Going to College Essay Example for Free

Going to College Essay Going to college really does open a new chapter in everyone life, the beginning of new friendships, opportunities and growth. As a college student, a new student will be introduced to new areas of interest, broaden his vision of possibilities, establish and accomplish goals, develop lifelong friendships and define him or her in ways that he can imagine. Anyone on Earth already asked, or will ask himself where he would be in 10, 20 or even 30 years down the road. It is hard enough imagining what his life is going to be like in a year or two. Questions like â€Å"Where do you want to be today, tomorrow and in the future? † might be hard ones for young teenagers, who just graduated from high school. Attending college will help anyone answer those questions, develop a realistic plan for accomplishing his goals, and equip him with the knowledge and skills he will needs to see his goals through to the end. We usually assume that a college degree is necessary when it is not actually. We can also noticed that, because we place so much emphasis on degrees, people who have not attended college think of themselves badly, and this lack of self-confidence can really impede their success. There are some people for whom the college is actually not the best way to learn. However, a college education is an opportunity for everyone to learn what he loves. A new student can actually take the time to enjoy learning what he is truly passionate about. If he is interested in a variety of things and he is not sure where to focus, he can take his time to try them all. Nobody should look at college as a long-term contract that he is not going to be able to get out of once he starts. Anyone should feel like he needs to decide on a major area of study before starting college. College is a time for everyone to test himself, explore his interests, see what the possibilities are, and to see what he can achieve. Most other students attending college are going to be in the exact same boat. There are also a variety of resources, provided by most universities, to help anyone through college, including academic advisors, professors accessible on campus, tutoring academic support, full-time counseling staff and more. While the prospect of attending college may seem a bit daunting and even suffocating, a graduated high school teenager should not forget that he will still get to live his life. He will be able to participate in a variety of extracurricular activities, social groups, maintain a job, or even pursue a career while completing his studies. He may even find that college ends up being much more enjoyable and fulfilling than he ever expected. There are additional reasons as to why it is important to go to college. When students experience a post-secondary education, they have the opportunity to read books and listen to the lectures of top experts in their fields. This stimulation encourages students to think, ask questions, and explore new ideas. So, â€Å"why should you go to college? † The reasoning does not begin and end with the job aspect. A good education is beneficial from many different viewpoints. If any teenager is still asking himself why he should go to college, it is important to remember the significant amount of opportunity available for college graduates. The global economy is becoming increasingly more competitive, and in order to give him the best chance for a well-paying job, he must first understand the importance of college education. Attending college provides students with the knowledge and experience they are unable to receive from a secondary education, and finding a way to fund a higher education now can pay off in a huge way in the years to come.

Design And Atmosphere In Customer Expectations About Restaurants

Design And Atmosphere In Customer Expectations About Restaurants What defines a good restaurant? A good location, wide variety of food offered and prices certainly are crucial factors but the best food in town wont help a restaurant out if the ambience is just not right and customers dont feel comfortable. Some like it entertaining and lively, others prefer quieter atmospheres. Perfect Design cant promise a charming atmosphere but can sometimes even seem boring. In this study different categories of restaurants will be identified, combined with an empirical research using three restaurants of different categories. Every important aspects of atmosphere creation will be explained and recommendations will be given. 1 Introduction and statement of relevance Aims of the BBA Thesis The aim of this Thesis is to identify the special aspects of customer satisfaction and analyze the importance of design and atmosphere in a hospitality establishment, specifically in a restaurant environment. It will examine whether or not design is an important factor shaping customer expectations about a restaurant. Different techniques of interior design and atmosphere creation will be identified such as usage of colors, lighting, use of smells and music. Further the thesis will explore successful design concepts in the Hospitality industry. The human senses that can be stimulated by design will be discussed and the therefore created emotions and their possible benefits to the hospitality industry identified. It will show how ambience affects consumer behavior and whether it can serve as a critical factor in determining the success or failure of a business. The thesis will also include examples of such successful design concepts. Analytical Procedure Publications will be studied and used to give an understanding of the term design, in relation to ambience creation. Different techniques and terms of design will be explained with the help of several publications provided in the list of resources. After giving the overall understanding of the given topic, the actual research analysis begins. Using the website www.onlineumfragen.com, an online questionnaire was designed, featuring pictures of three restaurants of different design categories. First there are questions about the overall design and atmosphere aspects of each individual restaurant (named Restaurant A, B and C in the questionnaires). Later the respondents will be asked to choose one of the three to plan a special event (e.g. their birthday) at. Choosing to conduct the survey online gave the opportunity to define a population using networks such as Facebook (www.facebook.com). A group was created on April 22nd 2010 and 1427 people were invited to join the group and kindly asked to complete the survey. After a week, the group was closed on April 29th. By then 201 people took part in the survey. After defining the relevance of design as a factor in customer expectations about a restaurant and how it therefore affects satisfaction by the example of three restaurants, the paper will give recommendations to enhance customer satisfaction and then conclude on the findings that were determined by the study. Restaurant Design In past times Interior Architecture or Interior Fitting described the very same process but the term Design became much more appropriate in todays world. Besides planning and handcraft Design involves intention and craftiness. Restaurant Design requires experience and precise know-how. Looking at the industry one realizes that there is a lot of competition in an immense marketplace. Chances of surviving challenges like an economic crises or even just a change to a new trend seem very low nowadays. According to Kotler (1983) the field of Marketing Research identified the importance of design and atmosphere in restaurants. The meaning of the total product gained importance, meaning the Restaurant and everything that comes with it. The tangible product, meaning the food and beverage aspect of the Restaurant play a minimal role in the buying decision of the customer. Kotler even claims that in some cases the atmosphere alone influences the buying decision the most. Design creates a new world of experiences In any given situation, whether in an upscale restaurant, in a dining car of a train, a simple tavern on the countryside, the guest should always be the center of attention. In any successful business t is essential to care about the customer and try to fulfill his or her needs by all means. Especially in todays world, consumers are looking for change and want to get away from it all. This also means that it is not sufficient anymore to count on having a renowned chef and excellent food in your restaurant anymore. It is more and more necessary to distinguish your restaurant through first-class service and create that special atmosphere in which guests will feel comfortable and the more will be animated to consume. It takes much more than simply changing the color of the walls, putting up new curtains, changing the lights, buying new tableware or furniture when planning and designing a restaurant. The architecture and the design of the actual space create the stage for the play, in which the idea and concept of the owner or designer have to be visually translated to the guests. The challenge here is to prepare guests for a culinary experience. This can be achieved through the right use of colors, materials and lightning to stimulate all five senses and thus prepare for consumption and pleasure. Significance of design and atmosphere in Restaurants Eating out has become as much a lifestyle choice and form of entertainment as a source of nourishment. (Ryder, 2007) The 7th P of Marketing and the 5 Senses of Man The 4Ps of Marketing (Product, Price, Place and Promotion) have for a long-time counted as the Marketing classics. When looking at the Marketing Mix of a service we shall add three more Ps. These are: People, Process, and Physical evidence. People in this case simply means Staff should have the appropriate interpersonal skills, attitude, and service knowledge to provide the service that consumers are paying for (Service Marketing Mix: The 7Ps). Process refers to the systems used to assist the organization in delivering the services. More important in this study though is the last of the Ps: Physical evidence. Physical Evidence is the element of the service mix, which allows the consumer again to make judgments on the organization. If you walk into a restaurant your expectations are of a clean, friendly environment. On an aircraft if you travel first class you expect enough room to be able to lie down! à ¢Ã¢â€š ¬Ã‚ ¨Physical evidence is an essential ingredient of the service mix, consumers will make perceptions based on their sight of the service provision which will have an impact on the organizations perceptual plan of the service. (Service Marketing Mix: The 7Ps) Now besides this crucial 7 Ps, there are also the 5 S that are of importance here. In other words, it the 5 senses of man play a fundamental role in the buyers decision-making process. Man gathers all information through his environment. We experience our surroundings through our senses of sight, hearing, taste, smell and touch. Since Man is exposed to a stimulus satiation by todays industry, the sense of sight evolved as main criteria for perception of the surrounding environment. The sense of sight The sense of sight is the most dominant of senses in todays times. 70 to 80% of our perception is influenced by the sense of sight (Sehsinn). The human sense of sight can and should be stimulated in many ways by gastronomy. The interior furnishing, the color schemes, the lightning techniques, various design contrasts, the cleanliness of the establishment and even the appearance of the staff are significant aspects that can determine the success or failure of a business. All these factors also help to create a lasting image of the establishment in the customers mind, and can therefore result in to a customer that will return and recommend the restaurant to friends. If these aspects fail to stimulate the sense positively, the customer is sure not to return. The sense of hearing The sense of hearing allows Man to experience sound, noise and words and is fully developed already 4 to 5 month prior to birth (Senses, 2007). In Gastronomy there are multiple ways to stimulate this sense, on one hand there is the background music that is often used to create a certain ambience. Conversations among guests or staff or even between guest and staff and also noise that comes out of the kitchen can function as a stimulus. The soundscape should be lively, but not too loud and definitely not too silent. The acoustics can be well directed by means of carpets, sound absorbing materials, tablecloths and other dà ©cor. Depending on what kind of atmosphere one would want to create, the choice of music is another crucial factor. A line must be drawn between establishments like the newest In-restaurant in New York City and that charming Brasserie in Paris Saint Germain. One could say there lie worlds between the two and this must also be implemented when choosing the music. In G eneral one can say that the younger Generation is used to louder sound than the older, but in most hip restaurants in New York, the music is so loud there is barely any talking. Now imagine that soundscape in the charming Brasserie in Paris. So when making the choice about music volume one should consider the mean between the target groups and also not forget to adapt to the type of image and ambience one would want to transmit to the clients. The sense of taste The sense of taste is the least developed of all senses. Due to the fact that Man can only distinguish between 5 tastes it is almost unbelievable how a sense like that can determine our quality of life and joy for life to that extend. The older we get, the less we taste. A newborn child has about 10.000 taste buds, whereas adults only have 5.000 on average. (Senses, 2007) Man can only taste four qualities. These are: sweet, sour, bitter and salty. Other tastes are tasted through smelling, either through the nose or through the mouth and throat. The sense of taste is undoubtly the one of the most important factor for customer retention, but not anymore the most important in gastronomy. The menu and the quality of the food are factors that can determine the success of a business. If the food is good, the guests are more likely to turn a blind eye on shortcomings in the design and atmosphere. The optimum and everyones promise to glory and success is a good combination of the both, since customers are willing to consume more and with more pleasure if the right ambience is created around them. (Ryder, 2007) The sense of smell A designer who creates objects and spaces engages our sensations of touch, sight, and sometimes hearing. But what of our noses? Despite olfactions unmatched ability to evince memories and emotions-two essential objectives of design-smell is a relatively untapped medium in design practice. (Black, 2010) In gastronomy there are ways to market services through smell. The appetizingly smell of fresh prepared food, freshly brewed coffee, baked bred or even the smell of flowers can stimulate the sense of smell and therefore put the guests in a consumption mood. Strong body odor of staff or disturbing smells of the kitchen should be avoided as guests will feel disturbed and their appetite will probably be gone with the smell. Eva Wisten (2010) even goes so far as to claim that scent itself can be decribed as a form of design. All of the categories and critical tools we normally apply to design can also be applied to scent, from the recognition of a balance between means and goals, to the different degrees of engagement with the rest of the world. (WISTEN, 2010) Wisten further explains in her article that scent is already being used widely as a design element. Manufacturers seem to be reaching a tipping point of awareness that scent is important in creating a total brand experience. For example, casinos, hotels, private clubs, new automobiles are often designed with signature scents. (WISTEN, 2010) Scent can play a more emotional, expressive, and even functional role in our daily lives. Since Mans associations with scent are incredibly strong and cognitively bonded with memory and prior experiences, scents might open up new ways to learn and remember. Becoming more alive to scents will also add texture, depth, and richness to our everyday experiences, if we can find ways to incorporate them that move beyond air fresheners and analogs of natural scents. (WISTEN, 2010) Also, a scent can be used to tag objects and places and accordingly build associations and habits. According to Wisten (2010) it would therefore enable customer retention on a brand new level. (Black, 2010) The sense of touch Unfortunately the importance of the sense of touch is often underestimated in tourism. When exploring their surrounding, people like to look, taste, hear and smell but they also explore by touching the materials and even enjoy touching pleasant materials. A soft blanket in a Hotel room or comfortable chairs in a restaurant are factors that also determine a nice atmosphere. As mentioned above, the choice of materials is also important not only to the eye but even more so to the sense of touch. (ÃÆ'-ller, 2009) The science of colors Color. A characteristic of light or of surfaces or object that is perceptible to human vision and that is described by various color names, such as red or blue. (Pile, 1997) Colors stimulate all our senses; they are linked to our subconscious knowledge and memories and therefore create certain associations (Stadler, 2010). People try to flee the routine, to relax from the daily stress and to regenerate, but to be able to do so the atmosphere as to be right. Using colors, designers can stimulate the senses and therefore create moods or create different and completely new atmosphere (Stadler, 2010) It doesnt necessarily mean that everything has to be as colorful as it gets, but putting the right contrasts or accents and harmonizing design elements already does the trick. In other words extreme unity of colors leads to under-stimulation whereas extreme complexity leads to over-stimulation. Harmony is a dynamic equilibrium. (Morton, 2008) Understanding the science of colors is important to be able to create moods and emotions and direct guests to consume with pleasure. The world is too colorful to leave a wall blank and white, on the other hand loud colors arent the optimum either and can lead to unwelcomed side effects (Stadler, 2010). The use of colors belongs to one of the most fundamental possibilities to influence our surrounding and our wellbeing. Classification of colors There are three so called elementary or primary colors: Red, Blue and Yellow (Figure 1). In traditional color theory, these are the 3 pigment colors that can not be mixed or formed by any combination of other colors. All other colors are derived from these 3 hues. There are secondary colors that are created through mixing two of the primary colors with each other: Green, Violet, Orange (Figure 2). Blue and Yellow make Green, Blue and Red make Violet and Red and Yellow result in Orange. There are also tertiary colors that are formed by mixing a primary and a secondary color. Thats why the hue is a two-word name, such as blue-green, red-violet, and yellow-orange as seen in Figure 3. (Morton, 2008) Figure 1 Primary Colors: Blue, Red and Yellow Figure 2 Secondary Colors: Green, Orange and Violett Figure 3: Tertiary Colors: Yellow-Orange, Red-Orange, Red-Purple, Blue-Purple, Blue-Green and Yellow-Green. Effect of colors Before discussing the impact of specific color hues, there are some more general observations that need to be noted. It is widely accepted to order colors into general families of warm, cool and neutral colors. (Pile, 1997) Warm colors: The word warm has another meaning here, in the same sense as we speak of a warm greeting, a warm friendship or a warm atmosphere. The hues on the warm side of the color circle are: red, orange and yellow, including all their shades, tints. These warm colors are generally understood to create a cozy, comfortable, homelike and pleasant atmosphere (Pile, 1997). Experiments also have shown that interiors with primarily warm color shemes will appear comfortable to occupants even with the actual air temperature lower than required to achieve comparable comfort in identical spaces using cooler colors. Cool colors: Every shade and tint of the green-blue-violet side of the color circle fall under this term. They are related with calm, relaxing and more contemplative experiences. Cool colors tend to lower the sense of actual air temperature and therefore are often preferred in spaces where excessive heat (climatic or artificial) can be anticipated. At an extreme, cool colors may have a negative and depressive psychological impact (Pile, 1997). Neutral colors: White, Black and Gray fall between warm and cool, having less intense psychological impact and therefore in its extreme form may have a bland or boring effect. In its positive uses, neutral colors may propose businesslike, practical and utilitarian atmospheres with a minimum of emotional content (Pile, 1997). According to Molton (2008) colors have the power of conveying a mood or message. It can make or break how people perceive a business or a product. As evidence, consider the $23 million in sales made by Heinzs green ketchup. In the following abstract the effects of individual colors will be identified. Blue: Molton (2008) claims that blue color can work as appetite suppressant. Blue colored food is not a common occurrence in nature. There are no such things as blue salad, blue meat and besides blueberries, the color blue just doesnt exist a significant quantity of natural food color. Looking at Figure 4 one will admit that this dish with blue colored rice looks everything but tasty. Figure 4 Blue Rice, Cherry Tomatoes and Pork (http://i67.photobucket.com/albums/h289/cyberpete/Cooking/PICT0254.jpg) Spaces appear bigger in size and seem chilly and clean. In Interior Design one should use the color blue only in spaces to relax, for example in the Wellness area of a Hotel, where red would have the opposite effect. Red: Red is claimed to be a dynamic and aggressive color. It stimulates psychologically and physically, enhances labor and movement and even encourages dancing. Not only venues with a dance floor make successful use of this color but also restaurants use red in dining environments, since the right shade of red can work as an appetizer (Mahnke, 1996). It activates metabolism and blood circulation of the body as it signifies pure energy. However it can also appear overwhelming and result in irritated guests (Morton, Color Matters, 2008). Yellow: Yellow brings the sunshine in. The color has the effect of lightning up bad mood and puts a room into a sunny and positive atmosphere. Spaces even appear bigger and more vital. It enhances concentration and stimulates the mind towards a positive attitude even in combination with darker colors. It is commonly used in Cafà ©s and Bars since yellow inspires conversation and communication. In gastronomy it can be used to keep guests longer and therefore make them willing to consume more (Mahnke, 1996). Green: Green has a calming effect on people; it gives a feeling of balance tranquility, and security. The color is often used in conference rooms in Hotels (Pile, 1997) as it stands for creativity and willingness to learn new things. A green room appears vital and has a regenerating effect on the human organism. The color seems friendly and relaxing. Green is neither a cold nor a warm color, often it is understood as a neutral pole between the two. Orange: Orange can create a cheerful warm and comfortable atmosphere. It is known as the friendly and social color in Interior Design (Pile, 1997) that also has the ability to enhance appetite (Mahnke, 1996). Brown: Brown as used in interior decorating has the effect of giving a rustical and comfortable atmosphere. White, Black and Grey: White, Black and Grey belong to the so-called non-colors. They are perfect combined with other colors. However if too much black, white or grey is used in interior decoration it can give a feeling of heaviness and darkness. These colors make better use as neutralizers or contrasts to other colors (Pile, 1997). Color in Restaurants According to John Pile (1997), Restaurants call for a particularly sensitive use of color. An inappropriate color scheme might be the cause for a restaurant to fail even if it might have been successful otherwise. As mentioned in the previous abstract, appetite is very strongly affected by light and color. The sight of a blue cake wouldnt make your mouth water as much as it did when it was chocolate-brown. The experience of eating can be made more pleasant or less so, through the choice of color in surroundings. Experience suggests that certain colors are best avoided entirely; these include black, darker or cold grays, strong tones of violet and yellow-greens. (Pile, 1997). Pile further states that the color red is believed to be stimulating to the appetite and other warm tones tend to generate a comfortable atmosphere but should be used with moderation along with stronger accent colors. To conceal spots and soiling in a restaurant establishment, it is usual to choose certain colors, materials and patterns, however the color of such areas as tabletops, linens, dishes glassware and menus, that take in most of the diners field of vision of the restaurant, should be considered along with the colors of the rest of the interior space (Pile, 1997). In his book Color in Interior Design, John Pile claims that even the style of food should have an effect in color choice. He states that in fast-food outlets, cafeterias and other restaurants where a rapid pace of service is anticipated, the choice of bright colors and strong contrasts have the best effect. Restaurants with more traditional style, perhaps serving better cuisine at a more leisurely pace and probably even at higher prices, are better served by softer, warmer tones seen under a lower level of lighting. The use of natural wood tones, metallic elements, and mirrors are traditional elements in bar areas. Dining rooms of traditional clubs are commonly developed in tones of brown and tan suggesting a masculine atmosphere while lighter tones of cream, beige and yellow relate to a more varied clientele. (Pile, 1997). There are certain types of restaurants, such as Seafood restaurants, that have developed a tradition in style and setting, using natural wood for tabletops and floors along with areas of off white, tan or brown in other elements. The color Blue is a favored accent color, as it supposedly is associated with the sea, but it should definitely not be used in excess as to avoid a cold and unappetizing effect. Various national cuisine style restaurants can also be emphasized through use of color, such as white and red in Austrian or red green and white in Italian restaurants, but such associations are not essential and always threaten to turn to clichà © when they are overdone. Customer Satisfaction Questionnaires Importance of customer satisfaction Customer satisfaction depends on a product perceived performance in delivering value relative to a buyers expectations (Philip Kotler, 2006). The buyer will be satisfied, according to whether or not the products performance meets the expectations. Expectations are based on experiences, opinions of friends and market information and promises. New Baroque Introduction of New Baroque Venues of this category feature exuberant lightning, decadence and pattern. Many restaurants take their cues from this approach, yet are rather more contemporary with just the odd extravagant flourish. (Ryder, 2007) The restaurant chosen to represent this category in this study is the Cospaia in Brussels, Belgium. Figure 5 Restaurant COSPAIA, Brussels, Belgium Design Concept of Cospaia The concept is unique and mysterious. For Cospaia Jan Tindemans united a passionate designer and an exclusive location. The myth starts immediately with the location of Cospaia on the Boulevard de la Toison dOr. Many habitants and visitors of Brussels will surely remember some of the famous eateries that used to occupy this location. The entire neighborhood breathes luxury and coziness. Exclusive boutiques and first class hotels in the immediate vicinity, the Brussels Financial heart, the Embassies and the European quarter all within walking distance. It is a dream location for a new style restaurant with international ambition. Cospaia will easily fit in that exclusive list of addresses next to Cafà © Costes in Paris, Bank in London, Vau in Berlin and Arts in Barcelona. Marcel Wolterinck, an internationally recognized designer has created the interior design. (http://www.cospaia.be) 5.3. Presentation of Results from Questionnaires Global Views Introduction of Global Views Various aspects of other cultures and countries inspire the designs of restaurants of in category. Asia is continuing to lead the way as major influence in restaurant design in cities of the western world, whether or not it reflects the cuisine on offer. (Ryder, 2007) Representing the chapter Global Views in this study will the Megu Midtown in New York City, USA. Figure 6 Restaurant MEGU, New York City, USA Design Concept of Megu Designed and created by Yasumichi Morita and his Japenese based team Glamorous. For the first, Megu owner Mr Koji Imai asked Morita to introduce real Japanese beauty to New Yorkers. (Ryder, 2007) The design team Glamourous chose to blend traditional and modern Japanese times. Authentic and avant-garde Japanese ingredients are combined to suit every palate. The overall dà ©cor is filled with customary Japanese interior accents, complimented with a contemporary ambiance. The rich fabrics, the highest-grade wood materials, and the artistic integrity were upheld in the construction of MEGU Midtown. To express the rich design of Megu, they made the design rise vertically. Almost everything about the design in the main dining room points from the ceiling to the floor. The lamp pillars, the family crests that cascade from top to bottom, and the 27-foot long hand drawn mural of tigers. When the guests arrive, they walk up the stairs to the mezzanine and then descend to the main dining room when their reservation is ready. In the waiting bar there is illuminated photographic art conveying the heart of Japan, on 7-foot Kimono fabric pedestals. The visual delights at MEGU Midtown in terms of design are, the lamp pillars, the family crest emblems, the open sushi and Teppan-yaki kitchens, and the 500 pound Crystal Chandelier. Using the high ceilings and the wall-to-wall windows they have created another distinct and wonderful space. (www.megurestaurants.com/phi losophy) 6.3. Presentation of Results from Questionnaires Modern Classic Introduction Modern Classic Simple dining spaces that often feature classic designs from the twentieth century belong to this category. The interiors dont rely on any design tricks, themes or grand gestures. Instead the designers rely on the beauty of natural materials such as marble and stone for adornment. (Ryder, 2007) the example of this category presented in this study is The Modern in New York City, USA. Figure 7 Restaurant THE MODERN, New York City, USA Design concept of The Modern Inspired by the Bauhaus movement, The Modern was created by architects Bentel Bentel. The design plays a major role in every aspect of the dining experience at the Modern. Open, elegant and filled with light, the Dining Room offers views of the Abby Aldrich Rockefeller Sculpture Garden. Both the Dining Room and Bar Room are adorned with furniture and tableware from modernist greats, with a focus on Danish design. (http://www.themodernnyc.com) 6.3. Presentation of Results from Questionnaires Research Design Research Design The type of research design is very important for the whole study and is a major factor for the significance of the results. In the case of this study a quantitative research design was chosen. Ryder (2007) defines restaurant design styles thematic categories: Global Views, New Baroque, Modern Classic and High Concept. In this study three categories were chosen as examples: Global Views, New Baroque and Modern Classic. Then one restaurant out of each of these categories was elected to represent the category. While preparing the questionnaires some recommendations were kept in mind. The length of the survey played an important role. The survey was designed online in English language only. It was kept in mind to keep the survey answer possibilities brief and simple. Three different pictures of different restaurant were implemented in the survey. This was done using the website http://www.onlineumfragen.com. Questions about the overall design and atmosphere relating to each picture of the three restaurants were created (Bitner, Evaluating Service Encounters: The Effects of Physical Surroundings and Employee Responses, 1990) (Kisang, 2005) and (Wakefield Blodgett, 1999). After completing the general questions about each individual restaurant, the participants were asked to choose one establishment to plan a special event at (eg. their birthday party). The population was defined using the social network website http://www.facebook.com. A group was created and 1427 people invited to join. After one week of data collection (April 22nd April 29th 2010) the survey went offline and the analysis began. By then there were 201 samples in the study. Besides the Personal Data Information and the question where respondents are asked to choose one of the three restaurants for a special event, there are solely rating scales in the survey. All respondents completed the questionnaires through the website only. After some adjustments and the preparation of the data collected, the Data then was exported into the Program SPSS, ready for further analysis. The complete questionnaire can be found in the Appendices. Data analysis Demographics After one week of data collection a proud sample of 201 respondents was achieved. This abstract will give an introduction to the population of the study. 126 of the respondents in the survey are female, that leaves 75 male respondents (Figure 1:Gender). Figure 2: Age shows that 14 respondents were younger than 20 years old. The majority of respondents (98 respondents) are between 21 and 24 years old. 69 respondents are 25-29 years of age and 20 respondents are older than 30 years. Figure 8: Gender Figure 9: Age There are 121 respondents still at University and 70 respondents who already have graduated from University. 9 participants have a High school Diploma and 1 completed an Apprenticeship (Figure 6:Education). 115 Students took part in the survey. The remaining respondents are White-collar workers (2

Analyse And Discuss Strategic Issues In Unilever Food Marketing Essay

Analyse And Discuss Strategic Issues In Unilever Food Marketing Essay Introduction Because the market in which the world of business operates is highly dynamic, it is essential for a company performing in this industry to understand its background and structure in order to develop a business strategy. This essay focuses on strategic issues in one of the foods business giants, Unilever Food Division and based on the Porters five forces of competition framework, the aim will be to analyse the strategic positioning of Unilever food division. Porters Five Forces of Competition Framework In order to cope with the competition, it is necessary to understand the rivals and the industry in which the company performs. In addition to the knowledge about competitors, the knowledge about suppliers, customers, potential entrants and substitute products has a major role in developing strategic issues in a company. (Porter, 2006, 2008) In order to analyze and comprehend Unilever Food Divisions strategy, the five forces of competition framework is chosen since it recognizes the main influences in industry. (Porter, 2008, p.80) Rivalry among existing competitors Unilever Food Division has numerous competitors -transnational companies such as Nestlà ©, Kraft Foods or Mars Food which are generally equal in size. All these companies offer a wide range of products to a customer, which leads to an intensive rivalry. The Unilever products are divided into strategic groups: edible fats, ice-cream, beverages, meals and meal components. (Maljers, 1992, p.47) These are represented by brands such as Flora, The Heartbrand, Lipton, Bertolli and Knorr, respectively. (Unilever, 2010) Although Unilever Food Division owns such premium brands, the products of its competitors are in most cases nearly identical, e.g. Maggi, a  Nestlà © solutions brand (Nestlà ©, 2010) or Mars Foods Uncle Bens brand providing ready meals (Mars, 2009). Moreover, for the food products are perishable, there is a relatively urgent need to sell them before their value is lost. Rivalry among existing competitors takes many familiar forms, including price discounting, new product introductions, advertising campaigns, and service improvements. (Porter, 2006, 2008) It can be thus concluded that the competition from established rivals does play a large role and is worth considering while developing a strategy. The bargaining power of buyers The buyers play a vital role in the industry by forcing prices down, demanding better quality or more service (thereby driving up costs), and generally playing industry participants off against one another. (Porter, 2006, 2008) With regards to all the Unilevers competitors, a customer has a wide range of products to choose from. It is to be acknowledged that although one customer might stay loyal to one particular product or brand, the buyers costs of switching from one product to another is not high. This is, however, relative since for Unilever supplies with food retailers such as Tescos or Carrefour, such distributors risk losing their customers (thus decrease in profits) by not providing Unilever food products. In many cases, the importance of the buyers price sensitivity needs to be emphasized. Given that a consumer is offered two similar products of the same quality but different prices, there is a higher possibility that the cheaper product will be chosen. Even though one might stay loyal to the brand, the other can incline to try a rival product. The power of buyers is therefore of high importance. The bargaining power of suppliers Suppliers can exert bargaining power on participants in an industry by raising prices or reducing the quality of purchased goods and services. (Porter, 2006, 2008) Even though every company is dependent on its suppliers, it can be stated that in terms of food production there is a wide range of raw materials providers that Unilever can choose from. In this case, Unilever becomes the buyer. Hence, it is suggested that Unilever has a wide range of substitutes at disposal and a strong bargaining power. Moreover, what Unilever might need in order to perform is office and technical equipment, means of transportation and spaces for production. As previously discussed, Unilever in the position of a large customer can choose and negotiate prices. The emphasis should be instead put on labour suppliers since the workforces in warehouses play a vital role in production processes. Having understanding of the scope of the employment can avoid many complications. Other workforces also play a vital role. In order to develop new tasteful and healthy options of solutions, cooks and specialists are needed. Unilever, in term of its Foodsolutions division trains its people, thus ensuring development of its employees knowledge. (Unilever Foodsolutions, 2010) It is suggested that the bargaining power of the suppliers shapes the strategy only to some extent, given that the price of suppliers drives the price of products as well. However, for Unilever has many substitutes for use, in this case the prices are not driven significantly. Threat of substitutes As stated, a substitute performs the same or similar function as an industry product by a different means.  [1]  (Porter, 2006, 2008) In case of Unilever Foods, one of the possible substitutes would be a homemade product. The customers might use alternates due to various reasons; due to the belief that the costs of e.g. preparing a homemade pasta sauce will be lower than actually buying a Bertolli pasta sauce. (Unilever, 2010) Other buyers might switch to this alternative in order to live healthier. Nevertheless, homemade products do not signify a huge competition to the food giant Unilever. Recently, there is an increasing trend of eating out. Using services can also be considered to be a substitute to purchasing food. The foodservice division of Unilever Unilever Foodsolutions, therefore co-operates with restaurants and caterers, by providing them with its brands and products. In doing so, Unilever benefits from peoples using services. It can be thus concluded that the threat of substitutes to Unilever Foods is not high. Threat of Entry New entrants to an industry bring new capacity and a desire to gain market share that puts pressure on prices, costs, and the rate of investment necessary to compete. (Porter, 2006, 2008) The threat of entry in food industry is, however, low. As already mentioned, Unilever is one of the leading companies in food business. It already competes with other food giants (Nestlà ©, Kraft Foods or Mars Foods). Due to positions of the mentioned companies, it would be difficult for new companies to enter the market. Relatively high barriers to entry will have to be overcome in order to success. Besides restrictive government policies and the need of large financial resources or diversification of products, there will be also lack of tradition, experience and advantages that incumbents already possess. The competition from entrants is thus relatively insignificant. Conclusion Whilst not underestimating the threat of new entrants, the power of suppliers and the threat of substitute products or services, it can be concluded though that mainly the power of buyers and the rivalry among existing competitors shape the strategy of Unilever Food Division.

Comparing Ralph and Jack to Show How the Characters Change in Lord of t

Comparing Ralph and Jack to Show How the Characters Change in Lord of the Flies Golding uses many techniques to change his characters as they progress throughout the novel. The main character Ralph is a prime example of this developing character. Both of the boys arrive on the island with a certain manner. They are sensible and being from well brought up families and homes, soon start to work together in harmony on the island. The first time we encounter Ralph is at the beginning of the novel where he is described as "The boy with fair hairà ¢Ã¢â€š ¬Ã‚ ¦[He had] taken off his school sweater...[His] grey shirt tuck to his back and his hair was plastered to his forehead." The fact he has fair hair and also the quote "built like a boxer" suggest he could be a heroic figure. This emphasised by Golding when he clearly shows Ralph to be from a public school as he "has taken off his school sweater." We can see that Ralph is still clearly a child at this point in the novel, he "stands on his head" and uses juvenile language such as "Whacko" and "Wizard" When the voice of piggy shouts out, he stops and waits. This shows us an insight that he is willing to wait for this unknown person, but he "jerks up his stockings" Golding uses this to show us that he is impatient too. Later on in the chapter we see Ralph being "offhand" and "obviously uninterested" towardsPiggy. We feel sympathetic to Piggy as he is seen as an outcast from the very beginning. We can see that Piggy is knowledgeable as he spots the conch, and knows what it is. Although Piggy found it, Ralph is the person who swims down to the bottom of the lagoon and collects it from the reeds, showing us that he is clearly strong and fit, as he can swim. T... ...e and ape-like" and finally his painted face, hiding all innocents and his sinister side. Near the end of the novel, he feels no shame about the deaths of Simon and Piggy, nor his attempts to kill Ralph. In the novel Jack and his tribe represent anarchy and the downward spiral of civilisation. This is most seen when the conch, which throughout the novel is the symbol of humanity and civilisation, is smashed. Both Ralph and Jack have changed throughout the novel. Golding presents both of them as young innocent children at the beginning. They are almost unrecognisable by the end. They have changed both physical and mentally. There is an intervention at the end: the Naval officer, jokes about them "having a war or something?" and this of course is exactly what is happening. The moral of the novel is with out intervention, which will win, good or evil?

Forensic Science Essay -- Forensics essays research papers

Forensic Science, also known as Forensics, is the application of science to law. It uses highly developed technology to uncover scientific evidence in a variety of fields. Modern forensic science has a broad range of applications. It is used in civil cases such as forgeries, fraud or negligence. The most common use of forensic science is to investigate criminal cases involving a victim, such as assault, robbery, kidnapping , rape, or murder.   Ã‚  Ã‚  Ã‚  Ã‚   Forensic science is also used in monitoring the compliance of various countries with such international agreements as the Nuclear Non-Proliferation Treaty and the Chemical Weapons Convention and to learn whether a country is developing a secret nuclear weapons program. It can help law enforcement officials determine whether any laws or regulations have been violated in the marketing of foods and drinks, the manufacture of medicines, or the use of pesticides on crops. It can also determine whether drinking water meets legal purity requirements.  Ã‚  Ã‚  Ã‚  Ã‚   The medical examiner is the most important individual in an investigation of a crime involving a victim. It is the responsibility of the medical examiner to visit the crime scene, conduct an autopsy (examination of the body) in cases of death, examine the medical evidence and lab reports, study the victims history, and put all the information together in a report to be turned in to the district attorney. Medical examiners are usually physicians specializing in forensic pathology, the study of structural and functional changes in the body as a result of injury. Their training and qualifications most often include a medical degree and an apprenticeship in a medical examiners office. In the field of forensic science, there are many subspecialties. They include odontology (the study of teeth), anthropology(the study of human beings), psychiatry, biology, chemistry, physics, toxicology (the study of poisons), and pathology (the examination of body tissues and fluids). The medical examiner may call upon forensic scientists who are specialized in these fields for help in a crime investigation. Toxicology is a branch of forensic science that deals with the adverse effects of drugs and poisonous chemicals found in the home, at work or in the environment. All drugs have toxic effect but the effect is most often minor. The toxic effect of drugs... ...d, communities began requiring that coroners have specific academic training. In 1877, Massachusetts replaced the coroners office with the Office of the Medical Examiner, which was to be headed by a physician. Soon many other states followed. In 1915 New York City established a program where the medical examiner was authorized to investigate all deaths that occurred to people who appeared to be in good health, that resulted from criminal violence, accidents, or suicides. Computer technology now allows law enforcement officers o record fingerprints digitally and to transmit and receive information for quick identification. Recent developments in technology allows scientists o examine the deoxyribonucleic acid (DNA) or genetic material of blood, hair, skin, or semen to see if they belong to the victim or the suspected criminal. Using polymerase chain reaction (PCR), a lab can clone the DNA from a very small sample of one of those substances. Forensic science as practiced today is a field of science medicine that uses electron microscopes, lasers, ultraviolet and infrared light, advanced chemical techniques and computerized databanks to analyze and research evidence.

The Usefulness of Traditional and New Performance Measures Used in Nigerian Companies

USEFULNESS OF TRADITIONAL AND NEW PERFORMANCE MEASURES: SOME EVIDENCE FROM NIGERIAN COMPANIES BY DR. (MRS. ) S. L. ADEYEMI DEPARTMENT OF BUSINESS ADMINISTRATION UNIVERSITY OF ILORIN ABSTRACT This paper reports the findings of a survey on the usefulness of selected traditional and new performance measures used in some Nigeria companies that have adopted a flexible manufacturing strategy. The results indicate that majority of these companies considered the new performance measures useful particularly among the larger companies and among those with 5 years or less of business experience.Traditional measures are still useful, though to a much lesser extent. These results suggest that a combination of both traditional and new measures would be needed especially when Nigeria companies are going through the transition of implementing changes to their strategies from cost leadership to flexible manufacturing. INTRODUCTION The combination of slower economic growth and increased competition ha s forced firms in every industry to concentrate on efficient and effective deployment of resources. One result of these efforts has been the emergence of a new corporate position devoted to controllership.The controller is concerned with continuous measurement of a firm’s performance. In order to carry out the measurement process, controllership focuses on the assessment of resources deployment and goal attainment Numerous research initiatives have identified the high correlation between superior performances and the development and use of sophisticated assessment or measurement capabilities. As early as 1985, A. T. Kuarney Consultants noticed that firm engaging in comprehensive performance realized improvements in overall productivity in the range of 14 to 22 percent.Effort has been expended by establishments to improve the quality of information that their managers have at their disposal to measure, compare and guide performance. In most firms in Nigeria the traditional for mats and travel reports are still in used. TRADITIONAL AND MODERN MEASURES OF PERFORMANCE: AN OVERVIEW OF A REVIEW The traditional performance measurement system has been designed to report labour productivity, machine and capacity utilization, and standard cost variances.These are cost-efficiency-based measures derived from a strategy to minimize production costs, described as a cost leadership strategy, which is characterized by mass production of a new standard products musing stable technology (hall, 1980; Kaplan. 1986). The modern manufacturing environment has undergone dramatic changes since the past decades mainly because of intensive global competition, shifts in customer’s buying behaviour, and rapid innovation in manufacturing and information technology product.A cost-minimization and mass production strategy is no longer compatible with this new manufacturing scenario. Instead, issues such as responsiveness to customer needs, improving quality, reducing lead times, technological innovation and enhancing production flexibility have emerged as strategically more important to maintain competitiveness. Direct attention to these issues is the essence of a flexible manufacturing strategy. (Nemetz and Fry, 1988). Despite this strategic re-orientation among the more progressive companies, performance measurement systems have not kept pace with the change.The theory of organizational lag has been involved to explain this lag in making changes. The theory of organizational lag has been involved to explain this lag in making changes to management accounting systems of which performance system forms a part. According to this theory, administrative innovations in management accounting (and performance) systems tend to lag behind the technical innovations of manufacturing. This is because the potential benefits of administrative innovations are less certain and are likely to take more time to have any recognizable impact (Dunk, 1989).Failure to make comple mentary changes in the performance measurement system to fit with the company’s new flexible manufacturing strategy may lead to dysfunctional consequences. As pointed out by Howell and Soucy, (1987). â€Å"The manufacturing transformation in many companies has been slowed, if not set back, as antiquated sets of operating performance yardsticks promote inaccurate analysis, poor operating decisions, and inappropriate resource allocations†.This paper reviews traditional financial measures of performance and discussed the potential benefits of incorporating new performance measures into the performance measurement system. The usefulness of these measures was empirically tested using a sample of Nigerian Companies that have adopted flexible manufacturing strategy. The bulk of responding companies came from the electronic and other high technology product industries (60%) Business experience was categorized into groups, as follows: 5 years and below (7. 5%( > 5-10 years (22. 5%) and > 10 years (50%).TRADITIONAL PERFORMANCE MEASURES Traditional performance measures have been developed to meet the needs of manufacturing characterized by the production of standard products with high direct labour contest. Set ups are minimized to assure uninterrupted production runs. In this way, labour and machine capacities can be fully utilized and the greatest possible output produced with a consequent reduction in the overhead cost per unit of output. The competitive strategy is cost minimization, so variance reporting, overhead absorption and capacity utilization measures appropriately reflect this strategy.Variance Reporting: The use of variance accounting for managerial performance evaluation has been criticized as counter-effective in the modern global environment (Howell & Soucy, 1987). This is because traditional variance analysis encourages dysfunctional behaviours such as allowing inventory to build up so as to show a favourable volume variance, and delaying machine maintenance, padding the budget or shifting expenses between accounts so as to show a favourable expenses variance.Purchasing managers, for example, may act dysfunctionally by purchasing materials based on lowest price considerations at the expense of quality so as to show a favourable materials price variance. The consequences of inferior quality materials purchased are manifested in increased reworks, scraps, inspections and storage of defective parts leading to higher production costs and loss of competitiveness. The volume variance as a manufacturing indicator has been criticized since traditional absorption costing encourages excessive production in order to absorb the fixed overheads into inventory costs.Maximizing capacity utilization is necessary to achieve cost minimization. However, such a policy is short-sighted because any production in excess of market demand must be consigned to inventory and this runs counter to the just-in-time philosophy of maintaining a zer o inventory with all its attendant benefits (Sadhwani, et al, 1985). Variance reports at the manager’s level are also too aggregated for meaningful interpretation. Moreover, the standard cost itself may be perceived the norm eliminating any incentive for product innovation.In this case an unintended signal has been put out which impede efforts to infuse a culture of continuous improvement. Capacity utilization measures productivity improvement, automation and robotics have shrank direct labour cost to only a small fraction of the total manufacturing cost, whereas overheads have increased significantly. Despite these developments and the consequent impact on cost structures, reports from surveys in various countries indicated that companies have not responded in tandem with the technological changes (Schoch, et al. , 1994; Teoh, 1991).This has serious implications for production costing and performance evaluation as the continued focus on direct labour means labour is still co nsidered a major driver of costs when it is no longer relevant. The result is the development of burden rates that are volume-driven, based on a diminished direct labour element. Such a computed burden rate is artificially inflated due to the small direct labour base. Hen applied to an increasing pool of overheads, the incurrence of which may not be totally volume-driven, the labour generated burden rate can lead to serious distortions of the overheads absorbed into production cost.This is because of the unrealistic burden rate used which does not reflect the actual consumption of overheads by different products or processes (Kaplan, 1986). The overhead absorption measure gives rise to a distorted product cost analysis, so â€Å"good’ performance is associated with products apparently showing profitable margins but are actually incurring loses (Beckett & Dang, 1992). Thus an incorrect signal about profitability is receivedEarned hours, as a measure of labour efficiency, is a lso deficient since it provides an erroneous signal to supervisors to maximize earned hours by keeping employees â€Å"gainfully† occupied regardless of market conditions. It would have been more beneficial in the long term to use the time for training or cross training of operators so as to upgrade their skills. The machine utilization rate, as a measure of supervisory performance, also suffers from a number of deficiencies. It encourages the excessive use of machines for large-scale production, resulting in an unwidely accumulation of inventory.Worse still, maximizing the utilization rate encourages continuous machine usage at the expense of regular maintenance. Moreover, the focus on utilization may lead to inadequate emphasis on quality. Short-term Financial Measures: Although achieving profit and an acceptable return on investment are the raison d’etre for a company to stay in business, the traditional focus on these performance measures however encourages manager s to take a myopic view that emphasizes short-term results to the detriment of long-term profitability (Banks & Wheelwright, 1979).This is the â€Å"gaming† effect where management manipulates accounting figures to show favourable results or alternatively, builds in slack to ensure that budget targets (Merchant, 1985) are met. Reliance on short-term financial measures can lead to dysfunctional decisions since these indications fail to signal the erosion of a firm’s value if discretionary expenditures have to be reduced for short-term gains. Such spending is fact essential for new products development production process improvement, worker skills training and upgrading distribution networks and promoting customer awareness (Kaplan, 1986).Furthermore, profit measures represent outcomes that may not fully reflect management’s effort (Drucker, 1964). Stated differently, total performance cannot be completely captured by Naira profits. NEW PERFORMANCE MEASUREMENT OBJ ECTIVES In the new technological environment, a flexible manufacturing strategy must be implemented that focuses on customer responsiveness, quality, time, innovation and human resources practices. A performance measurement system designed to achieve the traditional objective of cost efficiency will be incongruent with this new strategy.It is necessary to redesign the system so as to reflect this change in strategic objectives. Customer Responsiveness: increasingly, customers demand not only a better service but also a wider variety of products with improved quality and shorter delivery times (Northey, 1991). Customer responsiveness examines a firm’s relative ability to satisfy customers. Therefore, high customer responsiveness translates into greater customer retention, leading to longer-term.Profitability as the costs of acquiring and serving customers come down. Customers’ responsiveness measures therefore must be designed into the performance measure system. These include reporting on the number of customer complaints, warranty claims, and on-time deliveries, among others. As Eccles (1991) put it bluntly â€Å"what you measure is what you get and what you measure gets attention†, indicating that performance measures must be relevant to send the right signals for employees to achieve desired company objectives.For example, a system that evaluates how well customer demands have been satisfied can better support efforts in achieving sustainable competitive advantage than one that emphasizes labour or machinery efficiency in internal operations (Beckette & Dang, 19910, Goldhar & Lei 1991). Quality: Quality measures, which are the most process-oriented evaluations are designed to determine the effectiveness of a series of activities rather than the individual activity. Quality refers to the degree to which a product’s specific features in terms of workmanship; durability and so on satisfy the requirements of a particular customer.Poo r quality can contribute to a significant increase in the manufacturing costs in various ways. As Howell and Soucy (1997) stated: â€Å"The absence of good materials, highly-trained labour, and well-maintained equipment will dramatically increase the costs of non quality such as scrap, rework, excess inventories, process and equipment: breakdowns, field serves, and warranty claims. However, quality is usually difficult to measure because of the broad scope. A contemporary measurement concept that is increasing in interest is â€Å"the perfect order†.Delivery of the perfect order is the ultimate measure of quality operations. The perfect order represents ideal performance from an operational perspective, a multi-industry consortium defines the perfect order as one that meets the complete delivery of all items requested, delivery customer’s request date with one-day tolerance, complete and accurate documentation supporting the order and perfect condition, that is, fault lessly installed, correct configuration, customer-ready with no damage. Operational and financial measurers to monitor quality include the manufacturing quality index (i. . defect rates), inventory levels, warranty claims, vendor quality, cost of quality and scrap cost. All these provide valuable feedback for identifying existing problems and assessing whether the quality objective is adequately meet. Time: Reducing level times is also of the new manufacturing strategy through out, (manufacturing cycle) time measures the amount of time required to convert raw materials into completed products. Cycle time is the total value from the issue of materials into production to the delivery of the final products to customers.The theory is that the cost of a product is related to the time required to produce it. Cycle time variance therefore provides useful information about non-value-adding activities such as moving, inspecting, reworking, storing and waiting, that added to production costs as overhead charges but no value to customers (Alexander et al, 1991). Using throughput and cycle times as performance measures help managers to eliminate these non-value adding activities, considered as waste time, and achieve substantial cost savings.Thus, according to Lippa (1990); Shorter cycle times can result in less finished goods inventory, less forecast reliance, strategic capability when a firm reacts to customer demands faster than the competition and the ability to exploit opportunities). Innovation in today’s competitive environment companies must continuously engage in product improvement be designing new and improved products with unique characteristics valued by customers. Only in this way are companies able to enlarge their market share and maintain a competitive edge.Introducing technological innovation and advanced design features into new products is costly initially and requires operational flexibility; unlike cycle have unique characteristics (Ainikal & Teo, 1992) that will require performance measures tailored for this purpose such as turnover by products and product cost improvement. Human Resources: The benefit of adopting a long-term employment policy is a loyal and committed workforce, resulting in productivity increases, reduced training costs, and improved customer services since this is provided by long-serving, presumably more experienced and better-informed employees.A performance measure such as employee turnover is needed to help management assess an enterprise’s human resource availability and capabilities. It is against this background that the present study has been conducted. In Nigeria, the trend toward high technology manufacturing is a recent event, partly motivated by rising costs and partly encouraged by the Government as a strategy to maintain a sustainable competitive edge. As companies automate or adopt advanced manufacturing technology, complementary changes in performance measurement systems must be implemented to reflect the new manufacturing environment.The following sections presented the results of a recent empirical study CASE STUDY METHOD A questionnaire survey design was employed as an exploratory case study. The sample was drawn from a cross-section of companies in Nigeria that have implemented or are implementing changes in their production processes. Respondents were asked to consider the usefulness of selected performance measures. Usefulness has been operationalized as the frequency of use of each measure. Based on a total of 200 questionnaires distributed, 36 useable replies were received, given a response rate of 18 percent.Response rates of this level were consistent with previous other studies of Ghosen el al, 1992 Petzall el. Al, 1991. Responding companies were classified by size musing sales turnover as the proxy measure, as follows: N20million and below (7. 5%), > N20 million – N100 million (17. 5%) > N100 million (75%). It was not surprising to find a higher percentage of response from the larger companies, because previous studies have found size as important determinant for a company to adopt a flexible manufacturing strategy (Schoch, el. l, 1994). EMPIRICAL FINDINGS AND DISCUSSION Table 1 shows that at least 63 percent of respondents indicated their dissatisfaction with the existing performance measure system. As more and more companies turn to automation or other advanced technology for their manufacturing processes, it is not unexpected that performance measures originally designed for a labour intensive environment will no longer be appropriate.What is noteworthy is that 37 percent of respondents reported that they were either satisfied with the existing system (26%) or not sure see any need for significant changes to the system (11%). Many of such companies are currently going through the different stages of implementing changes to their manufacturing processes. So it may not be surprising that 37 percent continue to rel y on the traditional measures. TABLE 1 OVERALL RESPONSE TO TRADITIONAL PERFORMANCE MEASURE |FREQUENCY (EXPRESSED AS %) | |Satisfied |26 | |Did not see any significant change needed |11 | |Dissatisfied |63 | |Total |100 | Table 2 presents findings on the usefulness of selected traditional performance measures. These results are consistent with the overall findings above. For example, for five of the eight measures, the percentage of respondents indicating â€Å"useful† is also lower, ranging from 61. 3 percent for standard cost overhead to 41. 4 percent for earned hours, and these correspond to the overall 63 percent who expressed dissatisfaction with traditional measures.As earlier indicated, not all companies have fully automated, so some traditional measures have been regarded as still useful, such as purchase price variance reported by 86. 7 percent. TABLE 2 USEFULNESS OF TRADITIONAL PERFORMANCE MEASURES | |Useful |Not or Less Useful | |Materials price variance |86. 7% |13. 3% | |Standard cost overhead |61. 3% |38. 7% | |Scrap factor built into standard overhead |51. 6% |48. % | |Labour Reporting |58. 6% |41. 4% | |Earned Hours |41. 4% |58. 6% | |Machine Utilization |78. 8% |21. 2% | |Net Income |85. 7% |14. 3% | |Return on Investment (total assets) |50. 0% |50. % | |Average |64. 1% |35. 9% | The new performance measures presented in Table 3 relate to customer responsiveness, quality, time, innovation and human resources factors, reflecting the strategic objectives of the new manufacturing environment. There is overwhelming evidence that these measurers were found to be â€Å"useful† by most respondents. The overall average of 83. 7 percent compares favourably against the 64. 1 percent for the traditional measures. TABLE 3 USEFULNESS OF NEW PERFORMANCE MEASURE |Useful |Not or Less Useful | |Customer Complaints |88. 6% |11. 4% | |Warranty Claims |75. 8% |24. 2% | |On-time Delivery |93. 9% |6. 1% | |Manufacturing Quality Index |82. 4 % |17. % | |Inventory Levels |88. 9% |11. 1% | |Vendor Quality |84. 8% |15. 2% | |Cost of Quality |84. 4% |15. 6% | | Scrap Naira |85. 7% |14. 3% | |Throughput Time |91. 2% |8. % | |Cycle Time |78. 1% |21. 9% | |Waste Time |72. 7% |27. 3% | |Product Cost Improvement |70. 0% |30. 0% | |Inventory Turnover |88. 2% |11. 8% | |Turnover of Products |78. 8% |21. % | |Employee Turnover |86. 1% |13. 9% | |Average |83. 7% |16. 3% | Cross-tabulation analyses were performed by company size and years of experience in business. Only significant results have been reported in Table 4 and 5. Larger companies found four specific new performance measures more useful than the smaller companies. On-time deliveries (X2 = 7. 92, df = 2, p < . 05); inventory levels (X2 = 5. 98, df = 2, p < . 05); throughput time (X2 = 9. 80, df = 2, p < . 1) and inventory turnover to be the forerunners in implementing technological innovations, and so find new performance measures more appropriate. Smaller companie s tend to lag behind in implementing changes, so adoption of these new measures is not as widespread. In table 5 significant results were found for vendor quality (X2 = 6. 32, df = 2, p < . 05) and throughput time (X2 = 5. 00, df = 2, p < . 10). Companies with 5 years or less in business reported the new measures as useful compared to companies in the other categories, especially in regard to vendor quality longer established companies have developed special relationship with selected vendors and, consequently, vendor quality is no longer of major concern.In contrast, more recently established companies need to identify vendors who can meet the more stringent demands in high-tech manufacturing, such as just-in-time deliveries and supply of quality materials. TABLE 4 CHI-SQUARE TESTS FOR NEW PERFORMANCE MEASURES BY COMPANY SIZE |Company Size |On-time Deliveries |Inventory Levels |Throughput Time |Inventory Turnover | |N20m & below | | | | | |Useful |66. 7% |66. 7% |66. 7% |66. 7% | | Not Useful |33. 3% |33. 3% |33. 3% |33. % | |>N20m-N100m | | | | | |Useful |85. 7% |71. 4% |71. 4% |71. 4% | |Not Useful |14. 3% |28. 6% |28. 6% |28. 6% | |>N100m | | | | | |Useful |100. 0% |96. 7% |75. 0% |96. 7% | |Not Useful |0. % |3. 3% |25. 0% |3. 3% | TABLE 5 CHI-SQUARE TESTS FOR NEW PERFORMANCE MEASURES BY YEARS IN BUSINESS |Years in Business |Vendor Quality |Throughput Time | |5 YEARS | | | |Useful |100. 0% |100. 0% | |Not Useful |0. 0% |0. % | |>5 YEARS – 10 YEARS | | | |Useful |88. 89% |77. 8% | |Not Useful |11. 11% |22. 2% | |>10 YEARS | | | |Useful |60. 0% |100. 0% | |Not Useful |40. 0% |0. 0% | CONCLUSION AND SUMMARYEffective performance measurement and controllership are necessary to locate and monitor resources. As competency becomes a more critical factor in creating and maintaining competitive advantage greater attention must be given to strategic issues concerning customer responsiveness, quality, time, innovation and human resources factors than a cost-mi nimization mass-production strategy, in order that companies can remain competitive. To this end, a performance measurement system capable of meeting these strategic objectives also must be in place. This study reported the findings of a survey on the usefulness of selected traditional and new performance measures used by Nigerian companies that have adopted flexible manufacturing strategy.The results indicated that the majority of these companies considered the new performance measures useful particularly among the larger companies and among those with 5 years or less of business experience. 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Analysis of Editorial and Advertising Content for Glamour Magazine

{draw:rect} UNIVERSITY OF ULSTER *FACULTY OF *BUSINESS AND MANAGEMENT {draw:custom-shape} COURSEWORK SUBMISSION SHEET This sheet must be completed in full and attached to the front of each item of assessment Before submission to the School Office. Student Name: Maria Lynch Registration No: B00351233 Programme Title: CONSUMER BEHAVIOUR Module Code/Title: BMG378 Lecturer: Donald Mc Fetridge Date Due: April 16th 2010 (NB: Latest hand-in time is on the due date unless otherwise advised) Submitted work is subject to the following assessment policies: 1 Coursework must be submitted by dates as specified by the Subject committee. Students may seek prior consent from the [Course/Subject] Director to submit coursework after the official deadline; such requests must be accompanied by a satisfactory explanation and in the case of illness by a medical certificate. 3 Coursework submitted without consent after the deadline will not normally be accepted and will therefore receive a mark of zero. CO NTENTS Introduction 3 Analysis of advertising content 3 Analysis of editorial content 4 Magazines target market 5 Marketing and promotional content 6 Product strategy 7 The importance of consumer behaviour 7-8 Future trends 8-9 Conclusion 10 Bibliography 11 Appendix 12 Introduction I have been asked by my lecturer to analyse the editorial and advertising content of a lifestyle magazine of my choice. The magazine that I have chosen is Glamour; the reason that I chose this magazine, is because it is Britain’s number one women’s magazine and has been in circulation for over seventy years. Glamour is a prestigious fashion magazine first printed in 1939 by Conde Nast Publishing who are responsible for numerous fashions and lifestyle magazines including Vogue, Men’s Vogue, Allure, GQ and many more. Topics addressed by the magazine include: Love, Fashion, Sex, Beauty, Health and lifestyle and Celebrity gossip. Glamour is recognised as a world class fashion magazine and it is now published in the US, UK and numerous countries across Europe. Analysis of advertising content The advertising director for Glamour is Grace Dawson, and the fashion Assistant is Kerryn Grady, the products advertised are all premium brands like Dior, Yves Saint Laurent, DKNY, D&G and many more. The number of pages used in the magazine to advertise products greatly exceeds the number of pages with editorial content. The front cover of the magazine is dominated by Danni Minogue, a highly influencing style icon for more than two decades and the main topics addressed in the March 2010 issue. The magazine is printed on high quality glossy paper sending out a message of being luxurious, some of the advertising companies have attached samples of the products they are advertising and there is also a free gift offer from Benefit make up with every subscription to the magazine. The back cover is a celebrity endorsed by Charlie Theron for J’adore Dior perfume, a high cost to any marketing department, and on the inside of the back page is Cheryl Cole endorsing L’Oreal Hair products, inside of the front cover is a double spread advertising Lancome. These are the most expensive advertising spaces that a company can buy in a magazine as they are the first and last pages the reader looks at making them more memorable. There are a number of advertisements for men’s products such as aftershaves throughout, which are more likely a tactic by marketers to target women to buy these products as gifts as it is solely directed towards a male reader. There is a strong presence of sex in the advertising content; many of the images are provocative images to advertise the clothing ranges mostly, images that would not have been acceptable to print in the editions in the early 1940’s, people of today are becoming desensitised towards these images as they are more familiar with them. {draw:custom-shape} {draw:frame} Analysis of editorial content The editorial content starts on page 74, all pages before this are mainly advertisements and some acknowledgements and details of all editors, directors and managers. The editorial content starts with the topic of sex, which is then followed by a conservative political view and an exclusive interview with David Cameron although there is not much depth to the editorial content the writer takes a more light hearted approach researching Cameron’s personal life, his appearance and daily regime than into political views and issues surrounding the conservative party. The front cover has all the main issues addressed in the magazine in a bold red and black font with the largest most important being â€Å"723+ styles fixes†. Inside about quarter of the way in is a page devoted to readers letters and how much they have appreciated articles from previous issues and how they have helped the reader in their personal situations, with the winning letter receiving a camera to the value of ? 150. {draw:line} {draw:line} {draw:line} {draw:line} {draw:custom-shape} {draw:frame} Magazines target market Glamour magazine is marketed towards career orientated heterosexual women, who are fashion conscious with targeted reader age of between 19 and 50. The socio economic class of the women that read this magazine would be typically either lower middle class or middle class, professional or junior management, educated and possibly with a political interests and a high level of disposable income as the goods advertised are designer brands such as D &G, Calvin Klein and premium brand make up like Lancome and Dior. In the 70’s VALS Value and lifestyle segmentation was developed for commercial purposes in California in an attempt by SRI International to have a better understanding of consumer lifestyle. Created to identify and group people accordingly so that they could predict consumer values and motivations to that they could target to the correct customers and make marketing attempts more efficient. Table 9. 4 page 400 Consumer Behaviour, Ray Wright By using the VALS table I would group the target reader of Glamour as achievers. Marketing and promotional content Glamour magazine has been available to buy as a paper copy since 1939 and in more recent years has become available digitally. The cost of buying a paper copy of Glamour is a fixed price of ? weekly, and is available in any large supermarket or book store, once a paper copy has been bought the reader can use the promotional certificate inside to get six copies at half price and get a free gift also. By accessing the Glamour website customers can avail of accounts based marketing, Glamour allow their readers to subscribe online which offers them business to customer savings and free gifts with their subscription, the proce ss is simple, the reader only has to click on the subscription link and follow the direct debit instructions. Glamour is Britain’s No. women’s magazine, with circulatory figures for Glamour year ending 2009 were 515,281 according to Audit Bureau of Circulation Glamour’s promotional presence online is that on all the Conde Nast Publications, there is a footer throughout the websites which gives the user links to all Conde Nast publications and all of their brands, for example the footer is placed on all Conde Nast websites making Glamour Magazine accessible from other websites such as Vogue and GQ. The footer also offers the reader the option of contacting the magazine in numerous languages including Polish, Spanish, French and German. Product strategy It is crucial that all elements of the product strategy complement each other, by ensuring the right mix of product, pricing strategy, promotion and place, will determine the success of the good/service. Identifying the need for the product is the basis, the pricing strategy must be realistic and meet the needs of the target market, Glamour has a set weekly price of ? 2 for their magazine, and the average cost of a magazine is between 50p and ? 4 making Glamour priced at middle of the range. The promotional element of Glamour’s magazine is done with the use of A list celebrities on the front cover, fashion icons and idols, selling provocative images and the colours that make the magazine stand out amongst others, alongside the online promotion that Conde Nast Publications offer to all their brands using the medium of each brands individual website. The product must be placed where the targeted consumer will be able to access it easily; Glamour is sold through Newsagents, book stores, supermarkets and through pre paid subscriptions. The importance of consumer behaviour It is important that a company understands consumer behaviour, it could be the difference between the success or failure of a marketing strategy, if the wrong customers are targeted the efforts will be ineffective and a waste of resources. By appreciating the importance of consumer behaviour marketers will be able to predict better the trends of the consumers and change their products or services to meet the ever changing customer wants and demands. One way of understanding better consumer behaviour is using loyalty cards to track what the consumer is buying and when they buy. Consumer behaviour theories are crucially important to companies as they help understand Psychology of consumers like Abraham Maslow’s hierarchy of needs of individuals helps outline the basics of psychological need, which therefore helps to market products better and adapt marketing campaigns appropriately. Issues that may influence consumer behaviour may include ethical, or social changes, like the discovery of child labour issues or fur versus fake fur, are consumers as willing to buy if they know issues such as this. According to Dragon International (1991), and the Cone and Roper study (Simon, 1995) consumers are interested in ethical behaviour beyond those issues that directly impact on them, and would be more discriminating in their purchases if they were given more information about ethically and socially responsible activities. Future trends Future trends that I would predict for the magazine industry is that the decline in circulatory figures will continue, with the presence of the internet becoming stronger and the people trying to become more environmentally friendly. According to ONS, 70% of homes in the UK now have internet access which is a rise of 28% since 2006. I predict that many of Glamour’s readers will switch from their hard copy and move onto reading their favourite articles online, whilst on the go from mobile devices, although I don’t believe that the digital copy will be the only copy available, hard copies may become fewer and more expensive, as some readers will still enjoy the smell and touch of a paper magazine. Internet Access 0% of households had access in 2009 Office of national statistics {draw:frame} Conclusion In conclusion, having analysed Glamour magazine I have found that the reader is being targeted with an enormous amount of advertising content, over half the magazine is adverts for premium products which appear in all Glamour issues only changing moderately, eventually leaving these advertisements unnoticeable. Throughout the magazine there is very little editorial content of which has very little conten t or depth, the reader is mostly purchasing advertisements. This magazine already has a strong online presence of which I believe will only get stronger following their downturn in psychical sales. Bibliography Books Foxall, Gordon R. Consumer psychology for marketing / Gordon Foxall, Ronald Goldsmith, Stephen. – 2nd ed . . . . – London : International Thomson Business Press, 1998 . Wright, Ray, 1942- Consumer behaviour / Ray Wright. – London : Thomson Learning, 2006 Antonides, Gerrit, 1951- Consumer behaviour: a European perspective / Gerrit Antonides and W. Fred v. Chichester : Wiley, 1998 Electronic resources http://www. glamourmagazine. co. uk/default. aspx? gclid=cjxurovo3qacfsu8laodm0r9fg: accessed via www. glamour. com accessed 29/03/2010 https://www. magazineboutique. co. uk/secureonline/quicksubs_tpl. asp? m=469&src=2214 accessed via www. glamour. com 29/03/2010 http://www. condenast. co. uk/ accessed via www. glamour. com accessed 05/04/2010 http://www. abc. org. uk/SearchResults. aspx? SearchInput=glamour&Where ToSearch=Data accessed via: http://www. abc. org. k/ : accessed 05/04/2010 http://loft965. files. wordpress. com/2010/02/430danniiglamourcover. jpg accessed via www. google. com 05/04/2010 http://media. onsugar. com/files/2010/02/07/1/485/4852708/61f6142ea24cbac7_Dannii_Minogue. jpg accessed via www. google. com accessed 05/04/2010 http://www. gq-magazine. co. uk/ accessed via www. glamour. com accessed 11th/April/2010 http://www. vogue. co. uk/ accessed via www. glamour. comaccessed 11th/April/2010 http://www. statistics. gov. uk/cci/nugget. asp? ID=8 accessed via