Theu.s. History Analytical Paper - 1695 Words

Ray-shawn Kennedy U.S history Analytical paper Have you ever been in a dirty bathroom and thought about how dirty it was and how many germs were just floating around in the atmosphere? Or walking into a bathroom after someone else walks out and having to deal with the foul odor of their bodily fluids. Life wasn t always this simple, at times things were a lot worse and many people weren t sure how to cope with the situations. This problem is something many people had to deal with on daily basis and had to figure out to live a regular life with it. This is why cleanliness, public health, and technology was important problem that many people had to overcome during the 19th century until now. For many decades Americans have depended†¦show more content†¦They had to get each of the features of the bathroom at separate times. Since the working class struggled more than the other classes the government decided to take action and help out the working class along with the other classes by providing Warnings sew ers system to their community. The working class only had one sink in the house and when it came to having to wash their hands they either had to go outside or use the kitchen sink which was used as a bathroom sink and kitchen sink. When they had to use the bathtub the kitchen was used for this as well. The working class showered once a week and that was considered enough to be clean. Due to the fact of the difficulty to switch out the hot bath water many families shared water and this kept them from really getting clean. This lead to the culture of cleanliness which was how everyone should remain clean. Immigrants in the working class were seen as dirty and lazy because they did not shower. This wasn’t because they did not want to but, because they did not have the location to do such nor the resources. Yezierska stated in the text â€Å"agents of clean society dismissing her from consideration for jobs because of her shabby clothes and personal appearance. The low wages she earned prevented her from get ting better clothes,and the long hours she worked did not leave time for the luxury like a bath†(Yezierska,19). Not only was she

Bullying And Its Effects On Society - 1735 Words

One of the problems that we are facing today is that we have entered a century in which a brave new world is emerging where every day millions of teens around the world wake up afraid to go to school. Students are not just picking on other students anymore. Not surprisingly, even teachers are currently being bullied by teens as well. No matter the situation or approach utilized to execute the bullying it has developed into a problem that has been rapidly extending thus affecting millions of students across the nation and globe. As a result, bullying has generated concerns amongst many not only the children in the receiving end. Not to mention that bullying did not exist beforehand; it is different now. Lately, this worry has been†¦show more content†¦More often than not bullying is undesirable and sometimes unavoidable. For many it is seen as the reality of growing up. However, it does not have to be like this. Bullying can happen anywhere at any given place. Examples would consist in hallways, playgrounds, restrooms, a school cafeteria, and even in one’s own room through the computer. One of the most agonizing aspects of bullying is the relentlessness, and there is no limit unless someone intervenes by putting an end to it. The reason why one individual decides to bully another individual is chiefly because when you make someone feel bad you feel as if you gained power over that person. Power makes people feel like they are better than others triggering a sense of superiority. It can also generate confidence through making others feel inferior. According to ( ) , defines bullying as â€Å"unwanted, aggressive behavior among school aged children that involves a real or perceived power imbalance in which the behavior is repeated, or has the potential to be repeated, over time.† With this in mind, bullying includes actions such as making threats, spreading rumors, attacking someone physically or verbally, and excluding someone from a group on purpose. Not many might have experienced bullying firsthand, but most people can recall a time in their life where teasing, name calling, and being shunned at the mall or at the movies took

Pricing Strategy of Rain Forest Cafe to Fulfills its Market Objectives

Question: Describe about the Pricing Strategy of Rain Forest Caf ? Answer: Introduction Rainforest Caf is a restaurant chain that is owned by Landrys Inc of Houston. In 2008, the chain of restaurants started their operations in UK. The Rainforest Caf is spread in various parts of the world in United States, UK, Canada, France and Japan. The main source of income for Rain Caf forest is the local tourism. Some features of the rain forest are depicted in the decorum of the Rainforest Caf. The features include growth of plants, mists, waterfalls and figures of animals including frogs, tigers and elephants. The rooms of the restaurants are partitioned by means of rain curtains that run from the top of the partition walls and booths and the aquatic tanks. The food served by Rain Forest Caf ranges from seafood, pizzas, pastas (Rainforestcafe.com, 2015). History of the Business The business was started in Texas in the year 1994. The caf was started by entrepreneur Steven Schussler. By 1997 there was chain of six restaurants in United States. In 1998 the restaurant opened 10 more restaurants in United Stated. Later in the year 2008 the Caf opened 22 restaurants of which seven were in Mexico and 5 were in UK. The company is spread across all parts of the world from United States, UK, France and Canada. The major source of income for the company is local tourism (Theme Park Insider, 2015). Nature of the Business Rainforest Caf operates in the hospitality industry. It is a wild place to shop and eat. The family can enjoy at the caf as it is adventurous, partly has features of restaurants and it is fully entertaining. The caf of Rainforest re-creates a tropical rainforest which comprises of waterfalls, lush vegetation and indigenous creatures. At Rain Forest Caf, everyday is an adventure. The Caf organizes group events such as birthday parties and various other events (www.valiantmedia.com, 2015). Target Market Rain Forest Caf is visited by people of all age group. Families can organize birthday parties. The target market of the Caf is wide. It is aimed at people belonging to all age group. Families form an integral part of the target market. Objectives for the next 5 years The strategy of the Rain Forest Caf is to increase the market share the company in the next five years. This will be achieved by unwavering commitment towards customer service and meeting the need of the customers. The objective for the next five years is to maintain the same commitment. They promise to offer the guests with food items at reasonable prices. One of the major unique selling propositions of the caf is the courteous service. Mission and Vision The mission of Rain Forest Caf is to provide the customers with finest quality of food items at fair market price. The sustainable resources of the food items are collected via environmentally sensitive methods. Customers service is an important aspect of the organizational goal. The firm pledges to treat the customers with respect, efficiently and in a friendly manner. The mission will be accomplished by the support from the staff members. The support of the staff members is essential for the success of the business. It will foster the development of career and provide job satisfaction to the team members (Rainforest Cafe, 2015). Approach to Pricing by Rain Forest Caf Rain Forest caf is committed to maintain long term relationship with the customers. Thus it has kept the prices of the food items lows. This has helped to attract more customers to the Caf. The competitive advantage of the caf has enhanced. Business Plan for 24 months Existing Pricing Strategy The pricing strategy of Rain Forest Caf is focused to maximize the strength of the customers. This can be achieved if they price the food items at lower level. The target market of the caf is families who find the coffee house a friendly place. Rain Forest Caf utilizes competitive based pricing. It prices it products at cheaper rates depending on the prices set by the competing firms. They believe that the daily coffee consumers are not influenced by the discount program or the coupons. Pricing will directly affect the profitability of the Rain Forest Caf, so it is crucial to set the right price in order to succeed. The pricing strategy for the caf will take into account not only the costs that are the considered as the major expenses of the caf. Apart from the major expenses of the caf, the style of the caf is crucial to address to the target market. The location of the caf also plays a crucial role for competitive advantage of the caf. Menu pricing Strategy The menu offered by the caf has tremendous impact on the profitability. The pricing of the food items has to be made according to the menu. While setting the price of the menu it is important to identify the food items that will be offered in the menu. The pricing strategy will depend on the condiments that will be offered in the menu. For example for sand witches , fries and salads there will be a separate price. On the basis of the menu , the cost of the items in the menu is calculated(Magloff, 2015). This is the baseline for the cost of the food. Apart from this the fixed and variable cost has to be calculated to set the price of the food items. In case of Rain forest Caf , there is a separate menu for the kids and separate menu for people visiting with families and friends. The caf offers food that range from range of mouth watering appetizers. The menu comprises of exotic salads. It also comprises of burgers, sea food items, pastas, chicken and steak. Apart from the snacks offer ed by the caf, they also offer range of sparkling deserts. The menu is also set for people of the age group of 10 years. The prices of the food items offered in the menu are moderate to low. They follow competitive pricing strategy (rainforestcafe.com, 2015). Flexible Pricing Strategy The pricing strategy used at Rainforest Caf is flexible in nature. They set the prices according to the charge that is required to break even. Management of supply chain is essential for the success of the business (Paley, 2008). A network of suppliers has been built by the company. This has helped the organization to grow(HAVALDAR, 2015). The company uses a flexible strategy of pricing so that it can raise the price of the food items whenever necessary in order to maximize the profit. By ranging the profit in small increments, the high profit has been displayed as daily specials which will deisgn the prices that will increase the sales of the caf (Vashisht, 2015); (Paley, 2015). Business Plan for 24 months Pricing Strategy Objectives The objectives of the pricing strategy will be to maximize the sales of the organization. It will maximize the profitability of the organization. The coffee shop will target people from all age group. This will increase the sales of the coffee shop. Flexible pricing strategy is presented adopted by Rain Forest Caf. They can adopt value based pricing strategy to boost the margin of sales. Pricing strategy target The target of the strategy of pricing is to maximize the sales of the caf. This can be achieved by offering quality food items at reasonable prices. However the prices of the food items can be increased if there is decline in the sales of the caf during lean season. Even there is increase in price; the sales of the caf shop will not decline if they offer quality food items. The menu offers unique food items which range from sea food to eclectic deserts. Implementation of Value Based Pricing Rain Forest Caf can employ the strategy of value based pricing to maximize the profits. They can use extensive research and perform customer analysis in order to set the target price for the food items (Ferrell and Hartline, 2015). In order to address to maximum customers, the company has to set the price of the food items on the basis of extensive research (Macdivitt and Wilkinson, 2012). Maximization profit is the strategy deployed by the company to determine the output level of the price and the product that will generate maximum profit (Liozu and Hinterhuber, n.d.). Value based pricing strategy is not applied by various firms. It is used to uncover maximum amount of customers who are willing to pay for the products (Nagle and Hagen, 2009). Pricing strategy for the right customers and the right market Price cutting cannot be the prime strategy used by the organization to target to a wide range of customers. But the practice is based on deeper analysis of the actual base of customers. Prices can be raised by the coffee shop to maximize the profit margin. The customers who value the food on the basis of the quality offered they will remain loyal to Rain Forest Caf. The demand curve can be kept inelastic in nature. The small change in price of the food items can increase the profit margin to a considerable extent. But the caf can target only certain regions of the menu to increase the price. The price of the food items will also vary according to the prices set by the current markets. Product Versioning and Communication of Price Rainforest Caf can increase the price of the specific drinks and sizes rather than raising the price of price of whole lot of food items offered in the menu. The increase in price of the food items must be communicated to the customers in order to manipulate the perception of the customers. The hike in the price of the food items can be based on the analysis of the willingness of the customers to pay for the product. The hike in price of the food item must not look insignificant (Sec.edgar-online.com, 2015). Forecast of Sales, Profit and Cash flow for 24 months (2 years) for Rain Forest Caf Budgeted Income Statement Year 1 ( millions euro) Year 2 ( millions euro) Sales 7,186.00 7,235.00 Cost of Sales 4,328.00 4,354.00 Other - - Gross Margin 2,858.00 2,881.00 Gross Margin % 39.77 39.82 Expenses Payroll 3,220.00 3,220.00 Sales and Marketing Expenses 808.00 808.00 Depreciation 260.00 260.00 Utilities 2,400.00 2,400.00 Insurance 2,094.00 2,200.00 Other Taxes 7,084.00 7,084.00 Total Operating expenses 15,866.00 15,972.00 Profit Before Interest and Tax 13,008.00 13,091.00 Interest Expense 480.00 432.00 Tax Incurred 556.00 570.00 Net Profit 11,972.00 12,089.00 Net Profit Percentage / Sales 1.67 1.67 Budgeted Balance Sheet Year 1 (millions euro) Year 2 (millions euro) Assets Current Assets Cash 2,802.00 5,764.00 Inventory 1,296.00 1,228.00 Other current assets - - Total current assets 4,098.00 6,992.00 Long term assets 5,950.00 5,950.00 Accumulated Depreciation 690.00 1,380.00 Total long term assets 5,260.00 4,570.00 Total assets 9,358.00 11,562.00 Liabilities and Capital Current Liability Accounts Payable 1,496.00 1,368.00 Current Borrowing 669.00 (197.00) Other current Liabilities - - Subtotal of current liabilities 2,165.00 1,171.00 Long term liabilities 6,679.00 6,386.00 Total Liabilities 8,844.00 7,557.00 Paid capital 9,800.00 9,800.00 Retained Earnings (9,667.00) 7,575.00 Earnings 1,724.00 3,510.00 Total Capital 1,857.00 20,885.00 Total Liabilities and Capital 10,701.00 28,442.00 Budgeted Cash Flow Statement Year 1 (millions in euro) Year 2 (millions in euro) Cash Received Cash from Operations Cash Sales 5,840.00 6,420.00 Sub Total of cash from Operations 5,840.00 6,420.00 Additional Cash Received Receipt of sales Tax /GST - - New other liabilties - - New current borrowing - - Sale of long term assets - - Sale of other current assets - - Subtotal of cash received - - Expenditure Expenditure from operations Spending in cash 1,246.00 1,438.00 Payment of Bills 3,278.00 3,887.00 Subtotal spent on Operations 4,524.00 5,325.00 Additional Cash Spent Payment of Principal for Current Borrowing 330.00 330.00 Principle Payment of other liabilities - - Repayment of other liabilities - 358.00 Long term asset purchase - 200.00 Dividends - - Subtotal of cash spent 330.00 888.00 Net Cash Flow 4,854.00 6,213.00 Balance of cash 986.00 207.00 References Ferrell, O. and Hartline, M. (2015). Marketing Strategy. pp.150-170. HAVALDAR, (2015). Business Marketing: Text and Cases. pp.350-450. Liozu, S. and Hinterhuber, A. (n.d.). The ROI of pricing. Macdivitt, H. and Wilkinson, M. (2012). Value-based pricing. New York: McGraw-Hill. Magloff, L. (2015). Cafe Pricing Strategy. [online] Small Business - Chron.com. Available at: https://smallbusiness.chron.com/cafe-pricing-strategy-2722.html [Accessed 11 Feb. 2015]. Nagle, T. and Hagen, J. (2009). The Strategy And Tactics Of Pricing: A Guide To Growing More Profitably. pp.17-200. Paley, N. (2008). Mastering the rules of competitive strategy. New York: Auerbach Publications. Paley, N. (2015). The Marketing Strategy Desktop Guide. pp.200-300. Rainforest Cafe, I. (2015). History of Rainforest Cafe, Inc. FundingUniverse. [online] Fundinguniverse.com. Available at: https://www.fundinguniverse.com/company-histories/rainforest-cafe-inc-history/ [Accessed 11 Feb. 2015]. rainforestcafe.com, (2015). Rain Forest Cafe. [online] Available at: https://www.rainforestcafe.com/pdf/menus/menu.pdf [Accessed 11 Feb. 2015]. Rainforestcafe.com, (2015). Rainforest Cafe - A Wild Place to Shop and Eat!. [online] Available at: https://www.rainforestcafe.com/locations.asp [Accessed 11 Feb. 2015]. Sec.edgar-online.com, (2015). EDGAR Online. [online] Available at: https://sec.edgar-online.com/rainforest-cafe-inc/10-k-annual-report/1999/04/02/section2.aspx [Accessed 11 Feb. 2015]. Theme Park Insider, (2015). TPI ORLANDO - Rainforest Cafe. [online] Available at: https://www.themeparkinsider.com/news/response.cfm?ID=1480 [Accessed 11 Feb. 2015]. Vashisht, K. (2015). A Practical Approach to Marketing Management. pp.160-180. www.valiantmedia.com, W. (2015). Landry's Inc. - The Leader in Dining, Hospitality and Entertainment. [online] Landrysinc.com. Available at: https://www.landrysinc.com/concepts/familyDestinations/rainforest.asp [Accessed 11 Feb. 2015].

Competing loyalties in Sports Medicine Free-Samples for Students

Questions: 1.In the preparation of a strategy for the region, the Actuate Identified that the approach must be publicized and not sport, or technical led. What does this mean? Why would a public led strategy work for motor racing? 2.In the light of your understanding of a strategic sports management process. What kind of Competitive Strategy has been adopted by the FIA and by the ACTUATE? 3.In order to understand where growth can come from in a strategy, the sport manager must analyze its product offering. SANZAR have two distinct products, the tri-nations and the super rugby competitions. Describe each of the products in the portfolio in terms of their potential market share and growth opportunities. 4.For SANZAR the idea of expanding the franchises into American and Canada has also been a consideration. What are the opportunities and threats that exist for super rugby when entering the North America Market? 5.Continued expansion may dilute the competition. Can you suggest reasons why this might happen to SANZAR? Answers: 1.By working on publicizing the motor sport in the Middle east. The entity was looking at ways that the sport can be looked at as a form of entertainment and being able to attract revenue all around the world. As was realized by the two entities, motorsport is one of the highly viewed sport in the middle east(Hoye, et al., 2005). The sport is becoming more popular, this calls for the need to attract international interest in the sport. If this is done well, the motor sport can be used to attract revenue in the middle east and also promote the middle east nations as tourist destinations(O'Connor, 2011). The middle east has some of the best formula one race circuits in the world which means that the gulf is going to be one of the most significant places in the motorsport industry. motorsport is thus one of the most successful businesses that the nations in the middle east can invest in, this is because the countries comprise of a population of more than 175 million, making it one of th e most attractive places to publicize the sport as entertainment, as a sport and as a business venture(Foley, et al., 2012). 2.For the entities to be able to compete in a global world, several strategies have been put in place to publicize motorsport in the middle east. The competitive strategies used by the organisation include: ensuring that the government provides financial, material and logistics support which is very important for the future of motorsport initiatives that are driven technically and fan driven. There is also efforts in developing the grassroots motor sports, which is one of the main focus for the entity and other national authorities in the region(Foley, et al., 2012). The entity also invests a lot in research and development to monitor the progress of the sport in the region and follow some of the emerging trends in spectatorship and participation. Other areas that have been put in consideration include expansion of motorsport clubs that are done by staging some of the national and international events in the region. The entity also encourages the participation of local drivers, sports managers and volunteers in most if their events. This ensures that the sport becomes more popular among the locals who will be responsible in expanding the need for more people to join in the sport. Having ensured that the countries have some of the best circuits in the world, ensures that there are world motorsports events held every years(Hoye, et al., 2005). The entity also collaborates with international media to ensure that the sport is aired on live television among other partnerships with companies and advertising clients. 3.The tri-nations portfolio comprises of three countries; South Africa, Australia and New Zealand which is the most financially successful rugby union competition from the southern hemisphere. The tri-nations product was invented so as to govern the to govern the competition more professionally and maintain independence from other individual rugby union associations of the rest of the nations. This was more of an expansion strategy in the region. The super rugby on the hand is a separate product from the original competition of the three nations. The super rugby consist of 12 competing teams(Meiklejohn, et al., 2016). This is different from tri-nations which focusses on the countries and not the teams. The super rugby organizes events based on 12 franchised teams from the three countries. Here it is the national rugby unions that serve as the governing agency, however the franchised teams each have their own popularity. 4.One of the opportunities that SANZAR has in expanding to the new markets in America and Canada is that the countries have been attraction for rugby meaning they are able to compete in the super rugby with different possibilities. On the field of competitiveness, the two countries present teams that can compete favorably in the super rugby events. In this regard, the union is able to increase popularity for the event and add on revenue collected for the teams. This is because of a strong commercial program that comes with expansion through broadcasting and other commercial functions which will support teams and drive more revenue and the SANZAR organisation(Hull, 2013). The most possible threat for the union is that there is bound to be political interference with the expansion of the sport. One of the reason this can happen is that the countries like Canada already have their own unions that run country events. This means that if SANZAR is to expand then they will have to run their operations under this jurisdiction. North America could also consider linking up with Argentina in terms of operational sport to form their own games and reject the SANZAR offer. There is bound to be conflict of interest with the IRB which run international events due to fight for revenue and viewership in Northern America 5.One of the reasons expansion might dilute completion for the sport is that the sport may not be able to attract as it is doing in the three nations. Having to expand to other nations will mean rugby fans may prefer to watch international events and focus less in the popularly formed three nations event. In the end , the tri-nations or super rugby events may not attract payment as it currently doing. Second tier competitions are usually difficult when it comes to attracting revenue necessary to cover for rugby logistics. This means that the super rugby events will only be successful if they are maintained as they are(Anderson Jackson, 2013). References Anderson, L. Jackson, S., 2013. Competing loyalties in sports medicine: Threats to medical professionalism in elite, commercial sport. International Review for the Sociology of Sport, 48(2), pp. 238-256. Foley, M., McGillivray, D. McPherson, G., 2012. Policy pragmatism: Qatar and the global events circuit. International Journal of Event and Festival Management, 3(1), pp. 101-115. Hoye, R., Smith, A. C., Nicholson, M. Stewart, B., 2005. Sports Management: Principles and Applications. 4 ed. New York: Routledge. Hull, J., 2013. Exclusive: SANZAR CEO Greg Peters Talks Super Rugby Expansion. [Online] Available at: https://bleacherreport.com/articles/1548690-exclusive-sanzar-ceo-greg-peters-talks-super-expansion [Accessed 2 April 2017]. Meiklejohn, T., Dickson, G. Ferkins, L., 2016. The formation of interorganisational cliques in New Zealand rugby. Sport Management Review, 19(3), pp. 266-278. O'Connor, 2011. Sport Consumers in the Middle East: Motorsport in the UAE. CHOREGIA, 7(1), pp. 76-94.