a look at new offerings.Various schemes and promotions like â€Å"The Sakae buffet, Min â€Å"N† Match, Drive-Thru menu and Self Collect and Save† help Sakae Sushi to maintain high standards of customer satisfaction and this in turn motivates them to bring up new themes for each month of the year. For example the theme for the month of April is the à ¢â‚¬Å"Soba† theme. New promotions, new monthly themes and discounts help boost sales and as the past records show Sakae Sushi has done well enough to maintain the stream of profits and also innovate to perfection (Dalrymple, 2000). Business Development StatusSakae Sushi was stared in the year 1997, since then it has grown tremendously and expanded and reached out to other countries like Indonesia, Thailand, Philippines, Malaysia, Vietnam and China etc. Douglas Foo’s ambition is to turn Sakae into a major food franchise and to be considered as â€Å"the McDonalds of sushi† worldwide. After starting its first branch in Raffles place (business district of Singapore), it has now opened more than 15 branches in Singapore alone. In 2001, Sakae opened its first overseas outlet in Thailand, a joint venture with a Thai food company and other local partners.By 2002, Sakae was in Indonesia as well and was grossing annual revenue of around $23 million SGD. For the financial year ended 31 December 2009, the Group reported revenue of SGD88. 8 million and net profit of SGD3. 3 million (Theresianto, 2008). In 2001 Sakae Sushi opened its first Drive through restaurant in Trade Hub 21 in Jurong east MRT station. Sakae Sushi tends to open their branches near MRT stations so as to attract the crowd and the frequent travellers. In 2006 Sakae sushi decided to expand its business to north Korea, Mr.Foo made his first visit to North Korea in 2001 as part of a Singapore Manufacturers' Federation delegation and has maintained the contacts he made then. He believes it will be â€Å"business as usual†, and he might step up talks with his North Korean business partners on plans to take his sushi outlets there and bring North Korean cuisine to Singapore. In 2003, Sakae’s parent company Apex-Pal was listed on the Singapore Stock Exchange. Apex-Pal’s food businesses, of which Sakae is the flagship brand, represented over 95% of the company’s re venues.In August, Apex-Pal’s Initial Public Offering (IPO) set out 16. 5 million shares, of which 836,000 were for public investors and the rest for institutional investors, clients and company employees (Business Times, 2004). Production Process The rice used for the sushi served in our Sakae Sushi restaurants, unlike most conventional sushi restaurants, is enriched with Vitamin E. Their experienced chefs are able to produce a consistent level of quality for all dishes served in Sakae Sushi, thus raising the level of confidence their customers have in their restaurants.To maintain high level of quality and freshness, raw food is not rotated on the kaiten (conveyor belt) for more than an hour, and cooked food for more than two hours. This standard of freshness is maintained through a color-coding system. For the regular dishes, the staff can immediately identify plates, which have been on the Kaiten (conveyor belt) for too long using our color-coded system. In relation to the premium red plate dishes, as the quantity of such premium dishes is much smaller compared to the regular dishes, our chefs personally monitor these dishes using our color-coded system.Their aim is to provide their customers with unique, hassle-free dining experience at Sakae Sushi restaurants. The dual-directional conveyor belt upon which the sushi dishes are displayed was designed to both maximize the seating space available and to provide customers with efficient service. Self-service hot water dispensers are located at each table and at each station of the kaiten (conveyor belt) for customers to fill their complimentary cups of green tea.Also installed is the interactive menu system at most of the restaurants from which customers can surf the menu containing both illustrations and descriptions of the dishes before placing their orders directly with the kitchen through the ordering system on the interactive menu. Where logistical difficulties affect the installing the interactive menu system at any booth portable, the intercom ordering system is installed instead, thus maintaining the high level of efficiency in service. Sakae Sushi adopts a simple two-tier pricing structure in relation to their kaiten sushi.Sakae’s simple price structure proved to be very popular. The majority of sushi dishes were priced at S$1. 90 and premium dishes at S$6. 50, which made Sakae more affordable than other Japanese restaurants. Suppliers The decrease in purchases from them in FY 2001 and FY 2002 is due to Sakae Sushi’s ability to secure alternative sources of those products at lower costs. To reduce their reliance on All Big Trading Co. and to diversify our supplier base for seafood, they began to purchase seafood from Surapon Foods Public Company Limited and LianHup Fish Merchant Co. n FY 2001 and FY 2002 respectively. These purchases helped them increase the turnover, which was also due to the increase in the number of Sakae Sushi restaurants. In addition to Marukawa Trading, they also purchased frozen food products from Tomo-Ya Japanese Food Trading, Shimaya Trading Pte Ltd and Moon Marine Singapore Pte Ltd who supply Sakae Sushi with frozen food products. The amount of purchases made by the Company from each of these three suppliers was relatively constant for the last three financial years (Apex-Pal International, 2009).The following are the suppliers for Sakae Sushi: All Big Trading Co. (All Big Frozen Food Pte Ltd) – Seafood Marukawa Trading – Dried / frozen food products Tomo-Ya Japanese Food Trading- Frozen food products Shimaya Trading Pte Ltd – Frozen food products Moon Marine Singapore Pte Ltd – Frozen food products Surapon Foods Public Company Limited – Seafood LianHup Fish Merchant Co. – Seafood Staff training and requirements Sakae Sushi provides all new employees with a complete orientation and training which is specific to their positions.New full-time operations staff, for their F;B outlets and, those of the franchises is sent to ITE-certified On-The-Job Training (â€Å"OJT†) schools to be trained by Sakae Sushi’s special OJT trainers. The OJT schools have been certified by ITE to be able to conduct OJT for our staff working in their F;B outlets. Such training involves the training and coaching of new employees by supervisors and managers through hands-on learning at the OJT schools. This type of training allows new employees to develop the required skills within a short period of time, without leaving their work place.Apart from kaiten sushi, the restaurants also serve ala-carte dishes. All members of the service staff are trained with the necessary skills and menu knowledge to provide a consistent level of customer service and to assist our customers in food selection as and when called upon to do so. Sakae Sushi also conducts refresher courses for their staff. Part-time service crew is given on-the-job training by our qualified trainers (A pex-Pal International, 2009). Expenses and Capital Requirements The main expenses of Sakae sushi are the purchase of the raw materials from its suppliers.Since the raw materials have no fixed cost F ; B have to face variable cost of the raw materials. Since the prices of the items on the Sakae Sushi menu cannot be changing constantly, Sakae sushi have to find different ways to maintain their budget and expenses. Every time Sakae sushi opens a new branch it has to incur certain costs like furniture, rent, labor, electricity, operating costs etc. Thus the capital required to open every new branch is different and may vary from places to places and from time to time. In the year 2011 Sakae Sushi spent around S$40,000,000 on the property, plant and equipment.Also the labor cost in Singapore is considerably much higher than most countries, so it is harder to start an F ; B based business like a Sakae Sushi restaurant in Singapore. Balance Sheet (Apex-Pal, 2003) Income Statement (Apex-Pal , 2003) Cash Flow Statement (Apex-Pal, 2003) Balance sheet and cash flow statement of the Sakae Holdings The Group’s cash and bank balances as at 31 December 2011 stood at $6. 1 million, a decline of $6. 4 million during the year, due to increased investment in property, plant and equipment with the construction of new central kitchen in Singapore and setting up of a headquarter in Malaysia.The Group has also made investments in associates in the beginning of the year, which was funded by bank loans. Shareholder’s equity stood at $27. 2 million as at 31 December 2011 (Full Year Financial Statement And Dividend Announcement {n. d. }). The Group was in a negative working capital position of $5. 9 million as at 31 December 2011 due to short-term revolving loans balance of $10. 3 million, which are renewable at maturity. The Group has repaid some of the revolving loans during the year (Full Year Financial Statement And Dividend Announcement {n. d. }). Financial Highlights A.Actual (‘000) Results200420052006200720082009 Revenue45,16151,90566,64583,83893,80488,817 Profit/Loss before tax2,7964,7436,6973,485(3,695)3,336 Profit/Loss attributes to share holders2. 0853,6845,0812,261(3,748)3,262 Non-current assets4,8334,62712,43318,51619,87630,852 Non-current liabilities30128942159058610,088 Shareholders equity10,76213,57620,51516,39811,15320,256 Net assets per share10. 0912. 7414. 4511. 557. 8614. 26 Earnings per share1. 963. 463. 741. 59(2. 64)2. 30 B. Expected (‘000) Results201020112012 Revenue71,69583,644. 1790,058. 03 Profit/Loss before tax2,893. 672,909. 942,604. 4 Profit/Loss attributes to share holders2,104. 172,107. 361,844. 59 Non-current assets15,189. 5016,915. 5818. 963. 68 Non-current liabilities2,045. 832,336. 642,677. 91 Shareholders equity15,443. 3316,223. 5616,664. 81 Net assets per share11. 8312. 1112. 01 Earnings per share1. 741. 701. 40 (*Projected Figures based on previous year average) (Apex-Pal International, 2009) Manageme nt Profile Board of Directors Douglas Foo Peow Yong (Chairman and Chief Executive Officer) Foo Lilian (Executive Director and Executive Vice President) Andy Ong Siew Kwee (Non-Executive and Independent Director)Lim Chee Yong (Non-Executive and Independent Director) Chan Wing Leong (Non-Executive and Independent Director) Audit Committee Lim Chee Yong (Chairman), Chan Wing Leong, Andy Ong Siew Kwee Nominating Committee Lim Chee Yong (Chairman), Chan Wing Leong, Douglas Foo Peow Yong Remuneration Committee Chan Wing Leong (Chairman), Lim Chee Yong, Douglas Foo Peow Yong Company Secretaries Rachel Ng Meijing (CPA, Singapore), Chan Lai Yinb (ACIS) (Apex-Pal International, 2009) Board of Directors â€Å"A  board of directors  is a body of elected or appointed members who jointly oversee the activities of a  company†(Robert, H. , 2000).Other names include  board of governors,  board of managers,  board of regents,  board of trustees, and board of visitors. It is often simply referred to as â€Å"the board†. In a stock corporation, the stockholders elect the board and it is the highest management authority of a company. In a  non-stock corporation  with no general voting membership,  e. g. , a university, the board is the supreme governing body of the institution (Robert, H. , 2000). The duties of the board of directors of Sakae Sushi are as follows: * Establishing policies and objectives. * Selecting, appointing, supporting and reviewing the performance of the  company. Ensuring the availability of financial resources. * Approving annual budgets. * Accounting for the performance of the company. * Managing salaries and compensation of the employees. MANAGEMENT: Mr. Douglas Foo Ms. Foo Lilian Mr. Lim Chee Yong Mr. Andy Ong Siew Kwee Mr. Chan Wing Leong MR. DOUGLAS FOO (Chairman and Chief Executive Officer) Mr. Douglas Foo has been a Director of the Group since 17 February 1997. As Founder and CEO of the Group, he manages the overall management, strategic planning and business development functions of the Group. Mr.Foo started his career as a marketing executive but with his talent and entrepreneurial skills he was able to come up with an idea of opening a garment trading business which was not really successful, so a year later he thought of getting into the food and beverages industry by opening the first branch of Sakae Sushi and has since developed Apex- Pal into a successful enterprise that it is today (Apex-Pal International, 2009). MS. FOO LILIAN (Executive Director) Ms. Foo Lilian was appointed as Sakae Sushi’s Executive Director on 2nd May 2002 and is responsible for the general management of the Company. Ms.Foo handles the Group’s leasing, business development and legal matters. She is also responsible for the consultancy, maintenance and research and development work for all IT-related matters of the Group. In 1997, Ms. Foo joined the Central Provident Fund Board where she was a databas e administrator until February 2000. She also worked with the Keppel TatLee Bank Limited as an assistant manager. Ms. Foo left Keppel TatLee Bank Limited to join Sakae Sushi in January 2001 (Apex-Pal International, 2009). MR. LIM CHEE YONG (Independent Director) Mr. Lim Chee Yong was appointed as our Independent Director for Sakae Sushi on 14 July 2003.From October 1982 to April 1987, Mr. Lim served as a senior corporate banking officer in Overseas Union Bank Limited. In May 1987, he joined Banque Paribas, Singapore Branch as a deputy manager of banking, where he stayed until April 1989. He was appointed an executive director of Alliance Technology and Development Limited, a company listed on the Main Board of the SGX-ST, in May 1989. Mr. Lim left Alliance Technology and Development Limited in March 2000. Mr. Lim is also an independent director of Twinwood Engineering Limited, a company listed on the SGX- CATALIST, from 1997 to 2007 (Apex-Pal International, 2009). MR.ANDY ONG SIEW K WEE (Independent Director) Mr. Andy Ong Siew Kwee was also appointed as Sakae Sushi’s Independent Director on 14 July 2003. Mr. Ong is the CEO of ERC Holdings Pte Ltd. ERC is a leading player in the education industry in Asia. He oversees the regional development as well as the merger and acquisition activities of the firm. He is also the Founding President of the Financial Planning Association of Singapore, a professional body for financial services that issues world-renowned Certified Financial Planner marks. He has written several best-selling books on financial management and business (Apex-Pal International, 2009).MR. CHAN WING LEONG (Independent Director) Mr. Chan Wing Leong was appointed as an Independent Director on 30 April 2005. Mr. Chan holds an honors degree in Economics from the University of Singapore. He started his career in the Administrative Service of the Singapore Government in 1981, and has held stints in several government posts in the Ministry for Trade and Industry and Economic Development Board, as well as in Government- linked Corporations. Mr. Chan was an investment banker in the late 1980s to 1995 at Schroders PLC and Bankers Trust Corp in both Singapore and Hong Kong.In 1995, he returned to Singapore to be Chief Financial Officer of Sembawang Corporation until 2001 (Carter, 2008). Funding Request and Exit Strategy In December 2007, Sakae opened its first outlet in the United States at the Chrysler Building in New York, its 61st outlet worldwide. Initial S$3 million had been invested by Apex-Pal in the outlet. The outlet did not to well because of tougher times and they have since then shut down their operations in USA. Initially, because of the company’s small size, Mr. Foo’s strategy for Sakae’s expansion was to enter into franchise agreements.As the company grew, the company also utilized a strategy of foreign direct investments in those countries where such investments were feasible and also welcomed by the respective governments. Global economic crisis occurred in 2008 and Sakae found its margins reduced by high prices for commodities such as rice and vegetables. The company cut salaries and executive pay but decided against staff layoff. A profit of S$2. 3 million in 2007 was followed by a net loss of S$3. 8 million, in 2008 due to rising rentals, salaries and commodity costs. It was Apex-Pal’s first annual loss.Sakae introduced cost cutting measures such as finding new food suppliers, minimizing waste and tightening other operational practices. The company returned to making profit in 2009, posting a S$3. 3 million profit. Risks and Contingency Planning The Starting Point It is vital that any organization takes development and maintenance, disaster recovery and business continuity plans seriously. It cannot be left until it develops into a serious problem. Impact Assessment One of the first tasks to be undertaken is to prepare a comprehensive list of serious issues tha t can affect the normal operations of a business.This list should include all possible issues no matter how likely they are to occur. Since Singapore is an island one of the major risk factors can be floods. Developing the Plan Once the assessment stage has been completed, the structure of the plan can be established. The plan will contain a range of milestones to move the organization from disrupted status to return to normal operations. The first important milestone is about dealing with the aftermath of a disaster. The next stage is to determine which business functions need to be resumed.The plan will be detailed, and will identify key individuals who should be familiar with their duties (The Contingency Planning Guide, 2002). Testing the Plan Once this plan has been developed it must be subjected to rigorous testing. The testing process must be properly planned and should be carried out in a suitable environment to produce authentic conditions. Those who would undertake the maj or activities of the business should test the plan. The test procedures should be documented and the results recorded. This is important to ensure that feedback is obtained for fine-tuning the Plan.Personnel Training This stage is dependent upon the development of the plan and the successful testing of the plan. It is necessary that all personnel are aware of the plan, its content and their own related duties and responsibilities. Again, it is important that all personnel take the disaster recovery plan seriously, even if the events that would trigger the Plan seem unlikely. Obtain feedback from staff in order to ensure that responsibilities and duties are understood, particularly those that require dependency on others actions (The Contingency Planning Guide, 2002). Maintaining the PlanThe plan must always be kept up to date and applicable to current business circumstances. This means that any changes to the business process must be properly reflected in the plan. Someone must be a ssigned responsibility for ensuring that the plan is maintained and updated regularly and should therefore ensure that information concerning changes to the business process are properly communicated. Any changes or amendments made to the plan must be fully tested. Everyone should be kept abreast of such changes that affect their duties (The Contingency Planning Guide, 2002). Recommendations To develop business in America and to attract American customers it’s important for the Sakae group to develop some American friendly food like Sakae beef burgers, hot dogs, rolls and other food loved by the people there, this will affect the revenue that Sakae can make in that country. * In countries like North Korea, they should find local partners to work out a good franchising option. * Conduct more on the job training activities to enrich the employees to possess all the required skill to excel in their job. * Expand their product base and standardize their products across all their branches to lower their costs. Conduct extensive market research to identify the target market and develop products and services according to the needs of their customers. * Tie up with other food ; beverage organizations to promote and diversify their brand. * Sponsor events like marathons, blood donation drives and cultural fests to attract the masses especially the younger generation to get involved with Sakae Holdings. * As part of Corporate Social Responsibility, Sakae Holdings should adapt eco-friendly practices like recycling, reusing and reducing the waste generated.Also they can contribute towards the environment by implementing energy saving practices like maintaining a constant temperature of 24 degrees while using air-conditioner. * By working with their suppliers they can research and develop new ways to store their inventories effectively by keeping it fresh and ready to use. * They should also develop ways to minimize their transportation cycles and also save on fuel costs and reduce their carbon footprint. Appendix 1. 1 The 4P’s of Service Marketing References Apex-Pal International. (2009). Going Global- 2009. Retrieved 4 5, 2012, from Apex-Pal: http://www. apexpal. om/Files/Apex-Pal%20AR09%20for%20SGX. pdf Apex-Pal. (2003, 8 18). The Innovative F;B People. Retrieved 4 5, 2012, from ir. zaobao. com. sg: http://ir. zaobao. com. sg/apexpal/pages/doc/apexpal_ipo_prospectus. pdf Apex-Pal International. (n. d. ). What's Hot. Retrieved 4, 5, 2012, from Sakae Sushi: http://www. sakaesushi. com. sg A simple goal – to be the McDonald’s of sushi. (2004, February 9). Business Times. Retrieved March 9, 2010, from Factiva. Carter, M. ,  Ã¢â‚¬Å"Overview of Roles and Responsibilities of Corporate Board of Directors†. Free Management Library. Authenticity Consulting, LLC. Retrieved 2008-01-26. Capon, N. , 2009.Capon's marketing framework, Wessex Publishing. Dalrymple, D. J. , Parsons, L. J. (2000). Sales promotion and public relat ions. In Dalrymple, D. J. , Parsons, L. J. , Basic Marketing Management (pp. 272-276). New York, United States of America: John Wiley ; Sons. Japan-guide. com. (2008, 05 31). Sushi. Retrieved 04 10, 2012, from Japan-guide. com: http://www. japan-guide. com/e/e2038. html Lamb, C. W. , Hair, J. F. , McDaniel, C. (2008). Essentials of Marketing. Cengage Learning. Lovelock, C. H. , Patterson, P. G. , Walker, R. H. (2007). Understanding service products, customers and employees. In Lovelock, Patterson, P. G. Walker, R. H. , Services Marketing (pp. 26-30). NSW, Australia: Pearson Education Australia. Robert, H. (2000). Robert's Rules of order newly revised. Philadelphia: Perseus Pub. Sakae Holdings Ltd. (2012, 2 28). Retrieved 4 5, 2012, from http://www. finanznachrichten. de: http://www. finanznachrichten. de/pdf/20120228_172124_5DO_752F7CDF0A7BD282482579B2002082FC. 1. pdf The Contingency Planning Guide. (2002). Retrieved 4 5, 2012, from http://www. contingency-planning-disaster-recovery -guide. co. uk Theresianto, N. (2008, February 11). Apex-Pal expands its Sakae Sushi empire. The Edge Singapore. Retrieved March 9, 2010, from Factiva.