Characteristics Of Understanding The Culture And Society...

â€Å"The mother art is architecture. Without an architecture of our own we have no soul of our own civilization.† --Frank Lloyd Wright Architecture is an important aspect of understanding the culture and society of any civilisation. Today I will be looking what similarities and differences can be seen between the Minoan architecture from 1900BC to 1150BC and the Roman architecture from 27BC to 180AD. I’ll be mainly focusing on the palaces of Knossos and Phaistos of Minoan, Crete and The Colosseum ad the Pantheon of Rome. The architecture of Bronze Age Crete seems to be defined by the archaeological discoveries of Knossos, Phaistos, Maila, Zakros and Palekastro. These four palaces and one town are the only major pieces of Minoan building from†¦show more content†¦Occupation continued in Knossos until 1200 BC when it was destroyed by fire, Knossos appears to have been kept intact until the fire as a sort of headquarters while all the other palaces were destroyed. The ruins we have today from discoveries made by Sir Arthur Evans in 1900 AD are the remains from after the Palace of Knossos was burnt down. Knossos is a clear example of monumental (of great importance or size) Minoan architecture. There are several major courts that make up the Knossos palace; these include the large, rectangular Central Court, the West Court, the West and East Wings, the theater, royal chambers, shrines and the Throne Room. Like most Minoan buildings the Central Court seems to be the main focus of the building. Stone was the primary building material, but also included a timber frame for flexibility. Mortar linked the stones together and wood was used for all the columns, doors, windows and roofs. The interior walls were plastered with clay and often had bright frescoes painted on them. The floors were generally beaten down earth, but sometimes had small pebbles stuck into them. Lighting and ventilation was primarily utilized through light-wells, vertical airshafts that ran the full height of the buildings. Drainage was controlled through a series of terracotta pipes and stone ductwork. The best-preserved section of this drainage system is below the East Wing. Polythyron doors are common feat ure of Minoan palaces and Evans

Vampire Academy Chapter 8 Free Essays

string(41) " the fox kept flashing through her mind\." EIGHT BURNING WITH ANGER, I FOUGHT harder and better that day than I ever had in any of my classes with the novices. So much so that I finally won my first hand-to-hand pairing, annihilating Shane Reyes. We’d always gotten along, and he took it good-naturedly, applauding my performance, as did a few others. We will write a custom essay sample on Vampire Academy Chapter 8 or any similar topic only for you Order Now â€Å"The comeback’s starting,† observed Mason after class. â€Å"So it would seem.† He gently touched my arm. â€Å"How’s Lissa?† It didn’t surprise me that he knew. Gossip spread so fast around here sometimes, it felt like everyone had a psychic bond. â€Å"Okay. Coping.† I didn’t elaborate on how I knew that. Our bond was a secret from the student body. â€Å"Mase, you claim to know about Mia. You think she might have done that?† â€Å"Whoa, hey, I’m not an expert on her or anything. But honestly? No. Mia won’t even do dissections in biology. I can’t picture her actually catching a fox, let alone, um, killing it.† â€Å"Any friends who might do it for her?† He shook his head. â€Å"Not really. They’re not really the types to get their hands dirty either. But who knows?† Lissa was still shaken when I met her for lunch later, her mood made worse when Natalie and her crew wouldn’t shut up about the fox. Apparently Natalie had overcome her disgust enough to enjoy the attention the spectacle had brought her. Maybe she wasn’t as content with her fringe status as I’d always believed. â€Å"And it was just there,† she explained, waving her hands for emphasis. â€Å"Right in the middle of the bed. There was blood everywhere.† Lissa looked as green as the sweater she wore, and I pulled her away before I even finished my food and immediately launched into a string of obscenities about Natalie’s social skills. â€Å"She’s nice,† Lissa said automatically. â€Å"You were just telling me the other day how much you liked her.† â€Å"I do like her, but she’s just incompetent about certain things.† We stood outside our animal behavior class, and I noticed people giving us curious looks and whispering as they passed. I sighed. â€Å"How are you doing with all this?† A half-smile crossed her face. â€Å"Can’t you already feel it?† â€Å"Yeah, but I want to hear it from you.† â€Å"I don’t know. I’ll be okay. I wish everyone wouldn’t keep staring at me like I’m some kind of freak.† My anger exploded again. The fox was bad. People upsetting her made it worse, but at least I could do something about them. â€Å"Who’s bothering you?† â€Å"Rose, you can’t beat up everyone we have a problem with.† â€Å"Mia?† I guessed. â€Å"And others,† she said evasively. â€Å"Look, it doesn’t matter. What I want to know is how this could have? ­that is, I can’t stop thinking about that time – â€Å" â€Å"Don’t,† I warned. â€Å"Why do you keep pretending that didn’t happen? You of all people. You made fun of Natalie for going on and on, but it’s not like you’ve got a good grip on your control switch. You’ll normally talk about anything.† â€Å"But not that. We need to forget about it. It was a long time ago. We don’t even really know what happened.† She stared at me with those big green eyes, calculating her next argument. â€Å"Hey, Rose.† Our conversation dropped as Jesse strolled up to us. I turned on my best smile. â€Å"Hey.† He nodded cordially to Lissa. â€Å"So hey, I’m going to be in your dorm tonight for a study group. You think? ­maybe? ­Ã¢â‚¬  Momentarily forgetting Lissa, I focused my full attention on Jesse. Suddenly, I so needed to do something wild and bad. Too much had happened today. â€Å"Sure.† He told me when he’d be there, and I told him I’d meet him in one of the common areas with â€Å"further instructions.† Lissa stared at me when he left. â€Å"You’re under house arrest. They won’t let you hang out and talk to him.† â€Å"I don’t really want to ? ®talk’ to him. We’ll slip away.† She groaned. â€Å"I just don’t know about you sometimes.† â€Å"That’s because you’re the cautious one, and I’m the reckless one.† Once animal behavior started, I pondered the likelihood of Mia being responsible. From the smug look on her psycho-angel face, she certainly seemed to be enjoying the sensation caused by the bloody fox. But that didn’t mean she was the culprit, and after observing her over the last couple of weeks, I knew she’d enjoy anything that upset Lissa and me. She didn’t need to be the one who had done it. â€Å"Wolves, like many other species, differentiate their packs into alpha males and alpha females whom the others defer to. Alphas are almost always the strongest physically, though many times, confrontations turn out to be more a matter of willpower and personality. When an alpha is challenged and replaced, that wolf may find himself ostracized from the group or even attacked.† I looked up from my daydreams and focused on Ms. Meissner. â€Å"Most challenges are likely to occur during mating season,† she continued. This, naturally, brought snickers from the class. â€Å"In most packs, the alpha pair are the only ones who mate. If the alpha male is an older, seasoned wolf, a younger competitor may think he has a shot. Whether that is true works on a case-by-case basis. The young often don’t realize how seriously outclassed they are by the more experienced.† The old-and-young-wolf thing notwithstanding, I thought the rest was pretty relevant. Certainly in the Academy’s social structure, I decided bitterly, there seemed to be a lot of alphas and challenges. Mia raised her hand. â€Å"What about foxes? Do they have alphas too?† There was a collective intake of breath from the class, followed by a few nervous giggles. No one could believe Mia had gone there. Ms. Meissner flushed with what I suspected was anger. â€Å"We’re discussing wolves today, Miss Rinaldi.† Mia didn’t seem to mind the subtle chastising, and when the class paired off to work on an assignment, she spent more time looking over at us and giggling. Through the bond, I could feel Lissa growing more and more upset as images of the fox kept flashing through her mind. You read "Vampire Academy Chapter 8" in category "Essay examples" â€Å"Don’t worry,† I told her. â€Å"I’ve got a way – â€Å" â€Å"Hey, Lissa,† someone interrupted. We both looked up as Ralf Sarcozy stopped by our desks. He wore his trademark stupid grin, and I had a feeling he’d come over here on a dare from his friends. â€Å"So, admit it,† he said. â€Å"You killed the fox. You’re trying to convince Kirova you’re crazy so that you can get out of here again.† â€Å"Screw you,† I told him in a low voice. â€Å"Are you offering?† â€Å"From what I’ve heard, there isn’t much to screw,† I shot back. â€Å"Wow,† he said mockingly. â€Å"You have changed. Last I remembered, you weren’t too picky about who you got naked with.† â€Å"And the last I remember, the only people you ever saw naked were on the Internet.† He cocked his head in an overly dramatic fashion. â€Å"Hey, I just got it: it was you, wasn’t it?† He looked at Lissa, the back at me. â€Å"She got you to kill the fox, didn’t she? Some weird kind of lesbian voo-ahhh!† Ralf burst into flames. I jumped up and pushed Lissa out of the way – not easy to do, since we were sitting at our desks. We both ended up on the floor as screams – Ralf’s in particular-filled the classroom and Ms. Meissner sprinted for the fire extinguisher. And then, just like that, the flames disappeared. Ralf was still screaming and patting himself down, but he didn’t have a single singe mark on him. The only indication of what had happened was the lingering smell of smoke in the air. For several seconds, the entire classroom froze. Then, slowly, everyone put the pieces together. Moroi magical specializations were well known, and after scanning the room, I deduced three fire users: Ralf, his friend Jacob, and – Christian Ozera. Since neither Jacob nor Ralf would have set Ralf on fire, it sort of made the culprit obvious. The fact that Christian was laughing hysterically sort of gave it away too. Ms. Meissner changed from red to deep purple. â€Å"Mr. Ozera!† she screamed. â€Å"How dare you – do you have any idea – report to Headmistress Kirova’s office now!† Christian, completely unfazed, stood up and slung his backpack over one shoulder. That smirk stayed on his face. â€Å"Sure thing, Ms. Meissner.† He went out of his way to walk past Ralf, who quickly backed away as he passed. The rest of the class stared, open-mouthed. After that, Ms. Meissner attempted to return the class to normal, but it was a lost cause. No one could stop talking about what had happened. It was shocking on a few different levels. First, no one had ever seen that kind of spell: a massive fire that didn’t actually burn anything. Second, Christian had used it offensively. He had attacked another person. Moroi never did that. They believed magic was meant to take care of the earth, to help people live better lives. It was never, ever used as a weapon. Magic instructors never taught those kinds of spells; I don’t think they even knew any. Finally, craziest of all, Christian had done it. Christian, whom no one ever noticed or gave a damn about. Well, they’d noticed him now. It appeared someone still knew offensive spells after all, and as much as I had enjoyed the look of terror on Ralf’s face, it suddenly occurred to me that Christian might really and truly be a psycho. â€Å"Liss,† I said as we walked out of class, â€Å"please tell me you haven’t hung out with him again.† The guilt that flickered through the bond told me more than any explanation could. â€Å"Liss!† I grabbed her arm. â€Å"Not that much,† she said uneasily. â€Å"He’s really okay – â€Å" â€Å"Okay? Okay?† People in the hall stared at us. I realized I was practically shouting. â€Å"He’s out of his mind. He set Ralf on fire. I thought we decided you weren’t going to see him anymore.† â€Å"You decided, Rose. Not me.† There was an edge in her voice I hadn’t heard in a while. â€Å"What’s going on here? Are you guys? ­you know ­Ã¢â‚¬  â€Å"No!† she insisted. â€Å"I told you that already. God.† She shot me a look of disgust. â€Å"Not everyone thinks – and acts – like you.† I flinched at the words. Then we noticed that Mia was passing by. She hadn’t heard the conversation but had caught the tone. A snide smile spread over her face. â€Å"Trouble in paradise?† â€Å"Go find your pacifier, and shut the hell up,† I told her, not waiting to hear her response. Her mouth dropped open, then tightened into a scowl. Lissa and I walked on in silence, and then Lissa burst out laughing. Like that, our fight diffused. â€Å"Rose? ­Ã¢â‚¬  Her tone was softer now. â€Å"Lissa, he’s dangerous. I don’t like him. Please be careful.† She touched my arm. â€Å"I am. I’m the cautious one, remember? You’re the reckless one.† I hoped that was still true. But later, after school, I had my doubts. I was in my room doing homework when I felt a trickle of what could only be called sneakiness coming from Lissa. Losing track of my work, I stared off into space, trying to get a more detailed understanding of what was happening to her. If ever there was a time for me to slip into her mind, it was now, but I didn’t know how to control that. Frowning, I tried to think what normally made that connection occur. Usually she was experiencing some strong emotion, an emotion so powerful it tried to blast into my mind. I had to work hard to fight against that; I always sort of kept a mental wall up. Focusing on her now, I tried to remove the wall. I steadied my breathing and cleared my mind. My thoughts didn’t matter, only hers did. I needed to open myself to her and let us connect. I’d never done anything like this before; I didn’t have the patience for meditation. My need was so strong, however, that I forced myself into an intense, focused relaxation. I needed to know what was going on with her, and after a few more moments, my effort paid off. I was in. How to cite Vampire Academy Chapter 8, Essay examples

Design and Development of Web Designer Developer Website

Question: Discuss about theDesign and Development of Web Designer Developer Website. Answer: This report is about a portfolio website by the title of "Web Designer-Developer". The report will talk about the motivations, success criteria, technologies used, the rationale for the technologies selected in building the website, design process, and development process. Motivations for the Website A portfolio is essential for a service provider, be it an individual, or a company of any size. For an individual, a personal portfolio site is all about promoting him (Shaikh, 2012). He is a brand, and his name is a brand name. The author of this report is a web designer and developer in training and is pursuing a formal degree in the same field. Thus, it makes sense to get hands-on practice working on a topic that will become a necessity later on, whether the author works solo, as part of a small team, or part of an enterprise. Success Criteria for the Website The success criteria for the portfolio being design are many. The main aim is to get more incoming leads via email, call, or social networks. These leads should ideally be from customers looking to get a website built. Also, any side benefit like more followers/subscribers on the author's social networking profiles, more publicity on search engines (like Google) is also welcome. Another advantage, which concerns technically oriented visitors is the showcase of quality coding practices. Any visitor can view client-side technology source code of any website, and the author aims to display his attention to detail to those who are willing to examine the nuts and bolts of this site. Technologies Used The website is developed using client-side web technologies of HTML (Hypertext Markup Language), and CSS (Cascading Style Sheet). HTML is used for the content as well as annotating the content. CSS is used for providing the presentation to the content. A decision has been made to follow the Web Standards approach to web development keeping in mind the respect for the authority of W3C (World Wide Web Consortium), as well as business benefits (Mozilla Developer Network, 2014). Design Process The aim of the project is to be a portfolio about the author. The author has an inclination towards simple and functional things, and it is helpful is the author's portfolio mirrors his ideology. Thus, a simple design is the goal. The default white background is chosen and a fixed-width for the main content, which is to be center-aligned. Since the use of flashy animations or unwarranted graphics is not the goal of this project, visual variety will be included with the utilisation of variety of font families. Google Fonts will be used to provide a non-standard Serif font (a web font) for site heading as well subheadings, while the whole website will be in a standard Sans-Serif font. The header portion will contain the title of page, along with (coloured) social media icons to its right. The muted colours of the site are expected to encourage the users to notice the coloured icons and possibly follow the author on social networks. The site is designed primarily to be a single column, with a sidebar for on-page content. Since the website is supposed to be a single-page document and contains substantial text, an on-page menu list (unordered) is chosen. This menu may have a light background colour which highlights it without reducing the contrast (and thus the legibility) (Osborne, 2015) of the default coloured black text. Development Process Once the design was formed on the paper, and a basic wireframe drawn on a notebook using a pen, the coding process was started, beginning with the HTML5 doctype. The website is hand-coded to allow for full practice of the web development process, as well as any avoidance of bloated code that an automated software may be forced to produce. Industry best practices are followed throughout the code. W3C's validation services are utilised to verify that the coding process for the HTML and CSS are up to par. The code for the project passes all the validation tests. Writing validated HTML and CSS is a major part of ensuring that the content of the website will be served in all devices and browsers- of the past and future. Also, valid code covers non-traditional devices like large television screens, small mobile devices, and other upcoming technologies to access and interact with websites. During the development of the site, frequent checking of the final site was made by refreshing the pag e in the web browser, and making changes if required, and repeating the process. References Mozilla Developer Network. (2014, November 6). https://developer.mozilla.org/en-US/docs/The_Business_Benefits_of_Web_Standards. Retrieved from Mozilla Developer Network: https://developer.mozilla.org/en-US/docs/The_Business_Benefits_of_Web_Standards Osborne, T. (2015, March 3). Color Contrast for Better Readability. Retrieved from Viget Labs: https://www.viget.com/articles/color-contrast Shaikh, M. A. (2012, December 8). Importance of an Attractive Portfolio for Graphic Designers. Retrieved from InstantShift: https://www.instantshift.com/2012/12/08/importance-of-an-attractive-portfolio-for-graphic-designers/

Motorola Mobility Holdings

Table of Contents Primary stakeholders Secondary stakeholders Motivation plan Challenges to the motivation plan Overcoming these challenges Conclusion References Motorola Mobility Holdings is a company that is based in the United States of America. The company deals in mobile phones and mobile devices, as well as data delivery and end-to-end video. The company is listed in the NYSE market. The parent company for Motorola Mobility Holdings is Motorola, but the two separated in the year 2011.Advertising We will write a custom term paper sample on Motorola Mobility Holdings specifically for you for only $16.05 $11/page Learn More It is important to note that the Motorola Mobility Holdings is currently owned by Google Inc. A new logo for the company was unveiled in June 2013 following its acquisition by Google Inc. Since then, the company can simply be referred to as Motorola-a Google Company. Motorola Mobility Holdings has shareholders who contribute to its investment capital and making major decisions for the company. Its stakeholders have either direct or indirect effect on the performance of the company. This term paper will focus on the primary and secondary stakeholders of the company and evaluate how they can help the company’s CEO in implementing changes and improving the performance of the company. Primary stakeholders These are stakeholders who are internal to the company and they have a direct effect on its operations. They are stakeholders who are directly involved in the economic transactions of the company. They include employees, customers, stockholders, creditors, as well as suppliers. The stockholders of an organization can also be referred to as the shareholders. They contribute the investment capital for the organization. In other words, they are the legal owners of the company. Therefore, they are specially privileged depending on their shareholding capacity (Lawrence Weber, 2011). The main aim of any co mpany’s shareholders is to maximize their wealth. Therefore, they play any role that can help the organization improve its performance and profitability simultaneously. Shareholders are involved in the decision making process of the organization. The decision making capacity depends on the number of shares held by each individual. For instance, the person with the highest number of shares has the highest say when it comes to voting and decision making. Shareholders are also involved in the communication process of the organization. This is done through an elected communication agent. In addition, shareholders of Motorola Mobility Holdings are also involved in corporate social responsibility of the company.Advertising Looking for term paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This is important in that it improves the company’s image in the community, in addition to improving customer loyalty (B ustin, 2004).  The other class of stakeholders is the employees. These are involved in the day-to-day operations of the organization (Lawrence Weber, 2011). Employees of Motorola Mobility Holdings facilitate innovation and use of technology in the organization. Customers are also an important part of the company’s stakeholders. Customers determine the profitability of any organization. When an organization has a high number of customers, its possibility of making high profits is also high. Creditors are the stakeholders who give credit to the organization. They finance the organization’s operations. Creditors are important since they boost the money available for investment. Finally, the suppliers of Motorola Mobility Holdings are the people or parties that supply the company’s goods and services in its supply chain. Suppliers avail goods for sale to the organization. They are important since the quality of goods and services they supply determine the loyalty and trust that customers have on the organization. Secondary stakeholders These are usually external to the organization and they are not involved directly in the company’s transactions. However, they may have an effect on the firm’s performance. These stakeholders are also affected by the organizational actions (Lawrence Weber, 2011). Secondary stakeholders of Motorola Mobility Holdings include the general public, media, as well as business support groups. The actions of secondary stakeholders may affect the organization in that they can improve its profitability or reduce it. For instance, more people will be willing to buy the products if the general public has trust on the company’s products and services. In addition, chances are that many people are likely to trust the organization if the media are positive about the company. The actions of the organization can also affect the secondary stakeholders. For instance, production of quality products, corporate social responsibility and satisfactory services will improve stakeholders’ loyalty to the organization. Motivation plan Topic Timeline Purpose Rationale Message CSR adaptation decision The company should first inform the market of its intention to adopt CSR approach through an official speech or in its website To create awareness among the company’s stakeholders about the intended change and find an appropriate way of executing the modification. This is important since it will ensure that all the concerned parties are involved in the process and that they fully participate, thus the process will be smooth. The company should communicate its intention to implement change, and the benefits associated with the change. There should be a discussion with the stakeholders on how the modification is to be implemented. Experts in the company who have knowledge regarding the intended change should give the best period to make viable proposal. To expand the innovation pla tform and bring more members on board. To establish genuine costs, as well as make decisions in a timely manner This will communicate to the stakeholders of the approach and the intention for the actual change process. Communicating to the public the intended change This should be done after the stakeholders accept the change. To create awareness to the public about the change. An accurate report and plan about the change should be presented. Explain why the company decided to make the changes and the rationale behind the decision. Challenges to the motivation plan Implementation of a change in the organization does not come without challenges. For instance, there are some stakeholders who may oppose the implementation. Such a process is likely to reduce profitability in the short run, and shareholders are likely to oppose the move.Advertising We will write a custom term paper sample on Motorola Mobility Holdings specifically for you for only $16.05 $11/page Learn More In addition, the process may be costly, further reducing profitability and stimulating resistance from shareholders. Some employees may feel insecure in that they see as if they might lose their positions following the changes since a change might completely alter the way business is done at Motorola Mobility Holdings. Overcoming these challenges One of the major ways in which challenges can be overcome is through effective communication about the intention to make changes and the impact of the change (Devito, 2006). This will ensure that all stakeholders are aware of the changes and that they are in agreement. The other way that the challenges can be addressed is by involving all stakeholders in the process. This makes them feel part of the change and support it. Conclusion Stakeholders are an important organ of an organization. Therefore, it is important for the CEO to involve the stakeholders for an organization to make any effective changes in the bid to im prove its performance. Any change to be implemented at Motorola Mobility Holdings should involve all stakeholders. References Bustin, G. (2004). Take charge: how leaders profit from change. Reading, PA: Tapestry Press. Devito, L. (2006). Human communication: New Zealand edition. Auckland, New Zealand: Addison Wesley. Lawrence, T. A., Weber, J. (2011). Business and society stakeholders, ethics, public policy. New York, NY: Wiley and Sons. This term paper on Motorola Mobility Holdings was written and submitted by user Amber F. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

The Adventures of Huckleberry Finn Quotes

'The Adventures of Huckleberry Finn' Quotes Mark Twains novel, The Adventures of Huckleberry Finn (1885), is the famous tale of Huckleberry Finn, who journeys down the Mississippi River with an escaped slave, Jim. The wit and wisdom of Mark Twain shines through in this novel. Here are a few famous quotations from the novel: There was things which he stretched, but mainly he told the truth. The average man dont like trouble and danger. The pitifulest thing out is a mob; thats what an army isa mob; they dont fight with courage thats born in them, but with courage thats borrowed from their mass, and from their officers. But a mob without any MAN at the head of it is BENEATH pitifulness. Music is a good thing; and after all that soul-butter and hogwash I never see it freshen up things so, and sound so honest and bully. All I say is, kings is kings, and you got to make allowances. Take them all around, theyre a mighty ornery lot. Its the way theyre raised. Its lovely to live on a raft. We had the sky up there, all speckled with stars, and we used to lay on our backs and look up at them, and discuss about whether they was made or only just happened. We said there warnt no home like a raft, after all. Other places do seem so cramped up and smothery, but a raft dont. You feel mighty free and easy and comfortable on a raft. Pray for me! I reckoned if she knowed me shed take a job that was more nearer her size. But I bet she done it, just the sameshe was just that kind. She had the grit to pray for Judus if she took the notionthere warnt no back-down to her, I judge. I haint ever seen her since that time that I see her go out of that door; no, I haint ever seen her since, but I reckon Ive thought of her a many and a many a million times, and of her saying she would pray for me; and if ever Id a thought it would do any good for me to pray for HER, blamed if I wouldnt a done it or bust. Then away out in the woods I heard that kind of a sound that a ghost makes when it wants to tell about something thats on its mind and cant make itself understood, and so cant rest easy in its grave, and has to go about that way every night grieving.

Controversy Essay

Controversy Essay Controversy Essay Controversy Essay: Choosing Controversy Essay Topics To write a good controversy essay worthy of attention, you need to start the process of writing with a careful choice of a good topic. The first and the most important issue to keep in mind is that such topics as abortions, gay adoption, or animal experimentation are no longer interesting to explore. Your instructor wants to see fresh topics and fresh ideas. Therefore, start your research and be creative: One of the important elements of controversy essay writing is the value of being indifferent to the topic. While it is hardly possible to have no opinion on the issue, avoid choosing the topics that make you too passionate. For example, if are strongly against smoking in public places, you will fail writing a good controversy essay at least because you have to present both sides of the argument. The second critical aspect of successful controversy essay writing is organization of your ideas. The most recommended structure is the following: introduction, your strongest point, second strongest point, opposing point, refutation, third strongest point, and conclusion that restates your key points. Of course, you will not succeed in writing strong controversy essay if you do not include specific examples to support your points. Therefore, devote enough time to read different articles, look through books, and surf the Internet. Do not forget about citing all borrowed information! You do not want to get F for plagiarizing, do you? Use Custom Essay Writing Services for Your Benefits If writing a controversy essay is a real headache for you, we offer an opportunity to take advantage of our professional custom essay writing services. We will help you with the choice of the topic, outline, research, writing, and editing. Therefore, you do not have to spend endless hours in painful search of the topic and drafting of your controversy essay. Of course, you should never commit yourself to the service that raises concerns about legitimacy. We are among the few sites that fulfill their promises. We meet deadlines and we do not work with ESL writers. Working with our professional team, you get the best results within the shortest deadline. Yes, we can deliver a 5-page controversy essay in 24 hours! It should be noted that we do not resell delivered essays. In other words, your essay is original and written from scratch. Moreover, no client will ever be able to get access to your controversy essay. We treasure the trust of our clients, and try our best to meet requirements of every customer. Read more: Science Research Paper Research Papers Proposal Research Paper Thesis Research Paper Ideas Research Paper Format

Modernity and Modernism Essay Example | Topics and Well Written Essays - 2000 words

Modernity and Modernism - Essay Example The essay "Modernity and Modernism" analyzes the impact of modernism and modernity in the context of the history and culture. In the following parts of this paper, first history of modernism has been included in which a limited introduction of modernism from World War II and evolutionary changes in the architecture, craft, art and design have been provided. It is followed by the segment Le Corbusier’s monuments in Chandigarh in which they have been analysed in the light of the relevant theories. Before the conclusion, the idealist modernism part has been provided. Modernism is both evolutionary and revolutionary process. It does not remain the same but kept changing with the changes social, cultural, economic, personal, and other dimensions of today’s modern society. After the world war one, social, cultural and economic change was felt in which culture; art, design and architecture were mainly affected by the appetite for the change played the main role in this endeavo ur. However, it gained particular momentum particularly after the world war two in which more revolutionary thinking for economy; political activism affected the modernism in which a substantial amount of cultural change was experienced. Two world wars severely affected the modernism and developments taking place in the field of art, design, architecture and craft. In the World War II, millions of people died in which people from involved states as a whole lost sight on the sustained growth and stability of economic and cultural factors.

Item Analysis and Marks Assignment Example | Topics and Well Written Essays - 500 words

Item Analysis and Marks - Assignment Example The two item analysis procedures are beneficial to learning and assessment because they help improve the quality of an exam by identifying items that prepare candidates for retention, revision or removal. Item analysis identifies both good and deficient items and clarifies concepts that the examinees have not mastered (Kubiszyn & Borich, 2010). The risks that come if these items are not administered are that the wrong impression will be got of the student that is not true. Students may fail because there were errors that gave rise to multiple interpretations and not that they did not know. An example of imperfect test may be for example: who was the President of America between 2000 and 2008? A second one may be: Assess the importance of not examining students after end of the course. It is important for the teacher to use both qualitative item analysis and quantitative item analysis because they help to fine tune a test and build reliability and credibility into a test. When we look at qualitative analysis we find that it is subjective as opposed to quantitative analysis and therefore a combination is important to eliminate errors and build credibility into the test (J., 2009). The authors say that marks reflect only academic achievement and not other factors like attitude and effort because of many reasons. One is that factors like attitudes and effort cannot be graded in terms of marks and therefore it would be difficult to rate a student at the end of the learning period. Secondly students come to school to gain knowledge in a specific field and they are subjected to a syllabus and content that thy must cover in order to show their understanding of various aspects of the course. Their understanding of the knowledge covered in the syllabus can only be done by giving them a test to using marks to gauge their achievement (Kubiszyn & Borich, 2010). Unfortunately attitudes and efforts do not compose the content of the syllabus

Modern tragic hero Essay Example for Free

Modern tragic hero Essay Aristotle defines a tragedy as a form of drama defined by seriousness and dignity and involving a great person who experiences a reversal of fortune. This great person is normally held in high regard and possesses a tragic or fatal flaw which contributes to the reversal of fortune. The character must pass through suffering and trials in which they are brought to their limit and, eventually, the character realises their mistake or flaw, and develops as a result of this. Unfortunately, the development invariably comes too late, and the tragedy ends in the characters death. According to Aristotle, a tragedy must induce fear and pity in the audience. Watching a person held in high regard fall leaves the audience wondering if a single mistake could really lead to such a drastic turn of events. The Crucible was written at a time when Miller was summoned to appear before the House Un-American Activities Committee. During the 1940s and early 1950s, the fear of communist sympathisers became so great that under Senator Joseph McCarthy, the committee became paranoid in its search for possible communists. As this was happening, Miller began seeing parallels between the actions of the committee and the witchcraft trials in Salem two hundred years ago: What was manifestly parallel was the guilt, two centuries apart, of holding illicit, suppressed feelings of alienation and hostility toward standard, daylight society. The possession of lists pertaining to possible offenders is a particular link, and Miller fashioned The Crucible around both the events of his time and the Salem witch trials. Miller wrote the play for modern audiences and while John Proctors path is similar to the one defined by Aristotle, there are a number of differences. John Proctor is described as blunt and honest: He had a sharp and biting way with hypocrites, He has a rebellious spirit which leads him to be impulsive and rash on occasions. An example of this is when Parris mentions a faction. Proctor in jest says, Then I must find it and join it. This behaviour typical to Proctor differs a great deal from the repressive norm of the time. His behaviour also leads him to trouble later in the play, as others do not appreciate his more liberal thinking. In Proctors presence a fool felt his foolishness instantly-and a Proctor is always marked for calumny therefore. As a result of his sometimes rebellious attitude, he puts himself in a dangerous position when the hysteria elevates. Proctor is principled and a man of conviction. His refusal to go to church is not motivated by laziness but by a dislike of how Parris runs it. Miller also says that he came to, regard himself as a kind of fraud. Proctor understands that he is not the perfect Christian that he appears to be, and while he remains respected in the village, he himself feels undeserving of such respect because of the sins he has committed. As such, his fear of public humiliation is so great that he is reluctant to act when Elizabeth urges him. To Proctor, the risk of Abigail revealing his sins is too great. Proctor is very weak willed at the start of the play, which highlights his vulnerabilities as a human being while making his change all the more pronounced. He lacks moral courage and strength: strength to do what is right and courage to act, despite the risks on his own reputation. In his actions toward Elizabeth, we see he is loyal and caring. Even though he strayed from his vows, he seeks forgiveness more than anything else and puts off Abigails advances, I will cut off my hand before I reach for you again. He is protective of his wifes feelings, and tries to spare them by deceiving through omission. This is demonstrated when Proctor leaves out that he was alone with Abigail for a moment. However, when Elizabeth finds out about it, she is hurt that he lied, and suspicious of his reasons for doing so. Through this deception, Proctor is inadvertently protecting his own insecurities which, while seemingly non existent to the outside world, he displays in private when with Elizabeth. Proctor lacks confidence in regard to his wife. He feels that he is trying hard to gain her trust but is not getting any response from her: On Saturday let you come with me, and well walk the farm together. This is an obvious attempt to do something romantic with his wife, but Elizabeth is less than enthusiastic. Their inability to face up to their problems and the habit of tip toeing around sensitive subjects prevents the forgiveness that he so craves and keeps their relationship tense. With regard to moral courage, Proctors fear of humiliation makes him indecisive, as the only way to stop Abigails lies is to hurt her. Here he shows his flaws. He doesnt want Abigail to reveal their affair. He doesnt want to hurt her because of his affection and while he knows what she is doing is false, his inaction allows the situation to deteriorate drastically over a short period of time- the start of his fall. Proctor also has a great fear of being judged by others, especially his wife. He says to Elizabeth: Ill not have your suspicion any more, to which Elizabeth replies, John, if it were not Abigail that you must go to hurt, would you falter now? I think not. It is evident that what she says is true, but, because of this, Proctor immediately jumps to his own defence, I confessed, confessed! Some dream I had must have mistaken you for God that day. This reveals his resentment for being judged, and his belief that only God has the right to do so. Elizabeth also points out Proctors confliction and self doubt, I do not judge you. The magistrate sits in your heart that judges you, meaning Proctor is punishing himself for his sins, and channelling his guilt by blaming his wife. In this interaction with Elizabeth we truly see how insecure and weak Proctor is, a far cry from the strong outward appearance he shows to others. His inaction stems from his pride, fear and insecurity, and leads to dire consequences for him and Elizabeth. However, as the play progresses, Proctor goes over a sudden and monumental change. Spurred by the arrest of his wife, the innate defiance in him surfaces and Proctor begins to gain moral courage, becoming committed to freeing his wife. Only in the absence of Elizabeth does John discover purpose and tenacity to do what he has to. He is not yet at the point where he can admit his affair openly to stop Abigail, but he begins to see the extent of the hysteria through Mary Warren and resolves to stop it with the aid of Mary Warren, All our old pretence is ripped away-make your peace with it! He must now contend with Marys weak nature, and it is ironic that at the moment of gaining new strength, he must help Mary overcome her weaknesses and fears. Proctor is still scared for his reputation, but the arrest of Elizabeth is the catalyst of his future development.

E350 Review Essay -- Product Review

Introduction Two door coupe with a V6 engine that can change the thinking of a person. Wasn’t that a confusing and a technical sentence to digest, let it be a bit easier to understand that can put some adrenaline in your thinking? The all new E350 two door car is here which has a power turbine of 6 cylinders in V Formation. Well that’s the converted one, we humans are always in search of showing the other person that you are not worth in this game. The E350 is with the same tag line as mentioned and to hell with other car manufacturers. The E350 is designed with new specifications and listed above all coupes in the Indian auto industry. Well this is a fact which cannot be changed even with the use of some technical jargons to fill up the gap. The E350 is one of the aggressive looking coupe models in the list of the Mercedes Benz. The E350 does not have any collaboration with AMG or Brabus. It is one of the sleek looking cars which have the capacity to do wonders in every possible ma nner. Step inside the E350 and get a feel of true German sports car. Having the E350 in your hands The new car has lots of space which can accommodate 4 adults in ease. Well it’s a two door car and the front seats need to be pulled ahead with force. A cup holder is present between the front and rear seats which gives the passenger some leg room. The cup holder box separates the front and rear seat area where the passenger can stretch his legs. An automatic belt feeder is present in the E350 which straps the passenger and driver. The centre console is present on the steering wheel where the belt feeder button can be activated. Electronic seats are given to the E350 which make it easy to drive the car. You can adjust them according to your needs... ...nt in the car which is activated when there is pressure in the front of the car. Bump sensors are present in the E350 which are activated when there is pressure due to mishap. Automatically doors are unlocked when an accident takes place. This is one of the wonders of enhanced engineering inventions. Cutting points are marked inside the car which is highlighted if the rescuers need to cut the vehicle. Emergency lights are activated when the car has stopped. If the accident has greater impact on the body its engine and petrol supply is cut off. Verdict The E350 is a good deal when it comes to sport driving in India. It has features which are seen in European cars. The E350 is smooth and elegant to drive. You can sense comfort and luxury right when you step inside the vehicle. Cost of the E350 is also perfect as a V6 engine delivers close output to other cars.

Panera Bread Company Essay

SWOT Matrix Stakeholder Matrix Financial Ratios Financial Trend Graphs Responses to Questions Not Answered in the Presentation Business Strategy Functional Area Strategies Assessment of Panera Bread Company? s Strategic Performance Resources Value Chain Assessment of Panera Bread Company? s Financial Performance and Capabilities Strategic Issues Panera Bread Company Faces Management? s Values Organizational Culture Executive Summary: Our consulting team completed an analysis of Panera Bread Company mainly focusing on the opportunities and threats within the industry, Panera? competitive capabilities, and the company? s strengths and weaknesses. The following recommendations contain the opportunity or threat within the industry, the strength or weakness that allows Panera to pursue or defend against the critical issues and the tools needed to take immediate action. We recommend that Panera Bread Company: 1. Open cafes in untapped markets, and focus on utilizing franchising to achieve the desired 1:160,000 cafe: person ratio by 2010. We found that the restaurant industry life cycle is still in growth. This growth coupled with Panera? strong franchising capability offers a significant opportunity for Panera to pursue. To achieve this Panera must first use the current site selection and market analysis processes to chose ideal locations for new cafes in untapped markets. Panera should also utilize this process to assess the logistics necessary to support the potential locations. Next, Panera needs to utilize the established, stringent franchisee selection criteria to identify candidates that are a good fit, and then work with the selected franchisees using the existing franchise assistance programs to educate and train franchisees in Panera? unique brand, vision and culture. Once Panera sets up franchising systems in new markets, the company should measure success by whether or not the 1 cafe per 160,000 people per location by 2010. Panera also must assess the new franchisees based on the historical areas of success. 2. Bolster the current promotional strategy to a more aggressive soft-sell promotional strategy while still utilizing word-of-mouth tactics to increase first-time customer traffic. We found that customers are prone to give newly opened eating establishments a trial. Panera has underutilized potential in its promotional strategy to allow customers to know of newly opened cafes. Panera can pursue the opportunity within the industry if it strengthens the current promotional strategy to promote awareness. This helps Panera promote brand awareness to become a dominant leader in the bakery-cafe industry. To do this, the company must begin expanding to untapped and lowpenetrated markets where customers will not know much about the company. The company must then increase excitement about these new cafes before opening by using guerilla marketing. An example of this is hiring plain-clothed personnel to circulate future and current development sites and engage potential consumers by drumming up interest in cafe openings. The next implementation step is to distribute coded coupons with a two-week expiration period, and an additional coupon to be given to a friend. Success can be measured by tracking new customer foot traffic in the specific cafes and the new cafe? s sales volume in the first six months. 3. Implement the â€Å"Oven Fresh, To Go† program that will increase customers switching costs and reward buyer loyalty through progressive discounts based on levels of return patronage. Our analysis revealed that the restaurant industry is threatened by low switching costs and low customer loyalty. Our analysis revealed that Panera had strengths in buyer loyalty. Panera should first begin steps one month prior to the start of this service using signage and promotion. Next Panera should print menus that displaying the oven fresh option and distribute them at the point of sale. Panera should cross train employees on the oven fresh operational procedures of taking orders and bringing orders to customer? cars. Next Panera should purchase or lease 2 to 3 parking spots per location in close proximity to the door with signs for designated parking. Last Panera should place a pre-paid post card with survey questions inside to-go packaging and place customer loyalty punch card in packaging that rewards returning loyal customers. Panera should track the discounts given by customers. Because of the progressive nature of the discounts, Panera can identify its most loyal clientel e based on the level of the discount rate. 4. Broaden the product scope and service offering to include a wider array of light entrees, dinner fare, and beer and wine available after 4:30 at select locations nationwide. The new offerings will be paired with community events such as wine-tastings and fundraisers to bolster the perceived dinner atmosphere. Our analysis of the restaurant industry led us to determine that there were a large number of buyers available to firms providing an opportunity for increased market share. Our analysis of the competitive capabilities showed that Panera had an internal strength in research and development. Panera needs to utilize the extensive research and development skills to determine ideal menu offerings, portions, price, and locations suitable for beer and wine. The new product offerings will be introduced to a limited number of stores to determine customer response and verify the scalability to ensure quality. The successful food and alcohol items will be introduced to pre-determined ideal locations along with marketing and training support. The final implementation step will be a market survey question at the point-ofsales system that will determine the number of new dinner customers. The ultimate goal of this recommendation is to increase market share for Panera. Macro-Environment: The United States saw 3. 0% growth in the overall economy for the year 2006. Additionally, real disposable income increased by 2. 1% from the third quarter of 2005 until the end of 2006. The unemployment rate continued on a downward trend from a high of 6. 0% in 2003. Unemployment was 4. 65% in 2006. According to the Bureau of Labor Statistics, consumer expenditures were $48,398 and $2,794 was spent on food away from home per household. Because there was overall economic growth, consumer expenditures ere high, and unemployment was on a downward trend, the economy at large was in a healthy state. When economic conditions were perceived as good, consumers were more willing to spend excess income, as opposed to saving or investing. Therefore, consumers were more likely to spend money on eating out for various meals; this was an opportunity for the restaurant industry. The legal, regulator y and political environment was relatively stable in 2006. Because there was a stable regulatory and political environment, business owners were able to operate at a more functional level. Companies were not worried about significant changes to regulations which hinder business growth. Therefore, this stable environment was an opportunity for the industry. The population demographics for the U. S. consumer in 2006 were as follows. The population was 49. 27% male and 50. 37% female; the median age was 36. 4. About 15. 07% of the population was over 62 years old. The median income was $46,326 for a single earner household and $67,348 for a dual earner household. Of the total 299,398,484 consumers, 36. 43% lived in the South Region, 18. 8% in the Northeast Region, 22. 12% in the Midwest Region and 23. 16% lived in the West Region. In the U. S. 31. 7% of persons over the age of 25 were a high school graduate; 18. 3% held a Bachelor? s degree, and 9. 7% held an advanced degree. Because of the large number of variables and the diversity of the U. S. population across all descriptors, the restaurants industry? s target market was large and the individual buyers were small and numerous. This caused decreased competition over potential buyers, and therefore was an opportunity in the restaurant industry. There were two significant societal trends that emerged among restaurant industry stakeholders in 2006. First, the issues surrounding trans-fats in restaurants were coming to a head after a 2003 court case. Consumers called for a ban on trans-fats in restaurant food in many different states. Since this made restaurants appear to be the culprit, it decreased customer satisfaction with local restaurant establishments. This decrease was a treat to the industry. Second, the baby boomer generation was aging, and the children of the baby boomers were moving out. This increased the number of empty nesters in the U. S. With no children at home and both husband and wife working, the couple was less likely to arrive home and feel the need to cook dinner. This phenomenon led to more dinner outings and consumers looking for an establishment to eat a quick and quality meal. Because this increased the numbers of consumers looking to dine out, the aging baby boomer population increased the number of meal occasions and therefore was an opportunity for the industry. Industry Analysis: i. Industry Drivers: The market size of the industry was quite large. Commercial eating places accounted for about $345 billion†¦ The U. S. restaurant industry †¦ served about 70 billion meals and snack occasions, and was growing about 5 % annually. † Based on unit sales of $345 billion, sales volume of 70 billion and a growth rate of 5 % annually, we conclude that the market size of the restaurant industry was quite large and growing. Because when the mar ket size of the competing industry was growing, rivalry among competitors decreased, we conclude that decreased rivalry was a threat for the restaurant industry. The scope of the competitive rivalry was broad. Restaurant chains competed on regional, national and global levels. The product scope was also broad. The industry served breakfast, lunch, dinner and snack covering many ethnic tastes. Because geographic and product scope were wide, industry members competed in many geographic areas and over a wide array of product lines. Because competition was increased, we conclude that the scope of competitive rivalry was a threat for the industry. Market growth rate and position in the business cycle was in the growth stage. The U. S. restaurant industry†¦ served about 70 billion meals and snack occasions, and was growing about 5 % annually. † Because the industry was growing at a rate of 5 % annually we conclude that the industry was still in the growth stage. Because no indication was given that growth rate was declining, we conclude that the rate was not increasing at a decreased rate and therefore not approaching maturity. Because e xpanding buyer demand produced enough new business for all industry members to grow without using volume-boosting sales tactics to draw customers away rom rival enterprises, rivalry in the industry was decreased when the life cycle was in growth. Because rivalry decreased when the industry was in growth, we conclude that the growth rate was an opportunity for the industry. The number of buyers and their relative size in 2006 were as follows. â€Å"On a typical day, about 130 million U. S. consumers were food service patrons at an eating establishment – sales at commercial eating places averaged close to $1 billion daily. † Since 130 million consumers spent $1 billion daily, we conclude that on average, each consumer spent $7. 9 per day. Based on our analysis, we conclude that the number of buyers was large and their relative size was small. Because buyers have more power when they are large and few in number, we conclude that many small buyers was an opportunity for th e industry. The pace of technological innovation in product introduction was fast. â€Å"Most restaurants were quick to adapt their menu offerings to changing consumer tastes and eating preferences, frequently featuring heart-healthy, vegetarian, organic, low-calorie, and/or low-carb items on their menus. It was the norm at many restaurants to rotate some menu selections seasonally and to periodically introduce creative dishes in an effort to keep regular patrons coming back, attract more patrons, and remain competitive. † The constant change in consumer tastes and habits and the rate at which most competitors stayed on top of the changes made product competition very fierce. To stay competitive, establishments needed similar commitment to constant revision of menu items. We conclude that the fast pace of innovation in product introduction was a threat for the industry. Product differentiation in the industry was common. Industry members pursued differentiation strategies of one variety or another, seeking to set themselves apart from rivals via pricing, food quality, menu theme, signature menu selections, dining ambiance and atmosphere, service, convenience, and location. † Despite attempts to differentiate products, the restaurant industry operated in a pure competition environment where switching costs were low and there were many competitors. Because the industry products by nature were weakly differentiated, we conclude that the extent to which rivals differentiate their products was a threat to the industry. The learning and experience curve for the restaurant industry was low. â€Å"Just over 7 out of 10 eating and drinking places in the United States were independent single-unit establishments with fewer than 20 employees. † Because 70 % of competitors were restaurants who could open and close at any time, new entrants did not need large corporate backing and were free to open anywhere. The ability of so many small competitors to enter and compete in the industry indicated a steep learning curve. The steep learning curve and low capital requirement was threat to the industry because of the ease of rivals to enter the industry. i. Five Forces: Our analysis revealed that there were about 624,511 commercial eating locations in the industry. Because rivalry intensifies as the numbers of competitors increase and as competitors become more equal in size and competitive strength, we conclude that the high number of competitors was a threat for the industry. Based on industry sales of $ 345 billion, the leading competitor Starbucks had less than two percent of the market share. This fact coupled with the above mentioned 70% single unit establishments characterized the industry as having many competitors with very small market share. Because rivalry tends to be stronger when competitors are numerous or are of roughly equal size and in competitive strength, we conclude that the small relative size based on market share was a threat for the industry. Switching costs and buyer loyalty were low for the industry. â€Å"Consumers (especially those who ate out often) were prone to give newly opened eating establishments a trial†¦loyalty to existing restaurants was low when consumers perceived there were better dining alternatives. Because low switching costs and low buyer loyalty increase rivalry among competitors, we conclude that low switching costs and buyer loyalty were a threat to the industry. It was not more costly to exit the industry than continue to participate. â€Å"Many restaurants had fairly short lives. † Based on our previous analysis of market share, we determined competitors were small in size and can enter and exit with little capital requirements. Assets were sold easily and the workers in the industry were not entitled to significant job protection. Because rivals had low barriers to exit they did not resort to deep discounts to remain in business. Continuous new entrants increased rivalry. We conclude that the ease of entry was a threat and ease of exit was an opportunity for the industry. The industry’s products were discretionary purchases. â€Å"The average U. S. consumer ate 76% of meals at home. † The fact that consumers could eat at home for less characterized the discretionary nature of the eating out option. Because discretionary spending was not necessary and represent consumers? first costs to cut in economic difficulty, we conclude that the discretionary nature of the purchase was a threat to the industry. iii. Changes to the Industry Structure and Competitive Environment: As of 2006, the restaurant industry was growing by 5% a year. Due to this growth rate there was room for more firms to enter the industry. This changed the industry structure in the coming years by introducing more competitors. However, since the market was not saturated, firms entering were in a business environment that allowed them to obtain new market share. Since the long-term growth rate was increasing there was an opportunity for new firms to gain the growing market share. The average U. S. consumer ate 76% of their meals at home. The average person in 2004 had $974 of income to spend on food purchases away from home. Customers were less likely to be loyal to a restaurant if they perceived a better option available to them. Patrons also used restaurants for more than just eating. Restaurants served as places where people could catch up on work, meet friends, and read the paper. The fact that majority of meals were eaten in the home and that restaurant spending was discretionary, coupled with the fickle and specific nature of the customer created strong competition among rivals, and resulted in a threat to firms. Marketing innovation in product and promotion was especially strong in the restaurant industry. Firms constantly updated their menus to accommodate new trends such as low calorie, organic, vegetarian, and heart healthy foods. Restaurants also utilized Wi-Fi and large television screens in order to enhance the experience for customers. Happy hours and other events served as promotion to attract new customers. The constant marketing pressures created complex rivalries between firms and resulted in an altered industry structure. The industry structure resulted in a business environment where firms diligently adapted and changed with updated marketing mixes. This constant change was a threat within the industry. Entry into the restaurant industry was marked by just over 7 of 10 eating and drinking places being independent, single-unit establishments with fewer than 20 employees. Exit from the industry was frequent and often firms were limited to short lives. The easy entry and exit of firms to and from the industry created a business environment that was fiercely competitive. The ease of new rivals entering and the large failure rate was a threat for firms within the industry. iv. Existing Rivals Competitive Capabilities Analysis: The case did not provide specific information about rivals? resources and strategic goals to formulate conclusive competitive capabilities. v. Key Success Factors: The key success factors in the restaurant industry were dictated by what consumers deemed necessary attributes to have and what allowed the business to profit. Consumers did not dine at particular places that did not possess these qualities because they lost value in their purchase. Also, there were many substitutes that offered the key factors to patrons instead. The particular key success factors related to the restaurant industry were: low-cost production efficiency, customer service, breadth of product line and selection, ability to respond quickly to shifting market conditions, overall consumer experience, image and reputation, and high consumer volume. The first key success factor was low-cost production efficiency, which was crucial in lowering prices for the consumer. When a restaurant could not keep costs low, the high costs were passed through to the consumer with a higher price. If customers did not believe the value in what they were buying was worth that high price, they did not pay for it. Since there were many competitors in the restaurant industry, the consumer shopped around for similar food at a lower price. Restaurants needed to keep these costs low to stay competitive and not risk bankruptcy. Customer service was another key success factor because it added value to the meal. The consumer was not just purchasing food; they were paying for the entire experience. A component of this was having pleasant employees in all customer contact positions. Good customer service skills that made the customer feel comfortable in the restaurant helped to keep customers coming back. When a waitress went above and beyond her normal duties to please a customer, the patron was likely to return because of the great experience offered. Exceeding customer expectations was crucial in attracting loyal customers who returned to the establishment. Another factor for success was having a wide breadth of product line and selection. Restaurants needed to offer many different kinds of dishes to attract a broad group of buyers. Some examples were serving chicken, beef, seafood, and vegetarian. If there were ten dishes or so within each of those categories, the restaurant was offering a large selection and a customer could find a meal they craved. Offering various types of dishes helped widen the breadth of what was offered, such as: breakfast, lunch, dinner, soups, salads, pasta, and sides. There were also various styles of food offered such as Mexican, bland, Cajun, Irish, Italian, Mediterranean, and more. Such a broad selection ensured that customers found what they were looking for. If the consumer saw multiple meals he or she as interested in, he or she returned. The fourth key success factor within the restaurant industry was the ability to respond quickly to shifting market conditions. Customers were constantly changing what they wanted, and restaurants needed to keep up with those changes. If a restaurant had an inability to change its menu, it could not compete with its rivals. Recently, consumers changed their needs to heart healthy, vegetarian, organic, low calorie, and low-carb. This also took into consideration seasonal changes. Soups became more prevalent in the winter than the summer. Certain seasonal soups like pumpkin, squash, and others were craved around the holidays, but not as much during other times in the year. Desserts and specialty beverages followed similar patterns. Restaurants needed to change their menus to satisfy customers? cravings and remain competitive within the industry. Having a good overall consumer experience was extremely important in the restaurant industry. This was crucial in building a loyal clientele that could promote the business through word-of-mouth tactics and regularly dined at the establishment. The overall experience took into consideration more than just food and customer service because it encompassed the entire value perceived by the consumer. This included price, food quality, quality of service, ambience and atmosphere, and having a variety of offerings. Without that great experience, a customer would not return and they could verbally damage the restaurant? s reputation when they told friends about their poor experience. This factor was important to build loyal customers and increase brand awareness. Image and reputation was another key success factor because this was what attracted customers to the establishment. This also created word-of-mouth advertising for a restaurant. When something happened to tarnish a restaurant? s reputation, patrons no longer dined there, which led the company to go out of business. Image and reputation was how consumers perceived the company, which could add value for the customer when it was extremely good. Another key success factor was having high consumer volume. No matter what type of eating establishment, having high customer foot traffic was essential for success. This increased brand recognition, word-of-mouth advertising, and sales. This factor was essential to success in the industry, without it, a restaurant was unable to grow, or even survive. These seven key success factors dictated the industry and how restaurants needed perform in order to remain competitive in the industry. The restaurant industry was purely competitive and extremely risky due to the large number of rivals. The seven factors were areas to focus on because that was what consumers deemed important. Critical Issues the Industry Faces: Our analysis led us to the following critical issues faced by the restaurant industry. There were many opportunities in the industry for businesses to capitalize on. According to the analysis of the industry drivers, we concluded that the business life cycle was still in growth and there was a capacity shortage in the industry. This was an opportunity for the industry. Based on our analysis of the five forces model, we concluded that there were many buyers in the industry with many choices in selection of products. This was also an opportunity for the industry. Based on our analysis of the industry drivers, five forces model, and the changes to the industry structure, we concluded that there were untapped markets and consumers were prone to give newly opened eating establishments a trial. Based on our analysis of the changes to the industry structure and the competitive environment and the five forces model, we concluded there was a threat to the industry in that there was low customer switching costs and low customer loyalty. Panera Bread Company’s Competitive Capabilities: i. Business Strategy: Panera Bread Company? s strategic intent was â€Å"to make Panera Bread a nationally recognized brand name and to be the dominant restaurant operator in the specialty bakery-cafe segment. † Panera intended to achieve this by â€Å"being better than the guy across the street† and implementing a successful business model. Panera? s business model satisfyed customers? needs through providing quality food in a casual setting that continued to bring customers in for the ambiance as well as the food. Panera achieved sufficient profits to cover the costs of providing this value to the customers by selling food in the cafes and by collecting franchising fees and a percentage of franchisee sales. Management intended to grow the number of Panera Bread locations by 17% annually and expand further into suburban markets. Panera focused on achieving a 1 cafe per 160,000 people per location ratio by 2010 through effective use of franchising. Panera intended to build a loyal clientele by employing a superior business model and offering artisan breads as a base of a high quality menu that changed to reflect evolving consumer tastes. The prevailing market in which Panera operated experienced 5% growth in 2006. Thus Panera? s strategy of growth was in sync with market conditions. Furthermore, by focusing on building a loyal clientele through quality breads and a menu that suits customers tastes, Panera tailored the strategy to strengths the company already possessed. Panera? ability to create well crafted, predictive strategies and adapt well to changing conditions with reactive strategies indicated that Panera? s strategy was a dynamic fit to the company and market. Therefore, Panera? s strategy was a good fit for the company. Operating in an almost pure competition environment, Panera faced threats from low cost and differentiated products. Panera employed a best cost provider strategy to take advantage of the large amount of value-conscious buyers who want a good meal and pleasant dining experience at an affordable price. Taking a position as best cost provider, in conjunction with a commitment to â€Å"providing crave-able food that people trust, served in a warm, community gathering place by associates who make guests feel comfortable† helped Panera achieve a strong strategy, but the competitive nature of the industry does not permit the strength of Panera? s strategy to become a competitive advantage. Panera had 0. 5409% market share of the $345 billion annual sales in the restaurant industry. Though Panera was not a dominant operator, this was a relatively big market share, given the nurture of the industry. The company? s profits and number of locations grew from 2002 to 2006. Panera? s strategy led to a strong financial position and a sizable market share. Because Panera? s strategy was a good fit for the company, was strong in the competitive industry, and was financially successful, we concluded that Panera? s strategy was working very well and gave the company a competitive position in the industry. Therefore we feel Panera? s overall strategy, as well as its strategy to grow the business and build a loyal clientele was a strength. ii. Functional Area Strategies: Panera? s marketing strategy contained three distinct initiatives. The first aimed to raise the quality of awareness about Panera by focusing on quality crave-able food the consumer can trust, and by enhancing the appeal of its bakery-cafes as gathering places. The second initiative focused on boosting awareness and trials of Panera at multiple meal times. The third initiative was to increase consumers? perception of Panera as a dinner option. Throughout the entire marketing strategy Panera avoided hard-sell, in-your-face advertising. Panera preferred consumers â€Å"gently collide† with and discover the brand. As Panera performed well financially in past years, this marketing strategy was successful. However our analysis led us to conclude there was an untapped potential in the soft-sell marketing technique. This was a weakness that Panera must bolster to pursue industry opportunities. Panera? s production and distribution strategy was to use economies of scale and centralize operations for the dough making process. There were 17 regional fresh dough facilities to service the 1,027 Panera bakery-cafe locations. By controlling the process at central locations Panera was able to ensure consistent quality and dough making efficiency. Panera? s production strategy supports the overall strategic intent of being better than the guy across the street and ensures quality to keep customers coming back. Because Panera? s production strategy supported the company? s overarching strategic goals, we concluded that the strategy was working well and was a strength for Panera. Panera had a unique franchise system. Each franchise license was for a multi unit deal, usually for 15 bakery-cafes to be opened over six years. Panera only granted licenses to applicants who met stringent criteria. These criteria included a net worth of $7. 5 million or more, access to resources that would allow for the expansion of 15 locations, real estate and multi unit restaurant operator experience and commitment to Panera? s brand, culture and passion. Historically, Panera? s ambitious franchising model was a success. Franchisees indicated a high level of satisfaction with Panera Bread Company? s concept, support and leadership. Likewise, Panera reported satisfaction with the quality and pace of franchisee openings and the franchisees? perations. Panera committed limited fiscal resources to franchising; the company did not â€Å"finance franchisee construction of area development payment, or hold any equity in any of the franchise-operated bakery-cafes. † Because the franchising model supported the company? s intent to grow to a dominant restaurant operator, we concluded Panera? s franchising system was a streng th. Panera committed to constantly staying in tune with consumers? changing tastes for the base of the research and development strategy. Panera regularly reviewed the menu and revised the options to sustain customer interest. When developing new products, Panera first made the menu items in test kitchens before introducing them in a select few bakery-cafes. Panera used the test kitchens and select rollouts to determine customer response and ensure that the products could be produced in mass quantities and still maintain the high quality standards associated with the Panera brand. The successful products were then introduced in all the chain locations and integrated into menus. Because it helped keep up the Panera standard for quality food that customers craved, the research and development aspect of Panera? s strategy supported the marketing strategy. Furthermore, by ensuring consistently high quality food that consumers depended on, Panera? s extensive research and development supported the company? s strategic goal of becoming a dominant operator in the restaurant industry. iii. Assessment of Panera Bread Company’s Strategic Performance: -Business Strategy Performance The strategic intent of Panera was to become a nationally recognized brand and dominant operator in the specialty bakery-cafe segment. In 2005 Panera Bread was the highest rated for the fourth year in a row among competitors in the Sandleman ; Associates national customer satisfaction survey. Panera had also won â€Å"best of† awards in 36 states and across a range of markets. In addition, â€Å"J. D. Power and Associates? 2004 restaurant satisfaction study of 55,000 customers ranked Panera Bread highest among quick-service restaurants in the Midwest and Northeast regions of the United States in all categories, which included environment, meal, service, and cost. † Panera created this nationwide renown through the successful implementation of the company? s business model. In 2006 Panera opened 155 company and franchise owned cafes bringing the total units to 1,027 in 36 states. The continued expansion of cafes in new markets showed that Panera was operating successfully within the framework of the intended strategy. However, Panera managed to open only 1 cafe per 330,000 by 2006. So, although Panera had begun the process of increased penetration into markets, the benchmark given of 1 cafe per 160,000 people in 2010 at the time of the case had not been reached. Therefore a complete analysis of the success of the growth strategy was not possible. Panera differentiated the bakery-cafes by implementing several important menu changes that addressed the targeted consumer needs and trends. The addition of â€Å"good carb† breads, antibiotic-free chicken, and an artisan line of sweet goods were employed as part of a differentiation strategy. In 2005-2006 Panera introduced the G2 concept in an attempt to bolster the dining environment, thus providing more value for the customer. There was no data to support or deny the effectiveness of these strategic moves. -Functional Area Strategic Performance Due to fact that the Panera won considerable accolades in consumer satisfaction, we determined that its marketing initiative of developing customer awareness of the quality and trust-worthiness of the company? s food was working. The second initiative of boosting awareness and trial of dining at Panera Bread at multiple meal times had not been shown operationally. Therefore, we were not able to determine the performance of this strategy. The marketing data showed that, â€Å"85 % of consumers who were aware that there was a Panera Bread bakery-cafe in their community or neighborhood had dined at Panera on at least one occasion. † From this data, we concluded that the strategy was sound to pursue and specifically implement. The third initiative of increasing consumers? perception of Panera as a dinner option had not yet been implemented with specific steps. The marketing research showed that 81% of consumers indicated a â€Å"considerable willingness† to try Panera at other meal times which supported following this strategy into the implementation phase. Panera? s production and distribution goal was to ensure lowered costs and quality control with a strategy of centralized locations taking advantage of economies of scale. The quality of the product was evidenced by the many â€Å"best of† awards and other consumer satisfaction accolades. The lowered costs due to economies of scale and the high quality of the products indicate that Panera? production and distribution strategy was successfully implemented and executed. Panera pursued a unique franchising model based on multi-unit, multi-year deals with franchisees who were selected based on stringent criteria. The franchised cafes performed better in return on equity investments and average weekly and annual sales than company-owned cafes and were also equally or slightly m ore profitable. The measured success of the franchisee owned stores showed that the franchising model strategy was performing well. The research and development strategy was to stay in tune with customers? changing tastes. The implementation consisted of regularly reviewing and revising the menus, and the use of test kitchens for exploring new products and determining customer response. In 2003 Panera scored the highest level of customer loyalty among quick-casual restaurants, according to a study conducted by TNS Intersearch. This customer loyalty indicated the success of Panera in anticipating customer needs through the company? s research and development strategy. iv. Resources: Panera had skills and expertise in sight selection and cafe environment. They chose sights and cafe environment by the following method. Based on analysis of this information, including the use of predictive modeling using proprietary software, Panera developed projections of sales and return on investment for candidate sites. † This recourse was difficult but not impossible to copy. The length of time it would last depended on how hard competitors chose to work to develop similar technology. This resource was really c ompetitively superior because no other competitors had it. It could not be trumped by rival? s resources because the same software had to be developed before competitors could use it. Because this resource was hard to copy, competitively superior, potentially long lasting and could not be trumped by rivals? resources, the site selection and cafe environment was a competitive capability. This competitive capability was a strength that gave Panera a competitive advantage. Our analysis revealed that Panera? s advertising and promotion strategy was too weak. They had underutilized promotion potential. Panera? s strategy was to raise the quality of awareness by the â€Å"caliber and appeal of its breads and baked goods, by hammering the theme â€Å"food you crave, food you can trust. Panera also aimed to â€Å"raise awareness and boost trial of dining at Panera Bread at multiple meal times (breakfast, lunch, â€Å"chill out† times, and dinner. )† Panera avoided hard-sell approaches, preferring â€Å"instead to employ a range of ways to softly drop the Panera Bread name into the midst of consumers as they moved through their lives and let them „ge ntly collide? with the brand; the idea was to let consumers „discover? Panera Bread and then convert them into loyal customers by providing a very satisfying dining experience. † This approach was a great concept and successful to an extent, however we conclude that because many of Panera? competitors were using more aggressive promotion, the current strategy was not aggressive enough. â€Å"Management claimed that the company? s fresh- dough-making capability provided a competitive advantage by ensuring consistent quality and dough-making efficiency. † Because this dough making capability allowed Panera to maximize the production capacity, used no preservatives, did not freeze the product and control the quality of the dough by making it themselves, this recourse was hard to copy. How long it would last depended on strengthening competitor capabilities and their interest in the dough making market. Based on the first two tests, we conclude that this capability was really competitively superior and could not be trumped by rivals? capabilities and therefore a competitive advantage. Panera? s franchise system used superior intellectual capital with the use experienced and capable workforce. The success of the franchise system was an example of proven managerial know-how. The site selection software granted the franchises cutting-edge knowledge in technology to choose locations and cafe environments. The stringent franchisee requirements employed only the most dedicated, well capitalized and capable franchisees as managers. The franchise system was hard to copy because of the stringent requirements for the franchisees, managerial know-how and the proprietary site selection software. Site selection system would tend to last because of how difficult it was to copy and could not be trumped by rivals because it was so rare, and was characterized by a gradual learning curve. This analysis led us to the conclusion that Panera? s franchise system was a distinct competitive capability and therefore gave Panera a competitive advantage. The product research and development program was also an example of Panera? superior intellectual capital. â€Å"Product development was focused on providing food that customers would crave and trust to be tasty. New menu items were developed in test kitchens and then introduced in a limited number of the bakery-cafes to determine customer response and verify that preparation and operating procedures resulted in product consistency and high quality standards. If successful, they were then rolled out system wide. † The research and development system was hard to copy because of the gradual learning curve and constant need for revision. Because every competitor was also engaged in tactics to improve product development, we conclude that this intellectual capital was only hard to copy in Panera? s specific product line. Because it was not generally hard to copy we do not conclude that it was competitively superior. Based on our analysis, we conclude that Panera? s product research and development was a resource capability and therefore strength, but it was not a competitive advantage because many competitors have the same resources. Panera? s financial position was an important resource. Panera had a low debt to equity ratio. In 1998 this strategy began with the sale of Au Bon Pain for 73 million in cash. This strategy was well served by the franchise system. â€Å"Panera did not finance franchisee construction or area development agreement payments or hold an equity interest in any of the franchise- operated bakery-cafes. † The franchise system allowed Panera to keep long term levels debt low. This allowed Panera to use cash reserves and or take on long term debt at lower costs when capital was necessary to seize opportunities. Panera? s financial position was a resource capability because it was hard to copy. The resource tended to last long because the franchise system kept debt low. It was not really competitively superior because other competitors could have had similar financial positions. Because this capability was hard to copy but it was not competitively superior, we conclude that it was a capability and there for strength, but not a competitive advantage because others may have a similar financial position. v. Value Chain: -Inbound Logistics The case does not provide enough information to comment on the inbound logistics that Panera has with suppliers. However, each franchisee purchased dough directly from Panera Bread. Panera had an interest in each of the franchised stores succeeding because the company received 4%-5% royalties from sales continually. This meant Panera as the supplier had an interest to keep prices of dough as low as possible to maintain viable franchise operations. -Operations Panera provided and required comprehensive front and back of house training, market analysis, and bakery-cafe certification. This corporate level tactic impacted the company? franchised and company owned stores by enabling Panera to develop systems used by all the cafes thus applying economies of scale to operations. Since each cafe-bakery did not have to develop its own operations structure this reduced costs for each store. In addition, the methods Panera introduced to each store had proven historically successful, thus increased the learning curve for a new cafe and lowered costs. Panera had a policy to not finance new franchisees, area development payment agreements, or hold any equity in the new cafes. This operational model resulted in minimal long-term debt and low capital intensity to expand the Panera brand. All the cafes offered an assortment of 20-plus varieties of bread baked daily and as of 2006 at least 22 types of sandwiches. Each of these breads and sandwiches were regularly reviewed to determine whether the products matched regular customer needs, new consumer trends, and seasonal relevance. The complexity of the product line enabled Panera to match menu items with a variety of customer needs. This process ensured that weak selling items would be removed limited excess inventory. Outbound logistics Each franchisee purchased dough directly from Panera Bread. Each dough making facility was able to produce dough for six bakeries. The fresh dough was sold to both companyowned and franchised bakery-cafes at a delivered cost not to exceed 27% of the retail value of the product. These costs margins were achieved by producing the dough at central locations employing economies o f scale. -Sales and Marketing Panera used focus groups to determine customer food and drink preferences, and price points. This work was done by only a few individuals at the corporate level and scaled to the rest of the cafes. The existing company and franchise owned cafes would be able to take advantage of this market information and reduce costs associated with sales and marketing information. The franchising model Panera used required the franchisee to pay 0. 7% of total sales to a national advertising fund and 0. 4 % of total sales as a marketing administration fee. Franchisees were also required to spend 2. 0 % of total sales on advertising in local markets. Panera contributed similar amounts of capital from the company owned stores. Requiring the franchise owned cafes to pay a significant portion of marketing costs allowed Panera Bread to lower the company? s capital contribution. -Research and Development New menu items were rolled out in limited cafes and developed in test kitchens prior to nationwide release. This process addressed two cost drivers. First, by employing economies of scale individual cafes will not have to spend resources and capital investing in the development of new menu items. Second, through the expertise of the advanced research and development department Panera ensured both quality of product and process. This resulted in less product waste and increased customer satisfaction and in turn lowered costs. -Integrated Value Chain Effect Panera Bread utilized both structural and executional cost drivers to lower costs on the value chain particularly in inbound logistics, operations, outbound logistics, sales and marketing, and research and development. The cost reduction across the value chain gave Panera a strong capability. vi. Assessment of Panera Bread Company’s Financial Performance and Capabilities: Panera Bread Company showed growth in its profitability from 2002 to 2006, but there were no industry standards presented to compare the numbers in relation to the industry and individual competitors. Panera Bread Company stated a desired growth rate of 17% each year, and the sustainable growth rates from 2003 to 2006 were all above this desired rate (See Financial Ratios Section), but the internal growth rates were slightly lower for these years (See Financial Ratios Sections). For the most part, Panera Bread Company showed consistent results for the profitability financial ratios calculated. Therefore the company maintained management? s objectives and values each year. Panera? s ability to maintain cash reserves allowed the company to expand and open new cafes while maintaining management? s goal of not taking on large amounts of long-term debt. Panera Bread Company showed increased revenues as the number of cafes increased, which shows company growth (See Financial Trend Graphs Section). Also, Panera? current ratio was 1. 16 in 2006, which shows the company was able to satisfy all current obligations from operating activities without the need for long-term financing. Since Panera strives to decrease long-term debt, the cash reserves could be used for expansion without the need to restrict assets for future obligations. The company presented low total debt and debt-toequity ratios which allowed the company to avoid overleveraging itself. This also left so me capacity for the company to take on long-term debt if deemed necessary during expansion. The company created a strong financial position for itself by having available cash reserves and diminishing the amount of long-term debt assumed. This created an opportunity for expansion. vii. Strategic Issues Panera Bread Company Faces: The strategic issues that Panera faced were as follows. Our first strategic issue was Panera? s potential to use its internal franchising capabilities to take advantage of the fact that the industry life cycle remained in its growth phase. The second strategic issue Panera faced was how to alter its existing promotion strategy in untapped markets in order to take advantage of the opportunity presented by customer? s willingness to try new restaurants. The third strategic issue was how Panera could use its internal capability to build loyal clientele to defend against the threat of low switching costs and low customer loyalty. The final strategic issue was how Panera could use its internal capability of advanced research and development skills to take advantage of the large number of buyers within the industry. iii. Management’s Values: Management valued the enthusiasm Panera Bread cafes showed for the quality and value of the products offered. The main example was in the company? s dough making capabilities. Panera believed that actions spoke louder than words, so the company needed to show the high quality of its food to the customers. Management believed that the â€Å"attractive menu and the dining ambience of its bakery-cafes provided significant growth opportunity, despite the fiercely competitive nature of the restaurant industry†. Management strived to become the dominant operator within the bakery-cafe segment as well as a leader in the specialty bread segment while making its brand name nationally recognized. Another key value within Panera? s management was maintaining a debt-free balance sheet. The ability to uphold this value came from the company? s franchising model because the franchisees financed the majority of the cafe building expenses. Management stressed the quality of the food and service offered and knew that all other goals, such as expansion, recognition, and holding a higher market share, would simply fall into place as a result. x. Organizational Culture: Panera Bread Company? s organizational culture began with the overall company and the dough-making facilities and spread out to the bakery cafes, whether company owned or franchised. Panera Bread Company was centered on its dough-making capabilities. The company guaranteed freshness and high quality in each dough it created. The dough was then passed to the cafes, where it was baked fresh and delivered to the customer. The quality controls within the company were maintained through the entire process to ensure that the customer would be pleased with his purchase. Quality was the basis for success, and quality was what the company relied on to generate loyal customers. Franchising was also a crucial aspect to Panera? s organizational culture because cafes were where the majority of customer contact occurred, and it was the basis for some of management? s values. Panera? s franchising model was extremely stringent, so only certain individuals were able to have cafes. There were eight criteria that had to be met in order to be considered, and a passion for fresh bread was one of them. Panera ensured that each franchisee had the capital and prior knowledge necessary to succeed. The stringent criteria and Panera? s site selection technology provided a strong basis for cafe success, which in turn led to a strong and satisfying organizational culture. Although Panera did not own the franchised cafes, the company dictated where supplies could be obtained to ensure quality. Panera also trained the franchisees so they could operate on their own successfully, but turn to the company for guidance when necessary. The open environment was helpful without it being too overbearing. The strength in the organizational culture was a contributing factor to Panera? success and continued growth. Appendices i. ii. iii. iv. v. SWOT Matrix Stakeholder Matrix Financial Ratios (See attached Excel file) Financial Trend Graphs Responses to Questions Not Answered in the Presentation i. SWOT Matrix STRENGTHS: -Strong and attainable growth strategy -Ability to build a loyal clientele -The business model -Franchising system ; site selection and proprietary software -Research and Develo pment ; Product Innovation -Financial position – lack of long term debt -81% of frequent and moderately frequent customers indicated a willingness to try Panera for multiple meal times WEAKNESSES: -Under utilized potential in promotion strategy -Frequent diners only come at one meal time per day -Only located regionally OPPORTUNITIES: -The industry life cycle is still in growth -Low cost substitutes viewed as lower quality ; value -Large number of small buyers in the industry (Lack of buyer bargaining power) -Buyers are characterized as likely to give new restaurants a try THREATS: -Low switching costs/low customer loyalty -Product is a discretionary purchase -Substitutes are convenient and lower priced -Wide breadth of competitive rivalry -Steep learning curve ii. Stakeholder Matrix Stakeholders Companies, Groups, And Individuals Type/Nature of the Relationship/ What We Do For Each of Them -A chain of cafes perceived as a neighborhood bakerycafe which can be found in various locations around the U. S. and quality is consistent in all locations Needs How We Satisfy Those Needs Customers -U. S. Consumers -A quality food option which is perceived as a good value -A pleasant dining experience with good service and a warm ambiance -By providing quality food in a casual setting that continued to bring customers in for the ambiance and the food -Creating food consumers crave and can trust at all locations Competitors -Independent single-unit establishments with fewer than 20 employees -Competed on a local level, as Panera desired to be seen as the local, neighborhood cafe and gathering place -Fast-casual restaurants -Competed on inviting dining environment, quality of food and enticing menus -Commercial eating institutions -Competed on price, service, ambiance, overall experience and convenience -Provide a successful franchising model to be pursued by highly -Preopening assistance with market -Provided market analysis and site selection assistance, lease review, Employees -Franchisees capitalized, experienced and passionate individuals analysis and site selection, training programs, leadership new store opening assistance, a comprehensive initial training program, and a program for hourly employees, benchmarking data regarding costs and profit margins, company developed marketing and advertising programs, neighborhood marketing assistance Shareholders -Owners of the 31,313 shares outstanding -The community of the regional markets of company and franchised cafes Provided a stable company to invest in -Do not pay dividends -provide a gathering place for locals and visitors and support the community the locations operate in -A food option and company that adds value to its product and the community at large -Panera sponsored local community charity events Community iv. Financial Trend Graphs: Net Income 70000 Net Income (Millions) 60000 50000 40000 30000 20000 10000 0 2002 2003 2004 Year 2005 2006 This figure shows the net income for Panera Bre ad Company from 2002-2006. It depicts a steady increase in net income each year. Net Cash Provided by Operating Activities Nat Cash Provided by Operating Activities (Millions) 120000 100000 80000 60000 40000 20000 0 2002 2003 2004 Year 2005 2006 This figure depicts the net cash provided by operating activities for Panera Bread Company from 2002 to 2006. It shows an increase over time, except from 2005 to 2006. Open Cafes 700 Number of Cafes Open 600 500 400 300 200 100 0 2000 2001 2002 2003 2004 2005 2006 Franchised Cafes Company Owned Cafes Year This figure shows the number of cafes opened at the end of each year. It depicts growth within the company. It also shows that franchise-owned cafes are more prevalent than company-owned ones, which shows success in the company? s franchising model. Store Revenues 2500 Store Revenues (millions) 2000 1500 1000 500 0 2000 2001 2002 2003 Year 2004 2005 2006 This graph shows a steady increase in revenues for each cafe over time. v. Responses to Questions Not Answered in the Presentation: Alterations to Opening Cafes in Untapped and Low Penetrated Markets Recommendation Our recommendation needed to be altered to provide a separate action plan from recommendation to pursue a more aggressive soft-sell promotion strategy. We altered this recommendation by moving Panera? s focus when opening new bakery-cafes using the superior franchising model to solely untapped markets. These untapped markets would allow for sufficient growth to achieve the desired 1:160,000 ratio. Alterations to the More Aggressive Soft-Sell Promotional Strategy Recommendation: Recommendation two needed to be altered from a marketing strategy to a purely promotional strategy. Panera needed to promote its quality menu by implementing the suggested promotional strategies in its bakery cafes. The purpose of the promotional campaign was to bring new customers into the cafes. This satisfied the opportunity within the industry that customers are prone to try newly opened eating establishments in their community. The campaign needed to be implemented in untapped and low-penetrated markets in order to develop brand awareness by attracting new patrons. Though it may help, it will not be as successful in the highly-penetrated markets because Panera is already an established company with high brand awareness and loyal customers. Alterations to Implementation of â€Å"Oven Fresh, To Go† Program Recommendation In response to your concerns regarding recommendation three, we agree that our implementation of â€Å"Oven Fresh, To Go† did not specifically address the low switching cost threat by rewarding return customers for their loyalty. To resolve this issue, we altered the implementation steps to include a punch card in the to-go packaging that would reward existing â€Å"Oven Fresh, To Go† customers for their loyalty and raze their switching costs with progressive discounts based on their level of return patronage. Alterations to Broaden Product Scope Recommendation During the presentation of the recommendations there was concern that recommendation 4 did not adequately address the goal of increasing market share. The primary concern was that offering an expanded dinner menu after 430 pm would not be incentive enough to overcome factors of image, location, and substitutes for Panera to obtain a relevant increase in market share. To bolster the strength of our recommendation and overcome the aforementioned hurdles to success we have amended our recommendation to include the addition of beer and wine at select Panera locations. A Panera site will qualify for alcohol consideration if the area demographics and local legal and regulatory environment are ideal. Selected locations will participate in wine-tasting and other events to engage the surrounding community. The combination of new menu items and select sites serving alcohol will create a new and lively experience for dining at Panera.