Wwii And The Cold War - 1711 Words

When discussing WWII and The Cold War from an American perspective, the focus is likely to be centered on the wartime efforts of the country while debating strengths and shortcomings within those efforts. However, while the physical and psychological wars waged on, America’s homefront saw a continuation of fighting in the form of social movements aimed at attaining equality for all Americans. Minorities like African Americans and Mexican immigrants continued to face discrimination and racism during WWII but were shaped in different ways by the war. The Cold War era in America is a very complex subject marked by heightened tensions, fear, and paranoia among citizens. Much in the same way that WWII shaped the plight of minorities and immigrants on the homefront, the Cold War era also effected what it meant to be an American by shaping the conformist social class. Reaction to this conformity would also be shaped by the Cold War era, and Americans would eventually become critical to these effects. The first few decades of the 20th century marked a progressive period in America that set the framework for many of the social movements and ideals that would continue to shape the country throughout the rest of the century. African Americans continued to push for equal rights through the early 20th century and post-WWI. However, with the onset of WWII, the attention of citizens and lawmakers shifted from social movements on the homefront and instead focused largely on supporting theShow MoreRelatedWwii And The Cold War875 Words   |  4 PagesWWII and the Cold War were two very important wars in the history of the world. They both had a important role in the development of the world. The Cold War impacted society and politics more so than WWII by aiding countries in hopes of making them join their regime, the use of propaganda techniques to portray the other superpower as weak, the fear of annihilation due to nuclear weapons, and the war between communism and democracy. After WWII, much of Europe was left in ruins and millions of peopleRead MoreWwi, Wwii and the Cold War3813 Words   |  16 PagesUnited States entered into World War I. Some of these included unlimited Submarine warfare, the Sussex Pledge being broken, and the Zimmerman Telegram. Although the sinking of the Lusitania (May 1915) was before the US entered into World War 1, it was one of the events that lead up to the US involvement.    I thought it was interesting that there were newspaper advertisements paid for by the German Embassy that said that any ship traveling to into the European War Zone did so at their own risk andRead MoreBattle Of The Great War956 Words   |  4 Pagesthe Great War, WWII, and Cold War are described as one big war or not, for sure, each war theoretically ties together. Although the initial cause of the Great War, 1914-1918 is due to the assassination of the Austrian archduke, who was Francis Ferdinand and his wife, Sophie, what makes the Great War tied to WWII is the closure war of the series of peace treaties, and also the bitterness and vengeful soldiers. Nevertheless, there are three big events that tie the Great War, WWII and Cold war togetherRead MoreThe War On The Home Front1112 Words   |  5 Pagesevents which had great influence on the home front. Those two events were WWII and the Cold War. Civil rights, the cultural norms, and society at large, had changed greatly duri ng a short amount of time due to these events. The United States was fight a war on two fronts, both at home and overseas. The wars overseas had great influence and impact on the successes that would come over time on the home front. Without these wars and times of trials and tribulations, the civil rights movement and societyRead MoreMost Significant Period Of The 20th Century1171 Words   |  5 Pages World war II was one of the most significant period of the 20th century. The war was fought from 1939 to 1945 in Europe, and during 1930s to 1940s in Asia. The war in Europe began with the invasion of Poland by Nazi Germany and ended with the official surrender of Japan, the last axis nation. It was the largest armed conflict in history, involving the entire world’s countries more than the other war. Not only that, WWII introducing powerful new weapons, culminating in the first use ofRead MoreThe Soviet Revolution Of Ussr872 Words   |  4 Pagesisolationists until after 1945. In WWII the US fought alongside Russia. Russia, however, was communist ever since the Russian Revolution in 1917. The Russian Revolution also brought to the surface USSR (United Soviet Socialist Republics). The USSR was the only real controlling party of Russia from 1917-99. Because of the anti-communist tension of the US, the US did not recognize the legitimacy of the USSR until 1934. So even though the US fought alongside USSR in WWII, there was always a sort of mistrustRead MoreThe War Of World War II1638 Words   |  7 PagesWorld War II was the most widespread war in history and it directly involved more than 100 million people from over 30 countries. This war lasted from 1939 to 1945. The war pinned the Axis nations which were Germany, Italy, Japan versus the Allied nations which were led by Britain and its Commonwealth nation, the Union of Soviet Socialist Republics and the United States. The Allies were victorious in the War. It was one of the most significant periods of time in the 20th century. The war resultedRead MoreCold War Final Essay1456 Words   |  6 PagesDanielle Marshall October 26, 2017 1301-2305 Learning Community Professor Sinclair Ahad Hayaud-Din Unit III Essay Exam Theme 3 In 1945, one large-scale war was concluded and another one just begun. Even though there was not a direct military campaign between two key adversaries, the Cold War continued roughly about 45 years. It is named Cold because there was no actual fighting took place, but both the U.S. and USSR were bulking up their militaries to attack as if they had been or infiltrated orRead MoreWorld War II : The Cold War1087 Words   |  5 PagesWorld War II was devastating to all powers involved, but especially to the countries of Europe who had a war raging in their backyard. After the war ended, the world was a disaster, with economic and political policies destroyed. However, the tension that encompassed the world did not pass with the ending of the war; instead, it grew under the surface, strengthening animosity between countries with differing views, particularly the Union of Soviet Socialist Republics (USSR) and the United StatesRead MoreTo What Extent Was the Cold War Inevitable? Essay11 78 Words   |  5 PagesExtent Was the Cold War Inevitable? With the end of World War II (WWII) in 1945 began the Cold War, an international conflict that lasted from 1947–1991 and plagued nations across the globe. As the post-war negotiations were deliberated by three of the strongest world powers, the United States (US), Britain, and the Union of Soviet Socialist Republics (USSR), disagreements arose that created tension between the US and the USSR and ultimately instigated the infamous â€Å"Fifty Years War† (Crockatt 64)

Marketing Plannig for Hup Seng Company Assignment

TABLE OF CONTENTS 1)1.0 Executive Summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page 3 2)2.0 Situation Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page 4 2.1 Company Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 4-7 2.2 Macro-environmental PEST analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page 8-11 2.3 Market Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page12-13 2.4 Competitor Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 14-17 2.5 SWOT Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page 18-20 3) 3.0 Market Targeting and Positioning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page21 3.1Target Market†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page21-22 3.2 Product Positioning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page 23-24 4) 4.0 Marketing†¦show more content†¦Once the analysis has been evaluated, there have some key factors that used for marketing planning. In phases 2, we conduct a simple research to obtain the information though online internet. Our group uses the sources to gain the knowledge and understand what kind of strategy that HupSengcame out and understand the management teams even the financial performance. In the conclusion, we implement some of the strategic for Hup Seng to improve on their performance. Due to this condition, the quality of biscuits will be judged by the appearance of the goods. Therefore, we would like to explain in detail in this marketing plan 2.0 Situation Analysis 2.1 Company Analysis of HupSeng Industries Berhad HupSeng Industries Berhad (HSIB) is a Malaysia-based investment holding company. Through its subsidiaries, the company is occupied in the manufacture and sales of biscuits and coffee mix, and traders in biscuits, confectionery and other foodstuff. Its subsidiaries are HupSeng Perusahaan Makanan (M) Sdn. Bhd., HupSengHoon Yong Brothers Sdn. Bhd., and In-Comix Food Industries Sdn. Bhd. HupSeng Perusahaan Makanan (M) Sdn. Bhd., which is engaged in the manufacture and sales of biscuits. Established in 1958, it is one of Malaysias leading biscuit manufacturers with many accumulated outstanding achievements. In recognition of HupSengs stringent quality management system, the company was awarded the prestigious MS ISO 9002

Fashion during the Elizabethan Era Essay Example For Students

Fashion during the Elizabethan Era Essay Keeping Up With the Fashion Field Clothing and fashion during the Elizabethan Era was complex, complicated, and too dramatic (Bloom). The Elizabethan Era, was a time period from 1558-1603 when Queen Elizabeth I reigned, and was a period when people expressed who they were through creativity and originality (Black and Garland 16). Some may say that the Era was important, as it was the Golden Age in English history. Fashion during the Elizabethan Era was very extravagant and over the top. Fashion and style were competitive, varied by gender, and also depended on ones social class. Keep up is a phrase to describe the attitudes toward fashion during the Elizabethan Era. There was always pressure to be up to date. Peoples attempts to stay in fashion cost them a lot of money (Lace). Land owners felt obligated to entertain the rulers such as the king and queen when they traveled, so they would arrange big parties, and they and their families wore the most expensive clothes. Even the royal court wanted to show off and out-dress everyone. When the royal court traveled, they often made the nobles go broke trying to keep up with their standard of display (Lace). All types of people from land owners to the royal court felt the pressure to keep up. Fashion and style were different for men and women who were not rich. It varied by gender. Women and men both had fashion rules to follow. Men had to wear cheap materials which included sheepskin and wool (Elizabethan Era). They had to wear dull colors such as brown, dull blue and beige. Men wore low, flat hats. They also wore cheap breeches made out of rough materials. Women wore material from sheepskin and wool like men. They also had to wear dull colors. Women wore aprons and bodices. The bodice fronts were often laced up. They did not wear Jewelry or any other accessory. Men and women of working class both had restrictions on clothes, however, the clothes varied by gender. No matter how rich a man or woman was, no one could wear what they pleased. Clothing during the Elizabethan Era was controlled by sumptuous laws. These laws were put in place to keep the class structure strict (Renaissance Clothing for Kids). Clothes defined who a person was and what class they belonged to. Upper classes wore bright colors. Their clothes were made from expensive materials such as velvet, satin, silk, taffeta and lace. They also wore costly Jewelry such as pearls. The upper class women would wear clothes that included several different layers of material, while others women wore thin materials. Typical people such as the working class wore simple clothes as described above. During the Elizabethan Era clothing was associated with rank. There were a variety of colors and choices one could pick from if they were in a high class or had a high rank (Sixteenth- Century Clothing). No one could wear whatever they chose because peoples clothing was controlled by laws. In conclusion, the Elizabethan Era as a time period when Queen Elizabeth I reigned, between 1558 and 1603. During the Era, many fields such as poetry and literature grew and flourished. An area that flowered included style and fashion. Some may say that the era was a time when people had the opportunity to express themselves. Others feel that fashion and style during this time was restricted. In todays world, fashion is not as restricted as it was during the Elizabethan Era and both men and women are free to wear whatever they want. Works Cited Black, Anderson J. , and Mange, Garland.

Theseus Or Hercules Essay Research Paper Theseus free essay sample

Theseus Or Hercules Essay, Research Paper Theseus or Hercules? Theseus is most worthy of emulation. He was a great hero in Athens. # 8220 ; Theseus was, of class bravest of the brave as all heroes are, but unlike the other heroes he was as compassionate as he was brave. # 8221 ; ( p. 159 ) . Theseus besides was a adult male of courage, mind and bodily strength. Heracless on the other manus was what all Greece except Athens most admired. He was really strong but wasn # 8217 ; t excessively smart. Hercules neer thought of the effects that his actions would convey approximately before he followed through with them. First, Theseus was really strong. He fought many awful awful monsters such as the Minotaur, # 8220 ; ..a monster, half bull, half human.. # 8221 ; ( p.151 ) , and went on many great ventures such as the Quest for the Golden Fleece. Theseus showed his great strength in escapades such as the 1 with the Minotaur. Hercules was besides involved in many great escapades in which his great strength was shown. We will write a custom essay sample on Theseus Or Hercules Essay Research Paper Theseus or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Hercules was much stronger than Theseus, but Theseus made up for this little loss in other ways. Second, Theseus was really smart. Because of his great intellect the Athenians, people who valued thought and thoughts, chose him and non Hercules as their hero. Theseus escaped from the Labyrinth and killed the Minotaur. Neither of these undertakings were easy and required person with aptitude unlike Hercules. Theseus ever thought things through and made good determinations. Hercule s’ folly was shown on many occasions such as when he killed his household and his music instructor. Theseus # 8217 ; mind is one really valuable quality which makes him more worthy of emulation. Third, Theseus was really courageous. In fact he went on so many great jaunts that a stating grew up in Athens # 8220 ; Nothing without Theseus! # 8221 ; ( p. 149 ) . When it was clip for Theseus to seek his male parent he would non travel by H2O # 8221 ; But Theseus refused to travel by H2O because the ocean trip was safe and easy. # 8221 ; ( p. 149 ) . Theseus insisted to take the manner by land. His thought was to go a hero every bit rapidly as possible, and he accomplished his end by fring the land of all the banns to travellers on his manner to happen his male parent. Theseus had many other escapades. He was on the Argo, in the Caledonian Hunt, every bit good as many others. Hercules besides had many escapades but his were frequently the consequence of his ain stupidity. The # 8220 ; labours of Hercules # 8221 ; , one of his greatest escapades, were all a consequence of his ain folly in killing his married woman and kids even though Hera purportedly brought the lunacy upon him. In decision, Theseus is most worthy of emulation. He was strong, brave and most significantly smart. If Americans had to take between Theseus and Hercules, Theseus would be chosen. Theseus # 8217 ; great intellect makes him a better individual for Americans to take. Of class Theseus would merely be chosen if Americans all of a sudden became qualified to do such a determination.

Outback Steakhouse Case Study Essays

Outback Steakhouse Case Study Essays Outback Steakhouse Case Study Essay Outback Steakhouse Case Study Essay Overview of the Outback Case Study Analysis The authors of the Outback Goes International study, (hereinafter the â€Å"Study† or â€Å"Case†) depict a restaurant company, Outback Steakhouse, (â€Å"Outback†, the â€Å"Business†, or the â€Å"Company†) that by 1995 had experienced significant growth over the prior seven years. The Case addresses how management identified international expansion and product diversification as the principle elements of a strategic plan formulated to continue rapid expansion. This report will evaluate Outback’s strategies of international expansion and restaurant diversification in light of alternative means of achieving enhanced shareholder value via growth. Several uncertainties and challenges, which management acknowledged and the Case documents, faced Outback. The methodology used by the Company to consider its strategic options will be addressed by this report as well. The analysis contained herein will evaluate issues pertaining to those challenges, relying on the comparative performance of the Company’s publicly traded stock as the ultimate measure of management’s success or failure. This report will first evaluate the fundamental elements of the companies’ strategic plans, incorporating published academic research regarding strategic decisions, risks and the basis for management’s decisions. Additionally, further evaluation of the opportunities and competitive achievements in the international arena will be conducted. Finally, this report will attend to and appraise the ultimate financial performance achieved by the Company since the establishment in 1995 of its strategic plans and subsequent preparation of the Case being analyzed herein. Comments from Outback’s legendary C. F. O. Bob Merritt, will serve to punctuate the conclusion of this analysis; Outback’s strategies of product diversification and international expansion did not pay off for shareholders. Strategic Planning Methodology In evaluating Outback’s strategic plan this report adopts the fundamental assumption that management has as its primary objective the creation of shareholder value. Presumably, strategic decisions of management are designed to support this value proposition. A number of alternatives exist for companies to create value and Outback’s challenge was to weigh potential returns of alternatives against their inherent risks. Adrian J. Slywotzky and John Drzik of Mercer who document seven classes of strategic risk in their April 2005 article Strategic Risk Management published in the Harvard Business Review, set forth that in managing strategic risks there are an, â€Å"array of external events and trends that can devastate a companys growth trajectory and shareholder value. † It is evident that Sullivan, Outback’s chief executive, was aware of risk when he stated, â€Å"†¦the world is becoming one big market, and we want to be in place so we don’t miss that opportunity. † Management can react to risk through five generic responses as addressed in A framework for integrated risk management in international business, published in 1992 by Dr. Kent Miller in the Journal of International Business Studies . Miller’s five responses are identified as avoidance, control, cooperation, imitation, and flexibility. Sullivan and his management team’s plans reflected their primary concerns over two of the strategic risks identified by Slywotzky and Drzikclear; stagnation and competition. Stagnation is characterized as flat or declining sales volumes; in the case of Outback slower growth. The risk of competition is characterized by emerging competitive threats; in the case of Outback this strategic risk was represented by restaurant competitors in their markets. These were appropriate concerns and priorities given the facts of the Case. In responding to these threats, management’s reaction reflected four of Miller’s five categories of risk responses including control, imitation, cooperative responses and organizational flexibility . Sullivan and his team sought to control uncertain variables rather than passively treat the uncertainties as constraints by continuing to gain market power via growth in units. In addition they resorted to imitation of rival organizations strategies to cope with uncertainty by pursuing a â€Å"multipronged† strategy that both encompassed new restaurant concept development and international expansion; a strategy that had been adopted by other competitors including their former employer and competitor Brinker International. Outback also intended to utilize joint venture and franchise agreements as a cooperative response by creating partnerships that produce interdependence. Finally, as Miller points out, the Company adopted organizational flexibility by embracing, â€Å"the most widely cited example of flexibility in the strategy literature†¦product or geographic market diversification. † International expansion and new restaurant concept development certainly fulfilled this documented organizational flexibility response to risk. Absent from the Case and potentially excluded from Outback’s strategic considerations was the alternative response of expansion and diversification through a merger or acquisition. While the Company did acquire an Italian concept, Carrabbas Italian Grill, for development purposes, the business was very small at the time and as a result did not generate synergies or make significant near term contributions to revenue and profits. While Outback may have evaluated acquisition or merger alternatives, the Company did not integrate this strategic alterative into its plans. In fact, in June of 1999, Ruth’s Chris Steakhouse was available for sale . This company represented several hundred million in annual revenues with obvious synergies. However, despite in-depth discussions, Outback avoided making an offer to acquire the business and Ruth Chris was sold to the private equity firm of Madison Dearbourn Partners. Ironically, Ruth Chris went public in August of 2005, raising $235 Million that represented, â€Å"the richest IPO from a restaurant firm since Dominos Pizza (DPZ) kicked off in July, 2004 with proceeds of $337 million†, according to Thomson Financial. This was an opportunity the Company missed, and reflects an error in not considering acquisitions as a prong in its â€Å"multipronged† plan. In reviewing the Case, and researching the basis for Outback’s evaluation of strategic alternatives in 1995, management’s decisions appeared prudent at the time and reflected established theories in strategic thinking, planning and risk evaluation. Expanding internationally and diversifying through new restaurant concept development represented sound direction at the time. To further support the basis for the aforementioned strategic direction of the Company, one can look at the growth trajectory of the business. At the end of 1994, Outback had 214 locations in operation. Its annual sales growth from inception in 1988 until its fiscal 2004 year end averaged 53. 91%. Since 1992 the company had more than doubled revenues, growing from $189. 2 Million in 1992 to $415. 9 Million in 1994. As the Study notes, Chairman Sullivan described this growth, expressing that, â€Å"we can do 500 to 600 restaurants (domestically)†¦ over the next five years. † In the year 1995 had Outback maintained its averaged unit growth rate of 53. 91% over the prior three years the Company would have reached U. S. market penetration of 600 locations in a matter of a few years. In fact the Case notes, although somewhat more conservatively, â€Å"At the rate the Company was growing (70 units annually), Outback would near the market’s saturation within 4 to 5 years. † Therefore Sullivan had to explore alternative methods of growth to continue to create value. The business had, according to the Study, a â€Å"multipronged strategy† that included the expansion of its Italian chain â€Å"Carrabbas Italian Grill† and the development of new dining themes. Interestingly, by 1994 Brinker International, a key competitor of Outback, had already achieved a degree of international expansion and planned to continue its pursuit of this strategy. According to Brinker International’s 10K filing with the SEC dated September 27, 1994, â€Å"During the past two years, the Company entered into several international franchise agreements, which will bring Chilis to Australia, France, Puerto Rico, and the United Kingdom in the next 12 months. In fiscal 1994, the first Chilis restaurants outside North America opened in Singapore and Malaysia on February 4, 1994 and June 15, 1994, respectively. The third, fourth and fifth overseas Chilis locations opened in Egypt, Australia and Puerto Rico on July 19, 1994, August 28, 1994 and September 6, 1994, respectively. The Company intends to continue pursuing international expansion and is currently contemplating development in other countries. † In addition to Brinker’s international expansion, it also had amassed 458 locations that included six different restaurant concept brands. It is apparent that Brinker International had already pursued the plan that Outback ultimately adopted, further confirming Outback’s adoption of Miller’s imitation response to risk referenced previously. Restaurant competitors of Outback that served the casual, full-service dining segment generally had not expanded internationally like fast food restaurants. This is confirmed by the Case, which lists T. G. I. Friday’s and Applebee’s, the only direct competitors of Outback on the list, as having only 39 international locations as of 1994. The Case failed to include Brinker International in its data, but given the documented expansion, the number of casual dining chains engaged in international expansion was relatively limited in 1994 at the time Outback was considering its plans. Obviously an opportunity existed for international growth; but would this growth add value to shareholders? Recall that this report addresses the strategic decisions of the Company in the context of appreciation in shareholder value, which represents the ultimate measuring stick of performance. A June 2005 report in the Outlook Journal titled Getting a Truer Picture of Shareholder Value, concluded that, â€Å"there is a limited and diminishing correlation between those measures (net income and earnings per share) and share prices. A company’s income statement usually accounts for only about 4 percent of market value for a stock with a typical price/earnings ratio of 25, while the balance sheet covers about 25 percent. The remaining 70 percent of market value consists of intangible assets and expectations of future growth. † Pushing continued expansion to support or further promote publicly traded share prices is common. However, as Motley Fool’s Brian Green attests in a February 2000 article commenting on then popular P. F. Chang’s, a recent star in the domestic casual dining segment, stock, â€Å"Its at this point in the script when the customer lines are stretching out the door and the national expansion plan is gearing up that so many hot restaurant operators of yesteryear have screwed up everything. † In fact, the notion that international expansion is an intelligent strategic option for a business in the service sector, such as Outback, is questionable. While it is generally understood that a firm’s financial performance improves with a greater multinational presence, empirical studies have rejected this notion. Instead, becoming an international business has been shown to have, â€Å"Both a U-shaped relationship (which suggests an initially negative effect of international expansion on performance, before the positive returns of international expansion are realized) and an inverted-U-shaped relationship (which suggests that international expansion beyond an optimal level is again detrimental to performance, and results in a negative slope). Meaningful analysis of expansion in the international marketplace by restaurant companies and the related financial performance of such companies is not readily identifiable. However, the Case does address many issues that created great challenges for international expansion, including location, distribution, local appeal, and other factors. Undoubtedly, if a proven financial model exists for a restaurant brand domestically, this does not mean that the same formula is applicable in foreign markets. Regardless, over the past decade Outback has expanded to 123 units internationally and developed six new restaurant concepts including Carrabbas Italian Grill, Lee Roy Selmons, Cheeseburger in Paradise, Bonefish Grill, Paul Lee’s Chinese Kitchen, and Flemings Prime Steakhouse Wine Bar. The Company also has a joint venture development relationship with Roy Yamaguchi, the chef and creator of Roys Restaurants located in Hawaii, the U. S. , and Japan. These accomplishments are in line with the strategies management outlined over ten years ago. However, despite achieving their goals, the ultimate judge of the strategic plan should be defined by the financial performance of the Company and finally the enhancement of shareholder value. Outback Financial Performance – The Results As mentioned in the introduction, increasing shareholder value is a primary objective of management. The results of a businesses’ profitability, growth prospects and returns contribute to investors’ valuation and ultimately judge management performance over the long haul. Share prices of public companies are objective reflections of market value and serve to compare Outback’s performance during the past ten years to a number of its main competitors. It should be noted that each of the competitor companies included in the comparison are large chains, with significant revenues, market capitalization of several billion dollars, managing multiple concepts and having significant international operations. These restaurant chains are identified as the â€Å"four big players† , in the restaurant industry. For additional evaluative purposes, the broad S 500 index is also included. (THIS SPACE LEFT BLANK FOR FORMATING PURPOSES ONLY) Graphic of Competitive Stock Price Appreciation From 8/26/95 through 8/26/05 Graph 1 Outback Steakhouse = OSI, EAT = Brinker International, APPB= Applebee’s, DRI = Darden Foods sp500=S 500 Of the four companies depicted in Graph 1, Outback has generated the poorest appreciation in stock price during the past decade. Darden Foods experienced the greatest appreciation, rising nearly 400%, Brinker International appreciated nearly 250%, Applebee’s nearly 150%, and Outback, below the performance of the S 500, appreciated 100% over the past decade. These are disappointing results and would not reflect the optimism demonstrated in the Case performed on Outback regarding its plans in 1995. What is the cause of this poor performance in shareholder value appreciation? Regrettably, financial disclosure documents submitted by Outback and its competitors described in this report do not provide adequate evaluation and disclosure of international operations to ascertain the relative financial performance of its international business. While Outback has successfully opened 123 units internationally since its strategic decision a decade ago, the specific financial contributions from these ventures are indeterminable. However, the appreciation of the Company’s stock is irrefutable. An interesting development pertaining to the financial performance of Outback is the recent surprise retirement of its CFO, Bob Merritt. Highly regarded and referenced extensively in the Case, it would be interesting to learn of Merritt’s perspective. Perhaps these observations would provide clues as to Outback’s performance issues. Thankfully, in a June 2005 interview with Chain Leader Magazine written by David Farkas entitled, Parting Shots, Merritt is rather candid. The article first substantiates Merritt’s stature as described in the Case. â€Å"Bob’s legacy will be as the pre-eminent CFO in our industry over the past two decades,† says investor and former Brinker International CFO Jim Parish. SG Cowen’s Paul Westra, who has followed Outback since 1994, considers Merritt to be â€Å"the granddaddy† of CFOs. While Merritt cites frustrating changes in financial accounting standards as a motivation for his abrupt departure from the Company, his thoughts are not limited to this point and he provides some keen insights to what has gone on in the halls of his former employer. When asked about his perspective on the casual dining segment, Merritt opined, â€Å"It’s going through a fundamental change. You now have four big players†, these are the companies included in this report’s stock price comparison, â€Å"and they are all net generators of cash. He added, â€Å"It’s also the most competitive environment and the worst cost environment. † Merritt makes an interesting point that goes to the heart of the issue of growth in the industry when he says, â€Å"There is an inflection point in the development of any restaurant concept. The cost to build the incremental restaurant escalates faster than the ability to raise prices. The consumer doesn’t care that the cost to open a restaurant in 2005 is 50 percent higher than the cost of the one five miles away that was built in 1995. They are not going to pay proportionately more to eat in the new unit. As a result, returns go down. At some point the incremental return doesn’t justify the incremental investment. † Finally Merritt points out, â€Å"Will they (management) do what they have historically done and continue to mindlessly expand these concepts well past this inflection point and destroy capital, or will they change and become more concerned about generating real shareholder value and how to grow it? A number of companies in this industry are destroying capital by continuing to grow even though incremental returns don’t exceed their risk-adjusted capital cost. † Was Merritt referring to Outback’s expansion strategy, given its relatively dismal performance during the past decade? It certainly sounds like it based on the review of share price appreciation of his former employer, Outback Steakhouse. Conclusions Outback’s plans as described in the Case and reviewed in this analysis seemed quite prudent at the time. However, if the objective of management is to maximize shareholder value, given Mr. Merritt’s commentary, is this best accomplished by expansion that might not fundamentally provide adequate financial returns? Judging by the results and Mr. Merritt’s thoughts, Outback’s expansion plans have not been successful. Outback’s results as compared to its competition fail to reflect a business that achieved what it had hoped to. While adding many units, it is clear that the incremental benefit from its expansion did not enhance value in a manner that compares to its competitors. Perhaps the results of the strategy had more to do with poor execution.

Learn the Use of Have in English

Learn the Use of Have in English Students of English will eventually both have and have got to express possession. Both forms can express what we own, but also the relationships we have. For example, I have / have got a car and a father. Beginning level students should also know that have is preferred in US English, and have got is much more common in British English. Finally, the fact that US English often uses gotten as the participle for various verbs including phrasal verbs with get, but will also use have got when expressing possession can further confuse students. This guide provides examples of the various uses of both forms. The differences between have and have got can be confusing for beginners. Here is a guide the two forms. When you finish reviewing, try the quiz  to check your understanding. Remember these important points: Have and Have got are used for possession.Example: Jack has got a beautiful house. OR Jack has a beautiful house.Only have is used when talking about actions.Example: I usually have breakfast at 8 oclock. NOT I usually have got breakfast at 8 oclock.The question form for have follows regular present simple:Example: Do you have a fast car? NOT Have you a fast car?Have and Have got are only used in the present simple. Use have for the past simple or future forms.Example: She had a copy of that book.There is no contracted form for Have in the positive form. The contracted form is used for have gotExample: I have a red bicycle. OR Ive got a red bicycle. NOT Ive a red bicycle. Here is a grammar chart showing the construction of the two forms: Forms With Have Got Have got is used both British and American English but is more common in British English. Note that have got is used for possession in American English, but that gotten is used for as the past participle for other uses of get. Subject Positive Form Negative Form Question Form I, You, We, They Subject + have + got + objects - contracted form: ve got They have got a new car. Ive got a number of friends in Los Angeles. Subject + have + not + got + objects - contracted form: havent got We have not got a dog. They havent got time to meet today. (? word) + have + subject + got? How many children have you got? Have we got enough time today? He, She, It Subject + has + got + objects - contracted form: s got He has got a new car. Its got red stripes and yellow stars. Subject + has + not + got + objects - contracted form: hasnt got She has not got a dog. It hasnt got any spots on it (? word) + has + subject + got? How many children has he got? Has it got any gas in the tank? Forms With Have Have is more common in American English when speaking about possession. However, have got, as mentioned before, is also used in American English for possession.   Subject Positive Form Negative Form Question Form I, You, We, They Subject + have + objects - no contracted formThey have a new car. We have classes on Friday. Subject + do + not + have + objects - contracted form: dont have They do not have a dog.We dont have time for lunch now. (? word) + do + subject + have?How many children do you have? Do we have any pasta left? He, She, It Subject + have + objects - no contracted formShe has a new car.He has three children. Subject + does + not + have + objects - contracted form: doesnt haveShe does not have a dog. He doesnt have any friends in town. (? word) + does + subject + have?How many children does he have? Does she have a vacation this month? Note: Sometimes the irregular form Have you a car/house/etc. is used in antiquated (older) forms of British English

A STUDY OF AN UNKNOWN WEAK ACID Lab Report Example | Topics and Well Written Essays - 750 words

A STUDY OF AN UNKNOWN WEAK ACID - Lab Report Example A combination (pH-reference electrode) was obtained. A screw-like BNC connection of the electrode was inserted into the slot at the rear of the meter and turned (unsteady or sporadic readings could indicate a loose connection). The electrode was suspended from the meter arm and after which it was kept from drying out by placing it in a beaker of water. When it was ready to make measurements, the air hole under the knurl at the top was insured to be in the open position. The meter was then calibrated. The ATC probe was inserted in order to automatically monitor the temperature. After this the electrode was rinsed with the wash bottle and blotted dry (the electrode was not rubbed as this would cause static buildup and erroneous results). For the case of the sample, a trial run was carried out first to determine the required mass of unknown weak acid. For the trial run the sample need not be oven dry. About 0.1 g of the unknown sample was put into a 250mL beaker. The mass of sample taken for titration was adjusted, so that 30 to 40 mL of NaOH titrant was used to reach a pH of 10 or higher if no endpoint had been found. The remaining unknown acid was heated in the 600C oven for approximately 1 hour before weighing out the next sample portions. When ready to titrate, about 100 mL of water was added to the previously weighed sample. The beaker was then placed on the magnetic stirrer and stirred vigorously in order to dissolve. The electrode was immersed in the solution taking care not to hit the fragile glass bulb with the stir bar. Then the burette was placed over the beaker. This was then titrated by adding 0.5 mL increments, recording to 2 decimal places, and reading the pH meter after each addition. A quick preliminary titration was performed in order to determine the location of the end point(s), carrying the titration past pH = 10 until no significant change in pH occurred with