Billabong Business Report

Billabong Business Report Billabong was established in Queensland as a private company in 1973. In 2000 it was listed on the Australian Stock Exchange (ASX), becoming a public company with shareholders. Over the years it has established operations across 4 continents with distribution to over 60 countries worldwide. Billabong has firmly established its brand at home and abroad with its focus on innovative yet functional products. Acquisitions of other brands such as Von Zipper, Element, Nixon and Honolua have helped the Company diversify their product range. The Company has managed to remain competitive in a receding global economy in the past year aided by strong growth sales in the Europe and Australasian sectors. Billabong employs over 1750 staff world-wide and has a strong commitment to all their stakeholders in terms of integrity and governance. (Cory, 2008, website) Introduction Founded on Australias Gold Coast in 1973 by surfer and surfboard shaper Gordon and Rena Merchant, Billabong has since established itself as a prominent Australian icon. The Company sprang from humble beginnings, with the couple designing boardshorts in their flat overlooking Burleigh Heads, cutting them out on the kitchen table and then carting the finished product around to the local surf shop to sell. Gordons no frills, practical approach to boardshort manufacturing paid dividends, as Billabong grew steadily until his little homespun factory literally burst at the seams. (Pacificshop, 2006, website) From those inauspicious early days the Company has grown rapidly to become a publicly listed international company. Today, Billabongs core business is the design, production, marketing, distribution, wholesaling and retailing (through shops and agencies owned by the Company) of surf, skate and skiing apparel; accessories; and eyewear. This report is an analysis of Billabong Internationa ls business framework. Business Model and Organisational Framework By the 1980s, Billabong had firmly cemented its place in Australian surf culture and was international expansion was in its sights. The Companys first international operation was established in the USA in 1983, followed by New Zealand in 1985 and Europe in 1987. A range of other international operations were established in subsequent years, with Japan opening in 2000 and Brazil in 2001. Through the 1990s the surf industry grew exponentially and professional surfing gained a newfound respectability. The Company also followed its core customers into other boardsports markets, including skate and snow, where it replicated its proven business model. By the close of the decade, Billabong had been restructured to capitalise on the growing global opportunities in all boardsports sectors. The restructure set the foundation for an initial public offering in Australia in mid 2000. The move saw the Companys shares publicly listed on the Australian Stock Exchange in August of that year. Shortly after the public float the Company demonstrated its growth plans with a number of acquisitions including Von Zipper sunglasses brand and the emerging Element Skateboards brand. The successful integration of those businesses saw the Company add to its stable of brands in following years, with Honolua Surf Company acquired in January 2004, Kustom footwear and Palmers Surf in September 2004, a controlling interest in the beach culture airport-retail business in November 2005 and Nixon watches and accessories in January 2006. Other businesses were also established, including the Element footwear range, the California-based Beachworks retail business and various branded concept stores around the world. (Global Village Partnerships, 2009, website) Business Mission/Vision Billabong Internationals values remain consistent with its foundation objectives, which include: a commitment to brand protection and enhancement the manufacture of design-relevant and functional products marketing in the core boardsports channels such as sponsorship of events and athletes, as well as advertising in selected print media to expand into new geographical markets to expand the product range, particularly in the core board sports and youth fashion markets the professional development of staff and ongoing customer service and relationships and to deliver returns to shareholders Leadership Gordon Merchant has consistently had a hands-on role in the designing, marketing and sales of for the Company and brand. He currently sits on the board of directors along with Derek OHYPERLINK javascript:;HYPERLINK javascript:;Neill the CEO, and Paul Naude the Executive Director. The other board members consist of: Ted Kunkel Margaret Jackson AC Allan McDonald Colette Paull Tony Froggatt (Billabongcorporate, 2009, website) Financial Position According to Billabongs full year financial report, the Companys profit for the year ended31st June 2009 was $160.2 million. This was down 9.2% from the same period last year. This is largely in line with the decline in the global economic activity over the past year. The decrease in net profit meant that earnings per share was also down 11.2%. Although net profit decreased, there was a rise in sales revenue. This was largely due to new acquisitions made by the Company and the adverse movement of the Australian dollar against other major currencies such as the US dollar and the Euro. Operations in North America felt the heaviest impact from the economic slowdown. However, this was offset by strong sales growth is the South America sector. Europe was the star performer, with an almost 24% increase in sales revenue. Australasia also managed sales revenue gains of almost 8%, largely helped by the resilience of the Australian retail market and supported by the governments economic stimulus packages. Given the lack of retailer confidence, the steep slowdown in consumer spending in various global economies and the extreme volatility in exchange rates, the Company has performed reasonably well. The forecast for the coming year seems to be conservative in light of the current uncertainty of the global economy. Europe and Australasia are predicted to remain stable, and despite the initial reduction of forward orders in the US, there are promising signs of a recovery. (ONeill D, 2009, website) Human Resources and Stakeholder Management Billabong International has a diverse group of stakeholders that both influence and are impacted by the operations of the Company. These include employees, shareholders, business associates, athletes, suppliers, opinion leaders and customers. Billabong International employs over of 1750 staff worldwide, with the greatest concentration of staff in Californias Orange County, Australias Gold Coast and Hossegor in France. Employees are the main stakeholders in any company and building and maintaining relationships with employees is vital to maintaining effective relationships with business partners, customers and the community. Staff are encouraged to expand their skills and potential, and have access to and receive support for further training and to experience opportunities. Programs for managers to develop vital skills with an emphasis on innovation, planning, leadership and teamwork are a focus of the business. The Company also has guidelines and policies for remuneration to ensure a fair approach to rewarding employees. The Company also has a consultative committee comprising staff representatives and senior managers to discuss issues and consider improvements to the workplace. Billabong International is also committed to conducting business in an ethical and socially responsible manner. This is defined in employee work agreements that effectively form a code of ethics that governs acceptable workplace practices. The Companys corporate governance policy states that the maintenance of all environmental, social and health and safety issues is to be the responsibility of the Board of Directors. As a public company listed on the Australian Stock Exchange Billabong International is required by law to hold an Annual General Meeting of shareholders to discuss the Companys business. The Company also addresses shareholders at least twice a year to update trading conditions and provide a forward business outlook. The Company also consistently interacts with stakeholders through the staging of events around the world. These range from the elite World Championship Tour professional surfing contests, through to professional skate and snow competitions and a range of junior and amateur surf, skate and snow events. At a supplier level, the Company undertakes regular factory visits to conduct audits. During these audits, workers from the shop floor are randomly selected for interviews to help understand workplace standards. Large posters outlining Billabongs supplier Code of Conduct are fixed to high profile locations within factories to ensure workers are aware of their rights. Multi-stakeholder meetings that bring together staff from the Companys geographically diverse regions are also held twice annually. These provide a forum to discuss the direction of the business and gain a better understanding of the motivation that drives business decisions. International Nature of the Business From its origins in Australia nearly 30 years ago, Billabong has evolved into a global business that operates on four major continents. Its name-Billabong International Limited-now reflects this focus and the promotion and protection of its brands and name are a major component of the business around the world. The original market for boardshorts and wetsuits was limited in its size, so Billabong (along with several other similar companies) looked to expand their product range to include clothing and accessories. Originally, these were manufactured in Australia. The drivers for Billabong included the need to expand to new and larger markets in order to increase sales and profits, improvements in technology that led to better production and communication, and the advent of global consumers because of the increasingly popular surf culture and lifestyle. This is essentially a global strategy using global branding in that the same, standardised product is sold in all markets. Deregulation of markets and government influences had minimal impact on Billabong. Billabong also achieved economies of scale through its increase in production, as well as some cushioning of the economic cycle-having operations in both hemispheres, which have opposite seasons, allows the development of products to suit summer in Australia, which can then be sold in the Northern Hemisphere four months later. The globalisation of Billabong was achieved through: seeking cheaper sources for manufacturing (in Hong Kong and China)-factories were established to produce garments for sale in Australia exporting and distributing in the United States (initially in surf areas, such as California) exporting and distributing in France and then in the rest of Europe establishing operations in the United States, France, Japan, New Zealand, Canada, Hong Kong and Brazil that are responsible for importing, distributing and wholesaling Billabong products. This is a form of foreign direct investment the acquisition of other businesses so that they became wholly owned subsidiaries of Billabong. This occurred with Element and Von Zipper-these companies retain their name (brand) but are wholly owned and controlled by Billabong licensing, which allows distributors and some retail outlets to use the Billabong name as part of their operations. There are several key areas which are important in the management of a business at a global scale: Financial Exposure to foreign exchange is a concern for all global companies as well as methods of payment and credit risks. However, the establishment of operations and distributors in various countries ensures that Billabong is in a position to access borrowed funds from overseas if required. Operations In order to reduce production costs the majority of Billabongs manufacturing occurs in China. This is a form of outsourcing and strict procedures are in place to ensure quality control. Billabong has offices in Australia (Queensland, New South Wales and Victoria), the United States (California), France, Japan, New Zealand, Canada, Hong Kong and Brazil. By adopting a global web approach and using subsidiaries, Billabong can move products more easily, avoid some government regulations, be closer to its markets and customers, and avoid some foreign exchange risks. Employment Relations Billabong needs to be aware of differences in labour laws and cope with pressures relating to minimum labour standards. The Company also must adhere to the global standards covering factory inspections (on general human rights and environmental issues) and laboratory tests. Conclusion The original Billabong business focused on gear for local surfers, before diversifying into clothing and accessories for surfing, snow skiing and skating. Billabong now has over 2200 product lines and is the leading surfwear brand in Australia with its products being distributed in more than 60 countries internationally. Despite the doom and gloom of the current economic environment, Billabong has managed to largely steer clear of any major short-comings, enjoying success in most of its global sectors. From a small backyard operation in 1973 to todays multi-national publicly floated company, Billabong is certainly an entrepreneurs dream come true.

Comprehensive Structure and Process of Human Resource Planning Essay

Table of Contents Term of Reference Executive Summary Company profile Recruitment „P  Ã‚  Ã‚  Ã‚  Ã‚  Nature of Recruitment „P  Ã‚  Ã‚  Ã‚  Ã‚  Objectives of recruitment „P  Ã‚  Ã‚  Ã‚  Ã‚  Job vacancies „P  Ã‚  Ã‚  Ã‚  Ã‚  Recruitment Methods Selection „P  Ã‚  Ã‚  Ã‚  Ã‚  Selection Criteria „P  Ã‚  Ã‚  Ã‚  Ã‚  Selection methods „P  Ã‚  Ã‚  Ã‚  Ã‚  Evaluation of the selection process Retention „P  Ã‚  Ã‚  Ã‚  Ã‚  Nature of Retention „P  Ã‚  Ã‚  Ã‚  Ã‚  Turnover analysis „P  Ã‚  Ã‚  Ã‚  Ã‚  Retention strategies Reward „P  Ã‚  Ã‚  Ã‚  Ã‚  Nature of reward „P  Ã‚  Ã‚  Ã‚  Ã‚  Objectives of the reward system „P  Ã‚  Ã‚  Ã‚  Ã‚  Reward determination „P  Ã‚  Ã‚  Ã‚  Ã‚  Types of reward system „P  Ã‚  Ã‚  Ã‚  Ã‚  Performance Management Training and Development „P  Ã‚  Ã‚  Ã‚  Ã‚  Nature of Training and development „P  Ã‚  Ã‚  Ã‚  Ã‚  Objective of Training and Development „P  Ã‚  Ã‚  Ã‚  Ã‚  Training and Development process „P  Ã‚  Ã‚  Ã‚  Ã‚  The role of training and development Conclusion Reference and Bibliography Term of Reference The purpose of this report is to provide comprehensive structure and process of human resource planning to Widgets Unlimited's Director, which the content of this report will include the section of employing new staffs, and the section of developing original staffs. This report is provided by the senior manager of human resource management department to the managing director of Widgets Unlimited, which to provide new human resource strategy for the incoming year. This report includes academic study as well as empirical research on the market, which will provide the strategies on the academic foundation, but analyzing in practical ways. Executive Summary Human Resources Management (HRM) is that branch of management that deals with managing one of the resources of the organization-Human Resources. Institute of Personnel and Development defines human resource management as: "Recruiting and selecting people, training and developing them for their work, ensuring that payment and conditions of employment are appropriate, where necessary negotiating such terms of employment with trade unions, advising on healthy and appropriate working conditions, the organization of people at work, and the encouragement of relations between management and work people." This report is focus on explaining the process and steps of human resource planning, and analyzing the strength and weakness in each steps. This includes the recruitment and selection on the new employees, and further develops on retention of original staffs, rewards on t... ...l and continuously develop and train staffs skill and knowledge in order to maintain company ¡Ã‚ ¦s competitive advantages. In this report has emphasis on the important relationship with the size and budget of the company, which this consideration has to be included in analyzing the possibility of adopting the plan. It is important for the director to note that before accepting the plan, it will need further and deeper analysis on company ¡Ã‚ ¦s capital available and the external business environment. Overall, this report provides the guide line for the director to understand broadly process of human resource planning. Reference and Bibliography Bratton, J & Gold, J (1994) Human resource management : theory and practice. Houndmills, Basingstoke, Hampshire : Macmillan McKenna, E & Beech, N. (2002) Human Resource Management: a concise analysis. London: Person Education Limited Sturges, J & Guest, D. (1999) Shall I say or should I go? Warick: Association of Graduate Recruiters Thomason, G. (1988) A textbook of human resource management. London : Institute of Personnel Management Torrington, D & Laura, H & Taylor S. (2002) Human Resource Management. London: Prentice Hall

Dunkin Donuts

44577001079500 Women's Campus College of Business Administration BUS351 International Business Course TERM 172 GROUP PROJECT: FINAL DRAFTDUNKIN DONUTS Working in the Quick Service restaurants industry gave Dunkin' Donuts a huge challenge to face globally, when entering new markets using one mode of entry, â€Å"the Franchising†, it meant establishing a local base for a global business, and great opportunities exist in the Saudi Market, yet great challenges to prove ability of continuing business. For 31 years, Shahia Food Limited was the franchisee global DD selected to represent the brand in the Kingdom, it applied a localized industry by promoting Saudi terms related to the brand, and was massively supported by the government to keep satisfying the Saudi taste, through its 200 shops across the Saudi land. KeywordsDunkin' Donuts, Kingdom of Saudi Arabia, franchising, franchisee, joint venture, entry modes, entry determinants, 2030 vision. IntroductionRecently, Saudi Arabia has been the spotlight of the investments internationally. According to 2030's vision, Saudi is attracting new investors every year. The market in Saudi is attractive and has significant attributes. In order to satisfy the Saudi taste and Saudi consumption trends, the company must meet what Saudi clients want, which will ensure an international success in the heart of the global world. Dunkin' Donuts is considered one of the top ten companies worldwide, with more than 12,000 branches in all over the world. Dunkin' Donuts is managed through maintaining a strong position in all its targeted markets, by using the modes of the entrance and proper strategies with an experience of nearly hundred years of offering baked goods and drinks. Overview of the IndustryQuick service restaurant (QSR) industry was established in 1921, which offers previously prepared food immediately to the on-the-go consumers that were defined as a new type of restaurants. Donuts were created in 1847, and it has been developed to be combined with a variety of flavors through years and associated with hot drinks, to please the American taste with sugary products. The size of the market globally is predicted by more than 3 Trillion Dollars, due to the massive number of workforce around the world, fixed assets spread worldwide, and size of activities practiced. The market of QSR maintains a small industry in it, for baked goods and coffee, maintains multiple international brands that operate in this field, and this industry is approximated in more than 1 Trillion Dollars annually, and the market is divided primarily between 4 brands as follows: Company BackgroundIn 1948, William Rosenberg initiated his first shop for coffee and doughnuts, the â€Å"Open Kettle†, which was based on a 40% of revenues, William was able to reach from his food in-plants outlets and food trucks, which was the impending trend of fast food, introduced to the world. In 1950 William Rosenberg chose Dunkin' Donuts as a new name of â€Å"Open Kettle†, to be the first Dunkin' Donuts shop in Quincy, Massachusetts, USA, the shop offered 52 flavors, and William was able to open 6 more Dunkin' Donuts shops during its first five years constructing a chain. In 1960 the International Franchising Association (IFA), was originated to franchise the brand globally and locally. At the moment, Dunkin' Donuts is based in Canton; Massachusetts, USA, Dunkin' Donuts is part of the Dunkin' Brands Group, Inc. family of companies.So far, Dunkin' Donuts was able to achieve success, which maintains more than 11,300 shops in 44 countries (8,500 in the 41 US states, and 3,200 worldwide), offering everyday a stop for baked goods and coffee, setting the brand as a market leader globally.In 1971, William was diagnosed with lungs cancer, he passed the business to other Dunkin' Donuts leaders. An English businessman, Nigel Travis is the current CEO for Dunkin' Donuts, who has been running Dunkin' Donuts since 2009. Dunkin' Donuts founder:William Rosenberg (1916-2002) was American entrepreneur who was the founder of Dunkin' Donuts. Rosenberg attended a public school. Because of financial problems Rosenberg was forced to leave his school in the eighth grade to support his family. At the age of fourteen, Rosenberg worked as a delivery boy for Simco. At the age of twenty-one, Rosenberg raised from delivery boy to national sales manager, supervising the production, cold storage, shipping, and manufacturing. In 1948, the Open Kettle was started by Rosenberg which is a coffee and doughnuts shop. Later, Rosenberg renamed it to Dunkin Donuts. Dunkin Donuts was popular offering fifty-two types of doughnuts over six stores. In 2001, Rosenberg published a book which is â€Å"Time to Make the Donuts: The Founder of Dunkin Donuts†. William Rosenberg's vision is kept until today under the name â€Å"the philosophy of Dunkin' Donuts†: â€Å"Make and serve the freshest, most delicious coffee and donuts quickly and courteously in modern, well-merchandised stores.†Regarding Dunkin' Donuts values, Dunkin' Donuts attains twelve values applied perfectly to franchise owners, and they are as follows:Honesty  Ã¢â‚¬â€œ The truth is always the major key to success.Transparency  Ã¢â‚¬â€œ sharing thoughts fluency. Respect  Ã¢â‚¬â€œ Give individuals their nobility and win others' regard.Fairness  Ã¢â‚¬â€œ Do what is right even if it is hard to do.Humility  Ã¢â‚¬â€œ helping less fortunate individuals. It is about the team and the society as a whole.Responsibility- Be accountable for the outcome whether the situation is good or bad. Integrity  Ã¢â‚¬â€œ Character indicates when no individual is looking.In 1990, Allied Lyons the owner of Baskin Robbins purchased Dunkin' Donuts that was renamed to Dunkin' Brands in 2004. Dunkin' Donuts reached the first rank in customer loyalty of coffee category by Brand Keys for 10 years successively.Dunkin' Donuts's major competitors worldwide: Starbucks: Starbucks is obviously the leader of all Competitors of Dunkin' Donuts. It competes with Dunkin' Donuts by offering a variety of baked food and drinks in a relaxed atmosphere. McDonald's: McDonald's is one of the main fast food chains in the industry and one of the top Competitors of Dunkin' Donuts. Offering a variety of food items and drinks at low prices with quick service.Krispy Kreme: Krispy Kreme offers doughnuts and coffee, which means the toughest competition with Dunkin' Donuts.Dunkin' Donuts's major competitors in Saudi Arabia: In Saudi Arabia market, Dunkin' Donuts has a variety of competitors both international competitors and local coffee shops. International competitors are Starbucks, Krispy Kreme and McDonald's. The local coffee shops are Coffee Day, 12cups, Alchemy. As a result, Dunkin' Donuts should adopt and understand the Saudi culture to compete with their competitors. Furthermore, selecting some reasonable areas that most of the locals may not have the capacity to manage the cost because of their limited budgets, Dunkin' Donuts can gain a competitive advantage.Entering to the Kingdom of Saudi ArabiaGlobalization enabled local companies to become international, by giving them accessibility to invest in foreign markets, expanding their sizes, assets net worth, and targeted segments of customers. Also, it gave governments better opportunities for developing communities.Entering KSA as an international business is an easy process, but must be applied with accuracy and professionalism. The competitive investing climate attracts investors to be on this land, and only the most creative innovative could last, since the mid-1970s as of recently.In 1986, Shahia food Limited Company wins the contract of Dunkin' Donuts franchise and was able to introduce the brand Dunkin' Donuts to Saudi Arabia. Dunkin' Donuts is keeping spreading in KSA over thirty-one year. the first branch was established in Al Olaya. Nowadays, the company has more than 200 branches in all Saudi regions, starting from:Riyadh Region (King Khalid Intl Airport, Wadi Laban, Al Muzahimiah, Diriya, and more). Western Region, which includes (Mecca, Jeddah, and Madinah) Eastern Region (Khobar, Dammam, and Jubail)Qassim Region (Buraydah, Badiah, Bakeereya Unayzah, and Zulfi) Saudi employees versus Foreign employees:Dunkin' Donuts employes an acceptable number of Saudis. Its main purpose of having many Saudi employees is because of the policy of its industry, that employing Saudis to easily serve Saudi consumers will help to reach Dunkin' Donuts products. Moreover, Saudi employees can realize their nation consumption habits more than foreign employees. KSA modes to enter Saudi market:There are many modes to enter Saudi market. every type serves organizations, governments, and customers, reaching their objectives. Methods can be summarized as follows:Exporting: a country (exporter) sells goods and services and distributes them to another country (importer).Piggybacking: Selling goods services to local businesses, but they market the vendor globally.Buying a company: is the most expensive method of entering a country, it is about purchasing a local company. Turnkey Projects: Forming a project from the ground, and selling it to local companies to warranty an indirect existence. Contracting: either through licensing, joint ventures, or partnering, it refers to a contractor assists to introduce the brand to the local market. The percentage of involvement the contractor obtains is different from a contract to another.Greenfield Investments: means a project where a firm builds operations in a foreign market beginning from scratch. This mode has a large cost and local lows control it.A number of elements, such as expenses, local laws, necessities, desired quality, and industry will affect the company choices of these modes. Dunkin' Donuts has chosen since 1960 using the franchising model to enter America and worldwide markets, and Dunkin' Donuts used it in KSA too through Shahia Foods Limited that held the franchising method. Dunkin' Donuts KSA has its own vision statement that sequel the overall Dunkin' Donuts vision: â€Å"To be always the desired place for great coffee beverages and delicious complementary donuts & bakery products to enjoy with family and friends† As well as Dunkin' Donuts Mission:†To be the leading provider of the wide range delicious beverages & baked product around the kingdom in a convenient, relaxed, friendly environment, that insures  the highest level of quality product and best value for money. We provide our guest, the elegant service, and unforgettable experience to meet their expectations in every single visit.?†These strategic management tools state that Dunkin' Donuts KSA works under the localization theme, because of Saudi community privacy, that Dunkin' Donuts exists to make its enjoyable moments with delightful pastries and drinks, it is general in food firm to follow the localization theme because of the dependence of the food fields on the local tastes. The localization method is tracked through the Dunkinha and Dunkawy cards terms that support the customer's loyalty, and a customized menu made by Dunkin' Donuts for only Saudi Arabia. Conclusion It is apparent that KSA was for Dunkin' Donuts an important market, that's why it was chose from the beginning to be located in. Saudi's location, the type of consumption trends the society maintains, the support of the government received by international market players, and the encouraging purchasing power obtained by the Saudi people all these and other considerations, were the reason why 31 Dunkin' Donuts existed in KSA. The unique mode which is franchising is used by the company worldwide, this method was used due to the nature of the industry maintained by Dunkin' Donuts, which is QSR, that means it is a must to have the food on demand, this point cannot be done by other types of entry, it should be done through actual existence, and to reduce cost and time of studying national taste and its trends. To represent the company in the kingdom Dunkin' Donuts preferred to have a national local franchisee. The choice of this franchise was distinctive, due to the 31 years position of ruling the QSR in backed food and drinks industry in KSA, accomplished by Shahia, where the total market share reached is 49% of total market, compared to 29% for Starbucks and 22% for MacDonald's'. Discussion Questions and Answers:Why choose Saudi Arabia? Dunkin' Donuts is considered as the quick service restaurant industry., it is situated in Canton, Massachusetts, USA, it chose to invest in KSA because of its high concentration on building up the company's points of interest by existing in Saudi Arabia the heart of the world, which means rising the abroad experience. Moreover, it strongly supports the fact of investing where it can be focused on expanding resources, inattentive of having power. However, having the ownership flexibility, and publicizing risk.How the investment in Saudi Arabia? The comprehensive advantage of investment in KSA is known as stable. There is no need to concern about the nationalizing of the international businesses because of the encouragement practiced by the Saudi government towards foreign investors and the supporting for liberal ownership in the Saudi market. How do political ; global policies affect your business?The high rate of return, and the taxation system, for foreign investors in KSA, were factors of attracting the international business. The kingdom of Saudi has many advantages for foreign investors which are the highest digits for GDP in the region, controlled inflation rate, the size of the Saudi market, and finally the size and support given for the infrastructure. These great advantages are not only to attract Dunkin' Donuts to Saudi Arabia but all types of investors.Entering KSA as an international business is considered an easy process?Entering KSA as an international business is an easy process, but must be applied with accuracy and professionalism.What were the difficulties you faced to enter the Saudi market? Studying and analyzing the Saudi customer needs, was one of the greatest work done by Dunkin' Donuts KSA. One of its studies stated that employing Saudi Staff, and practicing the Saudization, will give the Saudi clients a more pleasant and stratified experience. SWOT Analysis:Strengths:The industry's most fundamental point of strength that makes it worth to persist the business through the past years is â€Å"the time-saving rule†, which means the industry reaches what regular restaurants can't offer, all these restaurants guarantee fast processes and quick purchase of food. Weaknesses:Staff who work in low conditions, with low wages, are considered from the weaknesses this industry face, which gave it a bad reputation among people worldwide. Opportunities:Due to globalization every year there are new markets added to the demand forces as a huge opportunity to the industry. Threats:Consumer demand for healthier food is increasing the threat in this industry, which will keep these restaurants under the consumer satisfaction indexes pressure. Appendix Interview questions ; answersWho are your national ; global competitors? Our competitors are other businesses operating in the same industry as we are. Which are: Krispy Kreme, McDonald's and the main competitor is Starbucks.Does Dunkin' Donuts buy from other countries or make the products?No, the raw material comes from America and Dunkin' Donuts produces the products in Saudi.How is your marketing methods different here in Saudi Arabia to other countries?Marketing methods are different in each country because of cultural differences. In Saudi Arabia, Dunkin' Donuts understands and respects the culture and religion of the region by following the regulations and guidelines for advertising the company.What is the entry mode that Dunkin' Donuts use (Franchising, licensing, joint venturing, exporting, turnkey projects or wholly owned subsidiary?Licensing with Franchising, as a combined mode used by the company worldwide.How do political ; global policies affect your business? It impacts Dunkin' Donuts by having many barriers to entry in different countries. Each country has its own policies that Dunkin' Donuts needs to follow in order to operate the business there. These days, Saudi is becoming more strictly by developing new regulations regarding operating businesses. In strategic positioning, does your business choose differentiation or low-cost methods for their products in order to create value for Dunkin' Donuts products?No, Dunkin' Donuts likes to keep up with the standards in order to offer high-quality products to the customers. After the value-added tax, Dunkin' Donuts just added one riyal to all products and make more offers to attract customers.Do you have different methods of choosing your employees here from other countries?Dunkin' Donuts likes to follow the government requirements regarding the Saudilization. As well as to have non-Saudi employees as a percentage of the staff, but to be able to speak English and Arabic as well. The interviewee information: Name: Gilhesh Paul Position: Area Supervisor. Phone number: 0560-213-910 Email: [email  protected] ReferencesDunkin' Donuts. (n.d.). Retrieved December 10, 2017, from http://www.dunkinbrands.com/about/donutsG. (2017, December 07).Dunkin' Donuts franchise. Retrieved December 10, 2017, from http://worldfranchise.eu/franchise/dunkin-donutsMarket Entry Strategies. (n.d.).Retrieved December 11, 2017, from http://www.tradestart.ca/market-entry-strategiesNigel Travis. (n.d.).Retrieved December 10, 2017, from https://news.dunkindonuts.com/about/leadership/nigel-travisSaudi Arabia – Market Opportunities Saudi Arabia – Market Opportunities. (n.d.). Retrieved December 11, 2017, from https://www.export.gov/article?id=Saudi-Arabia-Market-Opportunities(n.d.). Retrieved December 9, 2017, from http://www.dunkindonuts.sa/English/Dunkawy/Pages/default.aspx12,000Global Locations And Still Growing. (n.d.). Retrieved December 10, 2017, from http://www.dunkinfranchising.com/franchisee/en.html Dunkin Donuts What are the stages in a product life cycle? What are the marketing implications of each stage? From my studies it has been provine that the product life cycle is a great marketing concept that focus on the revenues from the sales of a product. The product life cycle is drawn like a bell curve. The life cycle is divided into four stages they are introduction, growth, maturity, and decline. Introduction-It takes time of a new product to begin selling in volume. There may be manufacturing or logistics issues to contend with. The marketplace may be unfamiliar with th product and creating awareness takes time. Consequently product sales show a slow growth during the introduction phase. Growth- The growth space is characterized by a rapid increase in sales volume. This is created by increased product demand when customers are buying. Manufacturing and logistics issues are likely resolved and the market is far more aware of the product. Maturity-The maturity phase is established by sales volumes leveling off. At this point competition is strong and margins may begin to suffer. Signs of getting to this stage are that competitors may start advertising more strongly or using other promotional means to increase sales. Decline-Is when a product sales begin to decrease and it is at this point that some serious marketing decisions need to be made. It is sometimes possible to extend the life of a product by changing some of its product attributes, repositioning it or by packaging it with other products. Dunkin Donuts What are the stages in a product life cycle? What are the marketing implications of each stage? From my studies it has been provine that the product life cycle is a great marketing concept that focus on the revenues from the sales of a product. The product life cycle is drawn like a bell curve. The life cycle is divided into four stages they are introduction, growth, maturity, and decline. Introduction-It takes time of a new product to begin selling in volume. There may be manufacturing or logistics issues to contend with. The marketplace may be unfamiliar with th product and creating awareness takes time. Consequently product sales show a slow growth during the introduction phase. Growth- The growth space is characterized by a rapid increase in sales volume. This is created by increased product demand when customers are buying. Manufacturing and logistics issues are likely resolved and the market is far more aware of the product. Maturity-The maturity phase is established by sales volumes leveling off. At this point competition is strong and margins may begin to suffer. Signs of getting to this stage are that competitors may start advertising more strongly or using other promotional means to increase sales. Decline-Is when a product sales begin to decrease and it is at this point that some serious marketing decisions need to be made. It is sometimes possible to extend the life of a product by changing some of its product attributes, repositioning it or by packaging it with other products.

Using Assessment and Feedback

Using Assessment and Feedback Gifted children require differentiated instructions to progress from what they already know to what they are yet to learn (Winebrenner, 2009). According to Sands and Barker (2004), teachers differentiate instructions by planning the implementation of curriculum and instructions with an understanding that learners differ in various ways. In this case, the complexity of content is varied depending on the ability of a student.Advertising We will write a custom essay sample on Using Assessment and Feedback specifically for you for only $16.05 $11/page Learn More Therefore, the philosophy of differentiation is that a student’s assessment begins before a subject is introduced and continues after the subject ends (Braud, n.d.). Additionally, feedback, from the assessment, should be used to improve the curriculum and the methods of teaching (Braud, n.d.). This essay discusses how assessment and feedback can be used to differentiate instructions in an effort t o support multiple intelligences in gifted class. Assessments refer to tasks assigned to students with the aim of determining the degree to which they have acquired skills and knowledge in a given subject (Curtiss, n.d). This means that assessments determine the extent to which the curriculum has been mastered by students (Winebrenner, 2009). For gifted students to make positive progress, assessments should be done consistently. Besides, students must be encouraged to develop ways of assessing their independent studies. Assessments are usually done before and after a task. Consequently, there is a pre-assessment and a post-assessment. In a pre-assessment, teachers strive to find out what students already know. This helps them avoid materials that students are familiar with or methods that are ineffective to students (Winebrenner, 2009). A typical method of performing a pre-assessment is squaring off (Curtiss, n.d). In squaring off, post cards describing the level of knowledge in a g iven subject are placed at each corner of the classroom. Students are then allowed to move to a corner that conforms to their knowledge on the subject. On the other hand, a post assessment is undertaken to find out what the students have learned from a given subject (Curtiss, n.d). The most exiting method of performing a post- assessment aimed at differentiating instruction to support multiple intelligences in students is the use of wraparounds (Curtiss, n.d). In this case, students form a circle where each demonstrates what he had learned in class (Curtiss, n.d). Additionally, the student is required to apply the knowledge from a lesson, illustrate something from it and provide a real life example (Curtiss, n.d).Advertising Looking for essay on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More Providing feedback is one of the surest ways of highlighting progress in a student. Feedback gives a student the opportunity to che ck with the teacher or a mentor and, therefore, ask questions (Intel, n.d.). Furthermore, feedback enables teachers to improve on their curriculum and teaching methods. Consequently, teachers are able to further differentiate learning instruction by modifying the five elements of differentiation through feedback. According to Winebrenner (2009), these elements include content, process, product, environment and assessment. A teacher is responsible for teaching student the content. A student who learn the content in less time or already know some of the content, qualifies for differentiate learning (Sands and Barker, 2004). Sands and Barker (2004) further reaffirm that use of more complex learning materials and learning centers, compacting and use of mentors are some of the ways of differentiating content. The process is the method used by students to make sense of concepts, generalization and required standards (Winebrenner, 2009). Teachers can differentiate the learning process by u se of flexible groups and sophisticated research (Winebrenner, 2009). According to Winebrenner (2009), the product entails the way students illustrate and exhibit their awareness of the content and process. For that reason, teachers differentiate products by allocating useful resources to students and demonstrating how these resources are used. Lastly, the environment is the physical setting and conditions under which a student learns (Winebrenner, 2009). In this regard, changing the actual place where students learn and allowing students to work with mentors differentiate the learning environment (Winebrenner, 2009). Surprisingly, in a class, it is the most able rather than the least able who learn less new materials after a given period of time (Winebrenner, 2009). Therefore, fellow teachers should understand that the plight of the gifted students is just as remarkable as that of children who struggle to learn. Interestingly, most gifted children, understand most of the subject ma tter a teacher teaches (Winebrenner, 2009). These children, thus, must be excused from work and assignments that are not necessary to them. Winebrenner (2009) states that teachers are not only supposed to teach the content, but also ensure that all students learn new stuff daily. If gifted children complete a task with little or no effort, they may conclude that being smart means doing things easily. Consequently, they may not be able to counter challenges in the future. Differentiation should, therefore, be used to provide them with more challenging tasks (Tillman, 2003).Advertising We will write a custom essay sample on Using Assessment and Feedback specifically for you for only $16.05 $11/page Learn More In conclusion, it is worth noting that assessment and feedback can be used to differentiate instructions in a bid to support multiple intelligences in a gifted class. For that reason, enough attention should be given to gifted children in order to make t hem productive. References Curtiss, C. (n.d.). Creativity and instructional strategies: Differentiating for gifted students in the mixed-ability classroom. Retrieved from www.esc13.net/gt Braud, L. (n.d.). How to assess differentiated instructions. Retrieved from ehow.com/how_7761608_assess-differentiated-instruction.html Intel. (n.d.). Designing effective projects: Project-based to engage students. Teacher and peer feedback. Retrieved from http://educate.intel.com/en/ProjectDesign/InstructionalStrategies/Feedback Sands, D. I. Barker, H.B. (2004). Organized chaos: Modeling differentiated instructions for preservice teachers. Teaching and learning, 19(1), 26-49. Retrieved from und.nodak.edu/dept/ehd/journal/Fall%202004/sands.pdf Tillman, M. (2003). Differentiated instruction – an overview. Retrieved from 3villagecsd.k12.ny.us/Instructional_Technology/TchLrn/Differentinstructoverview.htm Winebrenner, S. (2009). Teaching gifted kids in the regular classroom: Strategies and tech niques every teacher can use to meet the academic needs of the gifted and talented. Free Spirit Publishing. Retrieved from https://books.google.com/books?id=G1n-uCl_e7ICdq=using+assessment+and+feedback+strategies+in+differentiated+instruction+for+a+gifted+classroomlr=source=gbs_navlinks_sAdvertising Looking for essay on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More

Justification and Weaknesses of the Non-Interpretive Model essays

Justification and Weaknesses of the Non-Interpretive Model essays Justification and Weaknesses of the Non-Interpretive Model Brief: Justification and Weaknesses of the Non-Interpretive Model The question of Constitutional interpretation still has yet to be resolved. Should only the explicit commands of our nations Founding Fathers be referenced in courts of law, or can it be justified that an outside body should extrapolate from the specific text of the Constitution to define and defend additional fundamental rights? Further, if this body, namely the Supreme Court, bases its decisions of constitutional relevance not wholly on exact interpretation, then regardless of reason, are they wholly illegitimate? The non-interpretive model allows the Court to interpret beyond the exact wording of the Constitution to define and protect the values of a society. The question of how the non-interpretative model can be justified must be answered. Despite much remaining confusion between the two models, it is clear that history has chosen the non-interpretative model without which many of the defining points in our nations history would be unjustified. The overwhelming strength of the non-interpretive model is that it has allowed for many fundamental decisions that have served to protect the natural rights of the members of this society. If on the other hand the interpretive model is to be accepted, a significant number of decisions must be revoked. Briefly, the majority of the due process clause is no longer...

Short answer Essay Example | Topics and Well Written Essays - 500 words

Short answer - Essay Example A deep understanding of the theory of international systems is therefore relevant to determine what are the policies enforced in conflict situation that may ran counter with domestic politics (Karns and Mingst, 2009). Spatial models for international disputes and theoretical concepts that could be key for cooperative resolution of issues (Bueno de Mesquita, 2010; Karns and Mingst, 2009). War causes devastation of properties and loss of untold number of lives; it costs billions of money in a territorial dispute, resource utilization, and due to revolution waged by people who wanted to change and democratize the system (Karns and Mingst, 2009). War in itself is a mirage of injustices and human rights violations as innocent civilians are stripped and subjected to indignity in the evacuation centers and in a perpetual flight for security and safety (Karns and Mingst, 2009). Experiences bared how war violated the fundamental and constitutional rights of all human beings. In a Hegelian doctrine of dialectics, the sad and traumatic experiences of war inspire people, and advocates from states and non-states for collaborative peace work to intercede for conflict resolution through meaningful dialogues and adoption of humanitarian principles for peace-building and conciliation efforts (Karns and Mingst, 2009). The peace-building efforts will include the need for accountabilit y and effective global governance (Karns and Mingst, 2009). The global economy is characterized by the interdependency of nations in the maximization of resources through liberalized trading and exchanges of goods based on the purchasing power of nations. International commerce and liberalization of economy, as initiated by the Group of Twenty (G20) paved for a peaceful era when territorial expansion done through war in the medieval era is replaced with economic trading and commerce as the alternate economic-politics (Goldstein and Pevehouse, 2012).

Application statement for MSc Marketing Personal

Application for MSc Marketing - Personal Statement Example Some courses that I have taken from the course modules are social psychology, research and data analysis, clinical psychology, personal financial planning, financial accounting, among others. I worked as a research assistant in a cultural and family laboratory where part of my responsibilities include interviewing children and conducting cognitive tasks. Further, I had previous work experience as an intern at a law firm last summer in London, where I had the privilege of visiting courts, prisons, and drafting legal documents, to name a few. It is during these work experiences that I realized the relevance of marketing in the service oriented organizations – I remunerated that without people with marketing skills, the services offered would not be promoted, advertised, and relayed in strategic approaches to entice target customers into availing of these services, either in academic institutions or law firms. These provided the impetus for my realization of how dynamic marketing responsibilities are compared with other equally relevant organizational functions of accounting, finance, and administration.