A Short History of the Toothpick

A Short History of the Toothpick Thanks to the humble toothpick, taking care of your oral hygiene after meals has become somewhat of a ritual. With needle-like precision, it makes removing unseemly pieces of food debris, such as that stubborn sliver of shredded chicken, a thoroughly satisfying task. So who should we thank for it? DIY Origins   The toothpick is one of the few inventions being used today that predates the arrival of modern humans. Fossil evidence of ancient skulls, for instance, suggests that early Neanderthals used tools to pick their teeth. Scientists have also found tooth indentations indicative of teeth picking in human remains among Australian Aborigines, prehistoric Native Americans, and the earliest Egyptians.    The practice of teeth picking was not uncommon among early civilizations, too. Mesopotamians used instruments to keep dental crevices clear and artifacts such as toothpicks made out of silver, bronze and various other precious metals that date back to antiquity have also been unearthed. By the Medieval period, carrying a gold or silver toothpick in a fancy case became a way for privileged Europeans to distinguish themselves from commoners. The toothpick wasn’t always quite the lowly, mass-produced and disposable piece of wood that we’ve come to know today. Queen Elizabeth once received six gold toothpicks as a gift and would often showcase them. There’s even an anonymous portrait depicting her as an old woman wearing multiple chains around her neck, from which hung a gold toothpick or a case. Meanwhile, those who couldn’t afford such luxuries resorted to more creative ways of fashioning their own toothpicks. The Romans came up with a particularly clever method of pulling bird feathers, chopping off the quill and sharpening the tip. The technique was passed on to future generations in Europe and eventually carried over to the new world. Over in the Americas, native peoples carved toothpicks from deer bone. And just up north, Eskimos used walrus whiskers. Coincidentally, wood was generally considered unsuitable for the purpose of dislodging trapped food bits. Twigs from trees were inadequate because they tended to wear down when wet and had a propensity to splinter, which tended to be problematic. One exception is the mastic gum tree of southern Europe, with the Romans among the first to take advantage of the plant’s pleasant aroma and its teeth whitening properties. A Toothpick for the Masses With the ubiquity of tooth picking tools across the world, it was only a matter of time before an industry was built around them. As small businesses specializing in toothpick manufacturing began to pop up, demand for toothpicks also grew.  American entrepreneur named Charles Forster. The mass production of toothpicks can be traced to the Mondego River Valley in Portugal. It was there, in the small municipality of Coimbra, that the 16th century nuns of the Mos-teiro de Lorvo monastery began making toothpicks as a disposable utensil for picking up sticky confections that tended to leave residue on fingers and teeth. Locals eventually picked up the tradition, using only the finest orangewood and a jackknife to handcraft the toothpicks. The region would over time earn a reputation as the world capital of the toothpick industry where the finest toothpicks were made. Orders soon came in from all over Europe and shipment were sent out as far overseas as the Americas. The Portuguese were especially renowned for a special type of cocktail tooth called â€Å"palitos especiales† distinct for their carved involutes and curly shafts. In the U.S., some vendors seek to mimic the classy, festive aesthetic with toothpicks topped with colored cellophane. Toothpicks in America The American entrepreneur Charles Forster was particularly impressed by the high quality of the toothpicks in South America. While working in Brazil, he noticed that the locals often had impeccable teeth and credited it to the use of imported toothpicks from Portugal. Inspired by fellow American Benjamin Franklin Sturtevant’s shoe-making machine, Forster got to work on building something similar that would be capable of mass-producing millions of toothpicks a day. While he was ultimately able to come up with the goods, Americans simply weren’t interested. Part of the problem was that Americans were already accustomed to whittling their own toothpicks and doling out cash for something that can easily make themselves made little sense at the time. What was needed was a sea change in ingrained lifestyle habits and attitudes if there was any hope of generating demand. Forster just so happened to be crazy enough to take on such a seemingly insurmountable challenge. Some of the unusual marketing tactics he employed included hiring students to pose as store customers seeking toothpicks and instructing Harvard students to ask for them whenever they dined at restaurants. Soon enough, many local eateries would make sure toothpicks were available for patrons who somehow developed a habit of reaching for them as they’re about to leave. Though it was Forster who at the time nearly singlehandedly established a growing market for mass-produced wooden toothpicks, there were a few others jockeying to get into the game. In 1869, Alphons Krizek, of Philadelphia, received a patent for an â€Å"improvement in toothpicks,† which featured a hooked end with spoon-shaped mechanism designed to clean out hollow and sensitive teeth. Other attempted â€Å"improvements† include a case for a retractable toothpick and a scented coating meant to freshen one’s breath.  Ã‚   Towards the end of the 19th century, there were literally billions of toothpicks made each year. In 1887, the count got as high as five billion toothpicks, with Forster accounting for more than half of them. And by the end of the century, there was one factory in Maine that was already making that many.  Ã‚   Toothpicks Not Just for Picking Teeth With the commercialized ubiquity of disposable wooden toothpicks, the concept of the toothpick as status symbol, which stubbornly persisted well into 19th century, would slowly begin to fade. Silver and gold toothpicks, once immensely popular amongst society’s most well-heeled elites, were increasingly turned in as donations at fundraisers. But that doesn’t mean a toothpick’s usefulness was simply relegated to oral hygiene. Most people, for instance, are familiar with the use of toothpicks in social settings where eau doeuvres and other finger foods are served. Yet they’ve also proved capable of pinning down overstuffed deli sandwiches, cleaning dirt from underneath fingernails, and even picking locks. While the standard toothpick of today remains essentially unchanged from the ones Forster was cranking out over a century ago, entrepreneurs still seek to improve upon its very basic iteration. One early attempt by Forster and others to make them more appealing was the introduction of flavored toothpicks. Popular flavors included cinnamon, wintergreen, and sassafras. For a time, there were even liquor flavors, such as Scotch and Bourbon. Inventors have also tested other coatings such as imbuing sticks with zinc as a disinfectant. Another therapeutic approach involved combining a toothpick and a gum massager. Others have tried tinkering with the shape by making the center square as a way to prevent rolling when dropped while some newer ones claim to offer enhanced cleaning ability with the addition of brush-like bristles to the head. Though such efforts to build a better toothpick may arguably yield some advantages, theres something about the toothpick’s modest simplicity that makes it so users dont have much of a desire to deviate. A disposable, cheap object with a simple design that achieves its desired goal, you really couldn’t ask for more - as a consumer or as a manufacturer.

As international media companies expand across the Essays

As international media companies expand across the Essays As international media companies expand across the world, the growing popularity and uniformity of some media programs (such as TV shows, movies, fashion shows) is causing worldwide concern. Many people have strong views toward this trend. In my opinion, international media is closely linked to cultural globalization and cultural homogeneity.The dominance of international media is a sign of Western cultural imperialism and has the potential to thwart cultural diversity. It is not a secret that international media is owned and operated by a handful of giant corporations, such as Time Warner. They control large sectors of the media market and place national media companies at risk. The contraction in the number of media owners will cause a proportional reduction, in the variety of programs broadcasted. For example, painting, music and movies accessible in the media have a small number of genres, imposing restraints on one's knowledge of artworks of different cultural backgrounds.In add ition to seizing control over those creative industries, global entertainment companies affect cultural diversity by reshaping the perceptions, beliefs and norms of ordinary citizens in different countries. Most of the cultural values and ideals promoted by the leading mainstream media are of American origin. American culture values individuality, maximization of one's benefits and material wealth, rather than communal life and family solidarity, the values and norms previously treasured in many Asian countries. Unfortunately, many Asian people now imitate American people, causing the alteration of their perceptions of family. This radical change can be attributed to those movies and TV programs that portray the success of American individuals or corporations.The loss of media diversity is also responsible for people's narrow sense of ways of life. The ruling class of many countries speaks English, favors Western food, wears Western-style jackets and even prefers Western weddings. Y oung people are captivated by American basketball and some even daubing the names of NBA stars on their school sweatsuits. All these transformations in life are the result of the audience's exposure to Hollywood movies, TV shows and sports reports. The loss of media diversity will lead to degradation of culture and to a minimization of cultural diversity. It is a worrying trend, as people need cultural diversity to preserve and pass on their valuable heritage to future generations, including lifestyle.As shown above, international media, controlled by a handful of transnational media corporations, is exporting Western culture worldwide and putting many indigenous cultures at the risk of extinction. The uniformity of media programs has led to that of artworks, norms and ways of life wherever international media goes.

National curriculum;with a focus on Primary literacy the theme i will Literature review

National curriculum;with a focus on Primary literacy the theme i will be writing on is Phonics - Literature review Example 2006). These aspects are believed to have led to the formation of different theories related to learning and education. The main aim of this academic presentation is to be able to study and discuss two main theories related to learning and education – social constructivist theory of learning and the social cognitive theory. The analysis and evaluation of the same are believed to lead to the establishment of different important outcomes that can serve as a key reflection in the planning and development of learning and education structures. This makes it necessary to throw light on the same. The Social Cognitive theory of learning had been suggested by Bandura (1986). It is based on the principle and ideology that a particular learning system is considered to be effective and efficient when the same encourages the learners or individuals who are part of the learning system to be abreast of the action of others. The theory in itself suggests that the behaviour of human beings is largely influenced by the behaviour of others. The most significant observation in this case of learning is the development of a kind of imitation of the actions and behaviour of role models in the learning system (Rafferty, 2009). Vygotsky (1962) stated that human beings are highly socially dependent individuals and the experiences and learning which forms an integral part of the human existence in the world. These are best derived when the same are achieved through various exercises and endeavours that require the effective teamwork and involvement of human beings in groups (Cobb, 2006). The same is believed to increase the participative learning of the individuals. As they are not only able to contribute effectively to the entire learning process by presentation and application of their inherent knowledge and experiences, but are also able to enhance the same aspect among others (McInerney and

The Englishman's Boy by Guy Vanderhaeghe Essay Example | Topics and Well Written Essays - 1000 words

The Englishman's Boy by Guy Vanderhaeghe - Essay Example National Identity is a very important part of our personality. The formation of national identity is a process of comparing and contrasting the values of our own nation with the values, principles and beliefs of other nations. Certainly, not all the people have an opportunity to travel, thus we have got another reliable and valuable source of information that help us form our views and got different feelings. This is an art. We see films and beautiful pictures, read poems and novels created by our ancestors and also modern artists. Studying the masterpieces of art, we receive valuable information about our history and this helps us form our own identity. We can learn about what is good and what is bad from different examples provided by the pieces of art. Art also serves as a reflection of our own feelings and thoughts. However, not all the information we receive is true and it is important to understand what to absorb and what to ignore. When the Great War was over, a new important period started began in the life of America. Actually, this period predetermined the future of the United States and its reputation of the most developed country in the world. It was a period of thriving, the time of economic development. There were many new opportunities opened for Americans that time and it is natural that this made the United States attractive for immigrants. The myth of American Dream appeared and many people from different countries in the world left their motherland to come to the United States seeking for better life. The United States became multicultural that caused many problems for immigrants. Instead of American Dream they faced terrible racial intolerance. Guy Vanderhaeghe tells us the story of Harry Vincent, a young scenarist, and his boss, a rich man Damon Chance, who wanted to create a special movie. The main purpose of the Damon Chance is to create a real â€Å"American† movie, which would reflect n amely American spirit. Chance thinks that the main problem of Americans is the lack of national identity. Here we can trace the attitude of Chance towards immigrants. It seems that he accuses multiculturalism caused by mass immigration of the lack of national identity in The United States. He respects real American nation and is sorry that it does not have its own art. He wants to create a real American masterpiece: â€Å"The Germans gave the world their music. The Romans their architecture. The Greeks their tragedies. We recognize the soul of a people in their art" (Vanderhaeghe 108). Chance is irritated by European’s domination and wants to help form separate American national identity. He criticized Griffith: â€Å"It was pure genius on [Griffith’s] part to advertise [The Birth of a Nation] as fact. Americans are a practical people, they like facts.†¦ You mark my words, Harry, there’ll come a day when the public won’t swallow any of our stories unless they believe them to be real. Everybody wants the real thing, or thinks they do.†¦ Facts are the bread America wants to eat. The poetry of facts is the poetry of the American soul† (Vanderhaeghe 19). Damon paid Harry Vincent for creating a scenario about a history of a cowboy. The book is divided into two parts with parallel plots and this makes the novel unique. The second half tells us about a boy who is travelling to Cypress Hills. This was done by the author to demonstrate the different interpretation of the same story. We have a chance to trace the process of movie making and compare it with the story of a real boy. The reader can see how the both Harry and the Englishman boy try to resist the actions of their common opponent Damon Chance and how this forms the plot of the book. At first, Harry was impacted by Damon Chance’s aspiration to create a movie and was going to do his best to

U.S. Airline Industry Regulation Essay Example | Topics and Well Written Essays - 500 words

U.S. Airline Industry Regulation - Essay Example Since the deregulation, the air transport carriers have decreased in number. A number of problems have plagued the industry and its workers. Whereas there are many favorable conditions that prevailed in the air line industry. The term airline deregulation has been in the news for decades. The airline deregulation was signed into law by President Jimmy Carter, he removed the power of the Civil Aeronautics Board to allocate routes and set fares. Before this law the fares were the same regardless of the airline flown. Due to the airline deregulation the airline fares have varied. But from a consumer’s point of view, the deregulation proved to be consumer friendly as fares are much less expensive than it were before. (Buckfelder) When talking about regulation, it has played a pervasive role. It subsidized increasing return and it had economy-wide positive spill over. Regulation provided an institutional structure that gave way to investment and uncertain technologies, which would otherwise exposed to inconsistencies and market breakdown. Regulation created high concentration industry, major trunk airlines with high market shares justifying high-fixed cost and new aircraft technologies. (Yosef, 2005, p No 133) Air travel has increased drastically and due to deregulation the airlines have improved their services, equipment and made it accessible to the general public. The rigid fares of the regulatory era have given way today’s competitive price market. It introduced competition in the industry and airline fares. It proved as a successful step for commercial airlines, the airlines could now set their own policies; determine the fares without any government intervention and expect high level of profits. Although the industry gained a lot from deregulation but few draw backs also flourished. The industry had unionized workforce that flourished on inefficiency and generous salaries, it proved to be a problem for a competitive

The Advantages And Disadvantages Of Community Based Tourism Tourism Essay

The Advantages And Disadvantages Of Community Based Tourism Tourism Essay The information contained within this literature provides a complete analysis of The Travel, Tourism and Hospitality Sector. It clearly outlines the importance of quality service delivery, the differences between service in the hospitality industry and service in other business, community based tourism, the advantages and disadvantages of community based tourism, diversification of Jamaica through community based tourism and the effects of technology on the tourism industry. The Travel Tourism and Hospitality Sector Definition of key terms What is hospitality? Dictionary.com, 2012.Hospitality is the friendly and generous reception and entertainment of guests, visitors or strangers. What is Community Based Tourism? Responsibletravel.com, 2012 asserts, Community Based Tourism is tourism in which members of a community, local residents (often rural, poor and economically marginalized) invite tourists to visit their community with the provision of overnight accommodations. Pearson Education 2010 online, Community managed and owned sustainable tourism that aims to share local ways of life and the communitys natural and cultural resources with visitors. What is an advantage? Farlex, The Free Dictionary, 2012, An advantage is a beneficial factor or combination of factors. What is a disadvantage? Farlex, The Free Dictionary, 2012, A disadvantage is an unfavourable condition or circumstance. What is Service? Farlex, The Free Dictionary, 2012, Service is work done for others as an occupation or business.The Importance of Quality Service Delivery in the Hospitality Industry. As tourism plays a major role in the economic development of most countries, it is imperative that impeccable services are provided at every given opportunity. A guest or visitor needs to feel welcomed and appreciated to the point where by the end of their trip they have begun planning their return. The industry is also extremely competitive i.e. a lot of products and services offered are similar hence from the customer service perspective providing excellent service is the best option for getting ahead of the competition. A five star hotel may possess the luxurious furniture, the spas, the sporting facilities and all the trimmings that go along with it but because the verbal and physical delivery is lacking in personality and respectfulness, a guest would be willing to settle for the lesser amenities of a three star hotel in which they are made to feel welcome and appreciated as well as treated with the respect they deserve. Providing the service is one thing, however, the method of delivery is another. People tend to pick up on body language, gesticulation as well as facial expression through careful observation. It is best when providing quality hospitality services in the tourism industry to do so with a genuine and honest disposition, anything less will seem as a faà §ade and is unacceptable. Service in the hospitality and tourism sector is delivered in mostly on a one on one, verbal and or physical manner. This exposes the visitor or guest and the service provider to a range of differences in one or the other which the service provider must handle in a professional manner regardless of his or her personal preferences to secure the longevity and integrity of the business. These differences may include but are not limited to one or more of the following: Religion (Christianity versus Atheism, Islam, Buddhism etc.), Language which causes a barrier (English versus Spanish, French, Japanese, Chinese etc.), preferences in entertainment (an older crowd who is more conservative versus a younger crowd who is more into the party scene), race and cultures (African American and black versus Caucasian), Cuisine and dietary preferences (Asian versus Italian). These differences must be treated with genuine respect rather than disdain as it will undoubtedly create an instant rift betwee n the parties involved and subsequently result in a decline in the return rate of visitors and affect the arrival of new comers. This occurs due to the fact that a bad experience is never forgotten and will most definitely be shared with others to warn them of the possibility of being treated in a similar manner and as individuals tend to believe what is communicated to them by a known acquaintance whether it be friend or family, the end result will mean less business being operated, loss of profit, loss of jobs and subsequently loss of the entire industry. It is widely accepted within the hospitality and customer service industry that a customers good experience will be shared with only a few close friends and family while a bad experience will be told to everyone willing to listen. This is proven on a daily basis on websites such as Trip Advisor and it has such far-reaching effect that most progressive companies in the sector have their marketing or public relations teams scouring the internet to respond to all concerns raised and to ensure their reputation remains untarnished. The Difference between Service Delivery in Hospitality and Other Businesses. Regardless of industry every business relies on hospitality and customer service to not only retain its current customer base but to also increase it through customer loyalty and positive word of mouth advertisement. Failing to fulfill the needs of a customer through effective and admirable customer service methods is the reason a lot of businesses are failing as their employees are sometimes lacking in the appropriate training, experience and patience required to ensure a satisfactory and memorable experience for the client. There are however differences in the service delivery, in the hospitality industry the service being delivered is geared towards the visitors/tourists and much emphasis is placed on the level of training it requires in order to perfect the necessary skills it takes to get the job done. Due to the fact that the Hospitality industry in Multi- culture there must be a certain level of appreciation for the vast amount culture and cultural diversity, meal preparation, entertainment, dress and rituals of Tourists. The importance of service delivery is stressed more so in the hospitality industry because of the diversity of the consumers and their varying cultural backgrounds. The services must be delivered perfectly to each and every customer in ordered for the guest to have an unmatched experience which will guarantee excellent reviews, return customers, new business opportunities and the survival of the industry which is the fuel of our economy.. The hospitality industry survives due to prompt convenient service which is value for money. In other business the service is mostly geared towards locals (Mono- cultural), who are already a part of the existing community and are familiar with the business. Though some level of customer service is involved it is not as demanding of the service provider to be as vigilant in ensuring that staff provides the best service possible at all times. This is mainly as a result of there being fewer options. For e xample a Kentucky Fried Chicken (K.F.C) being operated in the down town Montego Bay area, the customer service is extremely lacking however customers return because the location is convenient and they do need to eat, but for no other reason. Some customers do divert their business elsewhere to either Pizza Hut or Island Grill but return after a while because these other entities do not provide what it is they really want. In the hospitality industry it is not the same, there are endless options and if one location fails them, they either find another location within the same country or travel to another country. This now means a loss of business not only for that establishment but also for the country as a whole. The advantages and Disadvantages of Community Based Tourism Community tourism has both its supporters and its detractors as does every other type of business venture. Both sides bring across very important concerns which can prove to be either helpful or harmful to the environment based on the implementation methods used and the scale of operations. Advantages: Supporters will posit that community based tourism is beneficial and important in that it, transfers decision making to a community level, provides employment, infrastructural development (roads, water, electricity, telecommunications, internet, etc.), superstructure development (buildings and structures covering area),cultural preservation, foreign exchange and development of health care facilities. Disadvantages Detractors on the other hand will advance that there will be cultural destruction, environmental destruction, the host country fails to benefit as government is unable to withdraw taxes, marginal employment, low benefits, development of illegal and/ or destructive economical activities, seasonal employment, unrealistic expectations, anti-democratic collusion, land controlled by the elite, negative lifestyles as well as diverted and concentrated development. The implications of the pros and cons of Community Based Tourism on the country as a Whole. The effects of the advantages of community based tourism on the country as a whole may prove to be widely beneficial to the economy, wherein the unemployment rate is greatly reduced because as more people become exposed and educated the higher percentage will endeavor to become involved. Communities which were considered marginally poor become developed and are more appealing to visitors and other locals alike, its pushes the use and exchange of foreign currency which boosts the economy giving the local dollar more value but most importantly it educates as locals are introduced to varying cultures and are forced to learn their own history, and culture as well as that of the visitors in order to communicate effectively.That is a limitless opportunity as visitors have varying backgrounds and orientations. Locals make valiant efforts to learn their languages as well as cuisine, religion, preferences in entertainment, day to day living and rituals. This in its entirety equates to a more tourist friendly, economically stable, market aware destination which is more appealing to visitors. The result of the disadvantages of community based tourism on the country as a whole also brings to light some valid points which must be handled with much consideration in mind as it relates to the long term repercussions. The loss of culture as it pertains to age old rituals, language, art, dance, food, religion etc., through modernization, the destruction of natural habitats as a result of infrastructural and super structural changes by building roads and architecture, employment would become limited to members of the community and result in outsourcing whereas businesses would seek to employ the more educated, the question of job security arises, negative changes in the lifestyle would come about where unscrupulous characters engage in the trade of illegal drugs and endangered and exotic wildlife, drug abuse, prostitution, fraudulent practices and new found get rich quick schemes come into existence and causes young people to divert from school and higher education. Compile all t hese issues and it would result in a lack of order, an upsurge of crime and violence and finally the consequential loss of previous business with a significant decline in any interest from new customers or the hope of creating new opportunities. Diversifying the Jamaican Tourism Product Through Community Based Tourism. Communities must go through a process of empowerment and development before tourism becomes the focal point.The first area of focus is to build a sustainable wealth creating community with organized productive activities. These activities would create economic and social benefits for its members through employment and financial stability. After this has taken root, tourism can be introduced to communities, to create even greater wealth, and this will ultimately diversify the jamaican tourism product. There are many resources which may be enhanced and marketed to give Jamaica a more diverse and competitive edge over other tourist destinations. These include; culture, heritage, Cuisine, natural flora and fauna, landscapes and human resources. It is known world wide that Jamaica is very different from other countries even those located in the same region. In order for Jamaica to diversify and maintain a competitive advantage in the hospitality industry we need to capitalize on these opportunities and the best way to go is from a community level as every community possesses a different amenity which makes it unique. There are quite a number of these locations in jamaica such as; Maroon Town, Outameni Experience ,Croydon Plantation,Accompong, The Bob Marley Museum, outdoor activities i.e ( horse back riding, dune buggies, canopy tours, zipline tours, ect ), the wonderful blue Mountains and Cockpit Country ,rafting on the Martha Brae river and health spas such as Bath Fountain Hotel an d Spa in St. Thomas and Milk River Bath in Clarendon. The jamaican culture and heritage are unlike any other anywhere on earth, it is essential to get jamaicans more educated in culture and heritage as a means of being able to extend the offering of a richer quality cultural and heritage experience to adventure seekers who travel to our destination. A high percentage of travelers are more than interested to learn our language, dance, music and cuisine in their purest forms, however not many get the full on experience as there is a lack of manpower in these areas. Much more use can be made of the abundance land, sunlight and water to aid in the development of Jamaicas tourism product in the area of agricultural tourism. The Blue Mountains are currently used as a source of adventure tourism and farming ground for the infamous Blue Mountain Coffee, should this be expanded into the Cockpit Country and other products introduced it would become a more wide scale operation, in that, it would create more employment, attract more visitors and th ere would be a greater demand for those areas as tourists would seek to discover whatever new adventures there are. Another avenue that could be enhanced in order to create a greater demand of Jamaica as a tourist destination is our ancillary services in terms of transportation (comfort and luxury of vehicles and condition of roadways), banking ( the exchange rate), accommodations (the quality and value for money they receive by staying in hotels),upgrading the equipment in hospitals in order to have better healthcare facilities and render enhanced medical services to both locals and tourists, providing travel insurance at competitive rates and so forth. Should the quality of these services be improved then it would give Jamaica a more competitive edge in the tourism market. The impacts of Technology on the Tourism Industry. Technology and Transportation. Tourism is quite as old as time itself, from the earliest days when man would travel for long distances on foot, until the evolution of tools of trade and man themselves gave birth to new technological inventions that made traveling gradually easier to the point where what used to take months has been shaved down to mere hours, a day or two being the maximum for travel to the lesser percentage of destinations. Throughout the ages traveling has been developing more and more with each generation. It all began with traveling by foot; however man soon learned to domesticate animals such as mammoths, horses, donkeys, elephants, camels etc. Ever inventive man created the wheel around 3500 BC, then came the joining of the wheel and some animals to form, horse drawn carriages, chariots and wagons, which made travel easier and faster than foot but nothing close to what was coming next. Boats were the next mode of travel and the earliest type was the dug out canoe where a fire was lit on a log then put out and the burnt part was dug out leaving a hallow space for passengers. As with time they too evolved into ships which were large wooden structures built to travel long distances across oceans and seas and then there were mainly two types, the sail and the later invented steam engine, the powerful and fast railway was next to be developed in the 19th century, closely following was the invention of the first cars which were made in 1865 and 1866 respectively by Karl Benz and Gottlieb Daimler, however cars only became more common in the 1960s and 1970s after the first and second world wars as there was mass production companies which made them cheaper. The largest, most used, talked, about and technologically advanced type of travel began in the 20th century, December 17th 1903 to be exact, with the flight of the Wright brothers. This spearheaded the aviation standards which eventually led to the building of larger more elaborate types of aircrafts such as; Zeppelins, blim ps, Boeing 700 series airplanes as well as other makes and models, the air balloon, jets, rockets and other spacecraft. It is clear that technological development has greatly impacted travel and tourism in the field of travel as without these developments the industry would exist but the rate of turn over would be extremely low and slow. Travelers, regardless of net worth would be discouraged as the amount of time it took to get from one place to the next would be so great it would seem a burden and more than likely only destinations that are relatively close to the country of origin would be visited, causing it to become congested, repetitive and eventually boring and uninteresting. Thanks to the inventors and founding fathers of the different types transport, traveling has been made easy and allows for people to travel in large groups in comfort over immense distances within a tolerable time frame. This helps to increase the revenue of the economy for destinations travelled to. Technology in Research and Communication. Before anyone thought of how do I get there?They first asked, Where do I go? In order for one to have gotten an answer to this question he or she spent long periods of time mulling over all sorts of printed media ranging from, newspaper articles,maps,magazines and the like firstly to find a destination, then to garner as much knowledge about the place before deciding to embark on the journey. This was a rather tedious task, very time consuming and exasperating and this combination proved to be a natural deterrent. This was not to remain so as a slew of inventors starting with Konrad Muse and his freely programmable Z1 computer in 1936 began the invention of the computer. It continued with John Anatasoff and Clifford Berry in 1942, Howard Aiken and Grace Hopper in 1944, amongst many others up until 1985 when Microsoft windows became known globally and still is the world leader in computers and computer software. A computer by itself was just another machine. It was the invention of th e internet that revolutionized the use of the computer as a means of communication, research and advertisement.According to the Internet, unlike the light bulb and telephone the internet didnt have any one inventor. Over fifty years ago lt got its start in the United States of America as a weapon In the Cold War and for years scientists and researchers used it to communicate and share data with each other. This technological advancement has made traveling and the tourism industry significantly more developed as it makes life easier for the client and business alike. Instead of spending extended periods of time to get all the necessary information required to travel, everything is now readily available at your fingertips. It has significantly minimized the amount of time its takes for booking travel and accommodation as it offers the option of immediate pricing and confirmation as opposed to waiting for a travel agent which could take hours or even days, encourages the use of credit cards as opposed to having to visit a bank to withdraw cash, allows for simultaneous and immediate response in terms of emails and the instant messaging rather than writing letters or sending telegrams. Technology enables tourists to communicate with their family members back home via video chat, instant messaging and emails. Not only has technology benefitted tourists, it has also affected the way in which business is conducted in todays tourism industry, stakeholders utilize this medium for marketing themselves and their respective companies as well as to communicate with clients before the actual service delivery, communicate with employees and with other business owners as an avenue to conduct business meetings online through video conferencing which has proven to reduce the cost of traveling. Another technological advancement which has greatly affected the growth of the tourism industry is the telephone, an electronic device invented by Mr. Alexander Graham Bell. This device in not only beneficial for tourists for communication with family and friends but also for the tourism industry as it is a means of instant communication between the directors, shareholders and employees within organizations as well as other entities outside the tourism industry which are crucial to the operation of the business. Without both the computer and telephone, communication would be slow and it would cause decision making to be a much delayed process which affects the industry negatively. Other technological advancements which have greatly affected tourism and the tourism industry are the simple machines (lever, pulley, wedge and incline plane etc.) which have been integrated into the design of countless machines used in the building oh hotels to house tourist, roads to travel on, water filtration and plumbing for safe hydration, cooking and bathing purposes, installation of electricity used for lighting and the operation of machines and other electronic devices and in the d esign of all modes of transportation( ships, airplanes motor vehicles etc.). Without all of these, simply put the tourism industry would not be what it is today and with consistent and continuous modifications being made there is no doubt that in years to come the industry will become a more immense operation. Conclusion In conclusion the options must carefully be weighed and careful and contingent planning has to take place before any advertisement or production can manifest. This will allow for smooth and fool proof execution of procedures, hence, the guest/ visitor can have extraordinary and remarkable experiences, the community capitalizes on the opportunities afforded and the country as a whole and its economy can flourish.

The job of a Sociologist :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Sociologist study a variety of topics in basic settings as well as in applied settings. To do so, the sociologist must work within three different realms. These realms are the theoretical realm, the observational realm, and the policy/action realm.   Ã‚  Ã‚  Ã‚  Ã‚  To begin research sociologist must look into the theoretical realm. Here (s)he may observe existing social knowledge about human behavior. After the sociologist focuses on one of these existing studies they may move on to the observational realm. If the sociologist is in a basic setting (s)he would now re-hypothesize about the fact she found and test it. However, if the sociologist is in an applied setting, (s)he must do much more work. Applied research includes such things as program evaluations, social impact evaluations, social indicators, and cost benefit analysis.   Ã‚  Ã‚  Ã‚  Ã‚  After the sociologist has begun the research (s)he will now move onto a different realm. Basic research will finish in the policy/action realm by creating a policy or recommendation based on their research. However, those in an applied setting have many options to consider. The sociologist may send their analysis outside of all these realms to a consultant or clinician. Here these people can make a clinical recommendation on what to do about their finding. They may also announce a program implementation. Other directions which the sociologist in the applied setting may go are in the Policy action realm to give their own policy recommendation. They may also announce program implementation without consulting a clinician.   Ã‚  Ã‚  Ã‚  Ã‚  One practitioner who has followed these steps is Herbert Spencer. Spencer looked at society based on another’s theory. He looked towards Charles Darwin’s theory of evolution. With this idea in mind, he came to his own hypothesis that society also has evolved over time. He also looked at society from a biological standpoint. He stated that â€Å"society is a set of interdependent parts that work together to maintain the system overtime.†   Ã‚  Ã‚  Ã‚  Ã‚  Spencer believed that the best aspects of society would survive throughout time. He believed that it is nobody’s place to try to correct any bad aspects of society. Instead society should be left alone to run itself so that it can see that only the best societies will survive.

Fashion and Zara Store

Colour case This case contains colour exhibits which will be affected by the user’s screen and printer resolution. Therefore, to ensure optimum colour quality multiple copies must be ordered directly from ecch. This colour case cannot be supplied as a permission master in either paper format or as a sealed pdf file. However, please contact ecch to check availability of a black and white version which can be supplied for reproduction. ecch the case for learning ecch UK Registered Office: Cranfield University, Wharley End Beds MK43 0JR, UK t+44 (0)1234 750903 f+44 (0)1234 751125 e [email  protected] om w www. ecch. com ecch USA Registered Office: Babson College, Babson Park Wellesley MA 02457, USA t+1 781 239 5884 f+1 781 239 5885 e [email  protected] com w www. ecch. com Responsive, High Speed, Affordable Fashion This case was prepared by Sophie Linguri under the supervision of Professor Nirmalya Kumar as a basis for classroom discussion rather than to illustrate either eff ective or ineffective handling of a management situation. Copyright  © 2005 London Business School. All rights reserved.No part of this case study may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without written permission of London Business School. London Business School reference CS-05-037 ecch the case for learning Distributed by ecch, UK and USA www. ecch. com All rights reserved Printed in UK and USA North America t +1 781 239 5884 f +1 781 239 5885 e [email  protected] com 305-308-1 LBS-CS-05-037 Rest of the world t +44 (0)1234 750903 f +44 (0)1234 751125 e [email  protected] om – 2 -305-308-1 LBS-CS-05-037 Zara: Responsive, High-Speed, Affordable Fashion In 1975, the first Zara store was opened in La Coruna, in Northwest Spain. By 2005, Zara? ’s 723 stores had a selling area of 811,100 m2 and occupied ? â€Å"privileged locations of major cities? † in 56 countries. With sales of ?â‚ ¬3. 8 billion in financial year 2004, Zara had become Spain? ’s best-known fashion brand and the flagship brand of ? â‚ ¬5. 7 billion holding group Inditex. Inditex? ’s stock market listing in 2001 had turned Amancio Ortega, its founder and a self-made man, into the world? s 23 richest man, with a personal fortune that Forbes magazine estimated at $12. 6 billion. Zara strived to deliver fashion apparel, often knock-offs of famous designers, at reasonable costs to young, fashion-conscious city-dwellers. Zara used in- house designers to present new items of clothing to customers twice a week, in response to sales and fashion trends. Thus the merchandise of any particular store was fresh and limited. To produce at such short notice required that Zara maintain a vertically integrated supply chain that distributed the clothes through a single state-of-the-art distribution centre.Unlike its competitors, 70- 80% of Zara garments wer e manufactured in Europe. In 2005, Pablo Isla was appointed the new Inditex chief executive. With plans to double the number of its stores by 2009, the rapid pace of growth was necessitating changes. First, Zara had opened a second distribution centre to increase capacity. Second, expanding into more distant markets meant that the number of items carried had increased to 12,000. Would Zara? ’s business model be able to scale up? Or would the resulting complexity compromise its speed advantage?Would Pablo Isla be able to maintain the focus that Zara had established? – 3 -305-308-1 LBS-CS-05-037 THE RETAIL APPAREL INDUSTRY AND COMPETITORS The apparel industry was one of the most globalised industries, with 23. 6 million workers in over 20 countries. As labour costs in Western European countries had risen, labour-intensive manufacturing operations had become increasingly outsourced to less developed countries. Hourly wages in the textile industry could be as low as 60 cen ts in India and China, compared with $2 in North Africa, $3 in Eastern Europe, $8. 50 in Spain, and around $15. 0 in Italy. The 1974 Multi-Fibre Arrangement, which placed import quotas on garments and textiles from developing countries to the industrialised world, had expired on 1 January 2005 for all members of the World Trade Organization. This was amplifying the relocation of textile and garment manufacture to countries with lower labour costs, especially China. For example, in 2004, 400 Spanish textile groups went out of business, due to competition from Asia, resulting in the loss of 15,000 jobs. The Spanish textile guild predicted a loss of another 72,000 jobs by 2009. The apparel retail channels had consolidated during the 1990s, with a few large players dominating most major markets. Competitors included department stores, mass merchandisers (e. g. discounters and supermarkets) and specialty stores. Department stores were usually national players, like Marks & Spencer in the United Kingdom or Federated in the USA. Typically, they had lost market share in recent years. Mass merchandisers such as Target, Tesco and Wal-Mart had increasingly added private label clothes to their mix over the years to become major players.There were many successful specialty chains like Benetton, C&A, Hennes & Mauritz (referred to as H&M), The Limited, Mango and Next. The traditional apparel industry model worked on long lead times (see Exhibit 1). The industry average was around nine months, around six months for design and three months for manufacturing. As a result, 45-60% of production was committed in the six-month pre-season period, with 80-100% committed by the start of the season. Only the remaining 0-20% was generally manufactured in-season in response to sales patterns.Excess inventory was marked down at the end of the season, and typically accounted for 30-40% of sales. Despite their best efforts, Zara? ’s closest competitors, H&M and Gap, still took around five months to produce new clothing lines. H&M Swedish clothing chain H&M was founded in 1947. By 2005, it had close to 32,000 employees, just under 1,100 stores in 20 countries. In 2005, it planned to open 155 new stores in Europe and the US. Its 2004 sales were ? â‚ ¬6 billion, which yielded a profit of 1. 24 billion. With close to 30% of its sales, Germany was H&M? s largest market, while the US generated only Iman for H&M Germany – 4 -305-308-1 LBS-CS-05-037 6. 4% of its 2004 sales. It manufactured 60% of its clothes in Asia. H&M? ’s business concept was to offer fashion and quality at the best price. In order to offer the latest fashion, H&M had its own buying and design department. It claimed to achieve the best price by: Few middlemen Buying in large volumes Having a broad, in-depth knowledge of design, fashion, and textiles Buying the right products from the right market Being cost conscious at every stage Having efficient distribution H&M? ’s c lothing lines in men? ’s wear, women? ’s wear and children? ’s wear, as well as its cosmetics range, targeted cost-conscious shoppers. Within H&M women? ’s wear were different sub-brands: Hennes (women aged 25-35), L. O. G. G. (casual sportswear), Impuls (young women? ’s trends), BiB (plus-size line), Woman (classic), Clothes (current trends), MAMA (maternity) and Rocky (youth fashion). There were also different sub-brands within the men? ’s and children? ’s lines.H&M stores generally had a somewhat chaotic, marketplace feel, with clothes packed tightly onto racks, frequent markdowns, and queues at the cash register. H&M devoted 5% of its revenues to advertising. Its high-profile ad campaigns featured celebrities, such as Claudia Schiffer, Johnny Depp, Naomi Campbell and Jerry Hall, wearing its low-cost clothes. Dedicated collections by star designers Karl Lagerfeld and Stella McCartney in 2004-5 continued to create buzz among its cus tomers. The Gap Gap opened its first store in San Francisco in 1969, where it sold mainly Levis jeans.In 1991, Gap announced its decision to sell only private label brands. With around 3,000 stores and 152,000 employees worldwide, Gap positioned itself as a provider of high quality, basic items, such as jeans, khakis and t-shirts. In addition to Old Navy and Banana Republic, Gap? ’s chains included GapBody, GapKids, and babyGap. Its 2004 sales were around ? â‚ ¬12. 5 billion, with a profit of $1. 4 billion. Nearly all of Gap? ’s products were manufactured outside the US, with 18% of its collection made in China. Gap? ’s stores were spacious, with stock well spaced Madonna for Gap and neatly presented.There was an emphasis on service, with a call button in fitting rooms for customers requiring assistance with clothing sizes. Television advertisements featured hip music and dance sequences, with appearances by celebrities such as Madonna, Lenny Kravitz, Sarah J essica Parker and Joss Stone. – 5 -305-308-1 LBS-CS-05-037 INDITEX HISTORY Spanish entrepreneur Amancio Ortega Gaona started a firm manufacturing lingerie and nightwear in 1963, after quitting his job as a runner for a shirtmaker in La Coruna. He founded Confecciones GOA in 1972, and opened the first Zara store in 1975, to sell stock after a customer cancelled a large order.Ortega founded the Inditex group in 1985. After floating 26% of its shares on the Madrid stock exchange in 2001, he remained its majority shareholder, with 61% of the company? ’s shares. Ortega retained a low profile, rarely making public appearances (apart from during the run-up to the IPO in 2000), and had never given an interview. Jose Maria Castellano Rios joined Inditex in 1985 and became its Chief Executive in 1997. Castellano had previously been IT manager of Aegon Espana SA, and had a doctorate in economics and business studies. In 2005, Inditex developed a five-year plan, which included a b oard restructure.As part of the restructure, Pablo Isla Alvarez de Tejera was appointed as Chief Executive in May 2005. Isla came from the Franco-Spanish tobacco group Altadis, where he had been co-chairman. Isla was chosen for his experience in international distribution. Ortega stayed on as the group? ’s Chairman, and Castellano remained the Deputy Chairman. Portfolio of Stores Besides Zara, which was targeted at trendy city youngsters, Inditex grew its portfolio of apparel chains throughout the 1990s. Each chain was targeted at a specific segment (see Exhibit 2): Massimo Dutti ? – Young businessmen Pull & Bear – Elegant male clothing Berksha ? – Elegant fashion for young women Brettos ? – Trendy young suburban women Oysho ? – Lingerie Stradivarius ? – Youthful fashion Kiddy? ’s Class ? – Trendy children In 2003, Inditex opened a home furnishings chain called Zara Home. By 2005, Zara made up close to 70% of Indit ex sales and led the group? ’s international expansion (see Exhibit 3). While, as a group, Inditex had about twice the number of stores as H&M, Zara? ’s 700 stores were fewer in number than H&M? ’s. Inditex was aggressively expanding, and planned to increase its 2,000 stores to 4,000 by 2009, in Europe, Asia, and the U.S. (see Exhibit 4). In terms of profits, Inditex was performing well compared with its main competitor, H&M (see Exhibit 5 and Exhibit 6). Aamancio Ortega Gaona Inditex Chairman – 6 – 305-308-1 LBS-CS-05-037 THE ZARA STORE 91% of Zara stores were company-owned; the rest were franchises or joint ventures. Customers entering a Zara store on Regent Street in London, Rue Rivoli in Paris, Fifth Avenue in New York or Avenidas das Americas in Rio de Janeiro generally found themselves in the same environment: a predominantly white, modern and spacious store, well-lit and walled with mirror.The latest fashions hung from the store racks around them. A long line of people typically waited at the cash registers to pay for their purchases: a few select items. Shop Window of Zara, New York In comparison with other clothing retailers, who spent 3-4% of sales on advertising, Zara spent just 0. 3%. The little it did spend went to reinforce its identity as a clothing retailer that was low-cost but high fashion (see Exhibit 7). Instead Zara concentrated on creating compelling store windows and to the design of its shops, which had won awards.It relied on its shop windows, which were dramatically lit and used neutral backgrounds, to communicate its brand image. The shop windows of Zara stores were changed regularly, according to display designs sent by headquarters, and were critical for Zara to remain visible and entice customers. Store locations were carefully researched to determine that there was a sufficiently large customer base for Zara2, and as such were generally busy, prestigious, city centre shopping streets. Zara was a fashion imitator.It focussed its attention on understanding what fashion items its customers wanted and then delivering them, rather than on promoting predicted season? ’s trends via fashion shows and similar channels of influence, that the fashion industry traditionally used. Its 200 in-house designers were trend-spotters who kept their finger on the fashion pulse, and translated trends into styles that were universally accessible. At Zara headquarters in La Coruna, store specialists (who were responsible for a number of stores in a region) worked closely with designers to develop styles that would work for different arkets. Collections were renewed every year, with an average of 11,000 styles produced annually, compared with the more typical collections of 2,000-4,000 produced annually by rivals H&M and Gap. Production and distribution of new clothing pieces was favoured over replenishing existing items, contributing to the perception of scarcity cultivated in Zara stores. Customers returned frequently to stores, to browse new items. The global average of 17 visits per customer per year for Zara was considerably higher than the three visits to its competitors. Visitors were also more likely to purchase, as one senior executive explained: Zara? ’s objective is not that consumers buy a lot but that they buy often and will find something new every time they enter the store. 4 – 7 -305-308-1 LBS-CS-05-037 Comments by Luis Blanc, and Inditex director, illustrated how Zara stores fostered an environment of immediacy: We want our customers to understand that if they like something, they must buy it now, because it won? ’t be in the shops the following week. It is all about creating a climate of scarcity and opportunity. Affordable prices helped to encourage purchases, and Zara? ’s offering was often referred to as clothing to be worn six to ten times. Zara? ’s pricing differed across country markets. It set prices accordin g to individual market conditions, rather than using cost plus margin as its basis (which was the formula used by most of its competitors). In Spain, Zara products were low-cost, while in the US, Japan and Mexico, they were priced as a luxury fashion item. Prices in France were somewhat higher than in Spain, since the average French consumer was willing to pay more for fashion than most other European consumers.For example, in 2003, the price of jeans in Zara stores in France was $34. 58 compared with $24. 87 in Spain and $54 in Japan. 6 Until 2002, Zara had used one price tag listing the price in different currencies, to simplify tagging of items. In 2002, however, it implemented a system of local pricing, using a bar code reader that printed the correct local price for items. Compared with its competitors, Zara generally priced its products somewhat higher than C&A and H&M, but below Gap, Next and Kookai. For example, a similar shirt cost $26 at Zara, compared with a price of $29 at Gap and $9 at H&M. Store Management Store managers were encouraged to run their store like a small business. Salespeople were well trained, and Zara promoted its people from within as much as possible. Store managers? ’ remuneration was partially dependent on the accuracy of their sales forecasts and sales growth. 8 Each evening a handheld PDA displayed the newest designs sent by headquarters, which were available for order. Order deadlines were twice weekly, and were issued via the handhelds. Store managers who failed to order by the deadline received replenishment items only.Store managers regularly spoke with store specialists, who also received real time sales data from stores, to discuss which items were selling well or if customers had requested Zara Store, Barcelona specific items. This information was then fed back to the design process. 9 Deliveries arrived at stores twice per week from Zara headquarters, a few days after the order was made, and contained both rep lenishment items as well as – 8 -305-308-1 LBS-CS-05-037 new products. Headquarters also sometimes included products that had not been ordered, which stores expected to receive.If demand of an item exceeded supply, some stores did not receive the product they had ordered. Zara also tested some of its products in limited numbers in its test stores, before introducing them on a wider scale. Failure rates of Zara? ’s new products were reported to be just 1%, considerably lower than the industry average of 10%. 10 Technology was a key part of enabling communications and information flow. While information technology was fundamental to its business, its IT infrastructure was relatively simple (even dated by some standards), which meant that Zara? s IT expenditure was significantly lower than its rivals (as much as five to ten times lower). 11 Deputy Chairman Jose Maria Castellano explained the key role played by technology: Technology in this company is important and will b e more important in the future. The technology we use is mainly information technology and [enables] the communication between the shop managers and the design team here in headquarters. 12 THE ZARA SUPPLY CHAIN Around 50% of Zara? ’s garments were sourced from third parties. Unlike its competitors, Zara? s outsourced production came for the most part from Europe (60%), with just 27% coming from Asia, and another 10% from the rest of the world. The products sourced from Asia were basic collection items or wardrobe ? â€Å"staples,? † with minimum fashion content, such as T-shirts, lingerie and woollens, and where there was a clear cost advantage. Formal contracts were kept to a minimum, and Zara was generally a preferred customer due to its order volume and stability. 13 Externally manufactured items were shipped to Zara? ’s distribution centre. Zara intended to source more of the collection from Asia in the future, as commented by Castellano: ? In the next few years, we will source more basic items from China and Vietnam, but the high value added fashion items will continue to be made closer to home.? †14 The other 50% of Zara? ’s garments, those that were more fashion-dependent, were manufactured in-house, in more than 20 Zara factories located in nearby Arteixo. 15 For its in-house manufacturing, it purchased fabric from Comditel, a subsidiary of Inditex. Half of this fabric was purchased grey (undyed) to enable Zara to respond to changes in colour trends during the season. Dye was purchased from Fibracolor, in which Inditex held a stake.A team of 200 young, talented yet unknown designers were hired (often recent graduates of top design schools) to create designs, based on the latest fashions from the catwalk and other fashion hotspots, which were easily translatable to the mass market. 16 Working alongside the market specialists and production planners, designers for each of Zara? ’s collections (Woman, Man, Child) kept in-touch with market developments, to create around 40,000 new designs per year, of which around one-quarter were manufactured. 17 The design and – 9 -305-308-1 LBS-CS-05-037 production working environment was consistent with Zara? s flat hierarchical structure, in which prima donnas were not tolerated. 18 Illustration: Fast Fashion Computers were used to guide the cutting tools, using patterns made from selected designs. Zara tried to keep its offering of any style simple, usually in three sizes and three colours only. The labour intensive sewing of the garments was outsourced to around 500 local subcontractors, who used seamstresses in cooperatives. Zara was usually their sole client, and they worked without any written contracts. Zara paid these subcontrators a flat fee per type of garment, (e. g. , ? 5 for a pair of trousers and ? â‚ ¬15 per jacket) and they were expected to operate on short lead times and fast turnaround. Subcontractors picked up the prepared fab ric pieces from Zara, and returned them to the 500,000 m2 distribution centre. 19 At the Zara distribution centre, optical reading devices were used to sort and distribute over 60,000 items per hour. The garments were then picked up and transported by truck to different destinations all over Europe (which made up about 75% of deliveries). Products for more distant destinations were transported by air (about 25%).Throughout the process, garments were tracked using bar codes. Shipments tended to have almost zero flaws, with 98. 9% accuracy and under 0. 5% shrinkage. 20 Since Zara? ’s garments were produced in-house, it was able to make a new line from start to finish in just three weeks (see Exhibit 8). This varied somewhat depending on the type of garment: new garments took about five weeks from design to store delivery, while revamped existing items could take as little as two weeks. As a result Zara could be responsive to fashion items that were selling well during the seaso n, and to discontinue those that were not.By constantly refreshing the collection, and manufacturing items in high-intensity, Zara was a master of picking up up-to-the- minute trends and churning them out to stores around the world in a matter of weeks. ?†¢After Madonna? ’s first concert date in Spain during a recent tour, her outfit was copied by Zara designers. By the time she performed her last concert in Spain, some members of the audience were wearing the same outfit. ?†¢In 2003, when the Crown Prince of Spain announced his engagement to Letizia Ortiz Rocasolano, she wore a white trouser-suit for the occasion (pictured left).In just a few weeks, the same white trouser-suit was hanging from Zara? ’s clothes racks all over Europe, where it was snatched up by the ranks Crown Prince Felipe of Spain and Letizia Ortiz Rocasolano of the fashion-conscious. – 10 -305-308-1 LBS-CS-05-037 short-runs, Zara was able to prevent the accumulation of non-saleable inventories. It was estimated that Zara committed just 15-25% of production before the season began, 50 to 60% at the start of the season, and the remainder manufactured in-season. Percentage of Zara sales consisting of markdowns was 15-20%. In some cases, stores ran out of stock.However, this was not viewed as a negative since it contributed to customers? ’ perception of the uniqueness of their purchase: ? â€Å"Customers are actually satisfied to see items out of stock as they are then confident that there is little chance that many other customers will wear the same dress.? †21 Castellano explained the rationale for this departure from industry norms: We don? ’t want to compete in the bottom end of the market. We offer fashion with a high design content. If I tried to source my collections in Asia, I would not be able to get them quickly enough to our stores.By manufacturing close to home, I can scrap collections when they are not selling. And without this ra pid response, I would not be able to extract a good relation between quality, price and fashion which is what our customers have come to expect. 22 A study in 2000 estimated that Zara managed to generate 14. 7% operating margins as a percentage of sales, compared with 10. 6% for Gap and 12. 3% for H&M. Additionally, the same study put Zara? ’s inventory turnover at 10. 67 outpacing Gap at 7. 18 and H&M at 6. 84. 23 THE FUTURE Following Zara? ’s success, competitors sought to reduce their own lead times.The competitive advantage achieved by Zara? ’s vertical integration appeared to be eroding. With its highly centralised structure and its rapid growth, Zara was producing around 12,000 different items per year by 2005. As it opened stores in increasingly distant markets, would Zara be able to retain its flexibility in adjusting production to accommodate differences in local trends? Would the increase in complexity result in a need to create regional production fac ilities? How would this affect the advantage Zara gained from its centralization?Might Chinese clothing manufacturers prove to be a competitive threat to Zara, with their high capacity and continuous improvements in quality? Castellano discounted this threat: ? â€Å"Being a Zara or Gap is not just about designing fashionable clothes and manufacturing them cheaply. You must also make the transition to being a retailer. It is a big step from manufacturing to distribution. There is also the question of managing the location and presentation of stores, training staff and so on.? †24 The Zara model seemed to work better in markets where customers had an appetite for fashion (such as France, Italy, Japan and the UK).However, in countries such as France and Italy, Zara had received bad press for copying – 11 -305-308-1 LBS-CS-05-037 designs from couture labels, and the French Fashion Federation had called for limited access by reporters to fashion shows to minimize imitation by copycatters. In other markets, where consumers were less fashion-focussed (e. g. Germany and the U. S. A. ) Zara seemed somewhat less successful. Would Zara be better served in the long run by increasing penetration in these fashion- sensitive markets, or by extending its global reach through increased presence in more markets? – 12 -305-308-1 LBS-CS-05-037Exhibit 1: Traditional Season for a High Street Store Adapted from Dutta, 200425 – 13 – 305-308-1 LBS-CS-05-037 Exhibit 2: Inditex Stores and Sales Sales, by Division (2004-5) Zara Home Kiddy? ’s Class Pull & Bear 6. 7% Massimo Dutti 8. 5% Bershka 9. 1% Zara 67. 4% Stradivarius 4. 3% 1. 3% Oysho Source: Handelsbank, 2005 Source: Financial Times, 2005 Percentage of Stores (2005) 0. 7% 2. 1% Zara Home Kiddy? ’s Class 3% Oysho 5% Stradivarius 10% Pull & Bear 16% 6% Zara 31% Dutti 15% Bershka 14% – 14 – 305-308-1 LBS-CS-05-037 Exhibit 3: Number of Zara Stores by Country (31 March 20 05) Russia Slovenia2 2Hungary Czech Rep.Lithuania1 Asia Pacific = 21 Japan14 Malaysia3 Europe = 576 3 Sweden Denmark Finland Iceland 2 2 1 1 4Romania 3Estonia 1Latvia1 Singapore Hong Kong Mexico Venezuela Brazil Argentina Chile Uruguay El Salvador Panama Dominican Rep. 1 Spain244 Portugal41 France83 Greece30 UK34 Belgium17 Germany34 Italy23 Eire4 Turkey11 Cyprus3 Holland6 Switzerland 6 Poland7 Austria6 Malta1 Andorra1 Luxembourg 2 3USA16 1Canada12 Americas = 98 Middle East & Africa = 40 Saudi Arabia Israel UAE Kuwait Lebanon Jordan Qatar Bahrain Morocco 13 13 4 4 2 1 1 1 1 34 8 13 5 5 2 1 1Adapted from Inditex, 2005 Exhibit 4: Inditex Store Formats ZaraKiddy? sPull & Bear Class – 15 -305-308-1 LBS-CS-05-037 MassimoBershkaStradivariusOyshoZara Home Dutti 2004 2003 2004 2003 2004 2003 2004 2003 2004 2003 2004 2003 2004 2003 2004 2003 No of stores723626 Turnover* 3,820 3,220 129103371350 121 90 379 288 22 18. 0 56 19 12. 8 13. 4 30. 5 31 2. 11. 96. 76. 3 61% 80% 44% 16% 32729730 2 481 389 516 75 60 83 41. 9 40. 9 35. 7 8. 58. 59. 1 50% 56% 52% 253227191104 395 242 162 72 57 394 16 33. 8 15. 4 16. 6 31. 5 8. 64. 33. 51. 3 46% 43%5% 52% 766226 45 40 11 2 0. 3 (0. 5) 35. 1 12. 7 8. 5 10. 70. 2 7%2%– Operating Income* % international sales 648 476 65. 8 63. 5 67. 470 % of Inditex ROCE 38% 33% in millions of Euros, rounded off. Source: Inditex press dossier, 2005 – 16 -305-308-1 LBS-CS-05-037 Exhibit 5: Key Indicators of Gap, H&M and Inditex (Financial Years 2003 & 2004) GapiH&MInditex 29 29 30 30 31 31 Reporting Date Sales (millions ? â‚ ¬) Gross Profit (millions ? â‚ ¬) Operating Profit (millions ? â‚ ¬) Profit (millions ? â‚ ¬) Profit after tax (millions ? â‚ ¬) Total Assets (millions ? â‚ ¬) Inventories (millions ? â‚ ¬) January 2005ii January 2004iii November 2004iv November 2003v JanuaryJanuary 20052004 12,47012,6966,0295,3305,6704,599 4,8924,7803,4492,9943,0342,306 1,5981,5221,1981,019925627 1,4351,3491,2361,062886613 88 2826817706628446 ,7038,5793,1592,8474,2093,510 1,3901,365577558514486 Stores Employees 152,000150,00031,70128,40947,04639,760 Countries 56 20185648 2,9943,0221,0689452,2441,922 Total square3,3993,3931,364vin/a metres (thousands) 1,175988 Source: Inditex, H&M and Gap, 2005 i Gap Inc? ’s stores include Gap, Old Navy and Banana Republic. Gap? ’s sales were ? â‚ ¬5. 6 million, with 1643 stores, and 1. 43 million square metres. ii Exchange Rate of 29 January 2005 is used for all currency calculations: 0. 76660 USD = 1? â‚ ¬ iii Exchange Rate of 29 January 2004 is used for all currency calculations 0. 80080 USD = ? 1 iv Exchange Rate of 30 November 2004 is used for all currency calculations 0. 11230 SEK = 1? â‚ ¬ v Exchange Rate of 30 November 2003 is used for all currency calculations 0. 11050 SEK = 1? â‚ ¬ vi Estimated (Adapted from Datamonitor, 2005). Exhibit 6: Iniditex vs. H&M (1998-2004) Sales, Inditex vs H&M (Millions, ? â‚ ¬) – 17 – Indit ex H&M 305-308-1 LBS-CS-05-037 Number of Stores, Inditex vs H&M (1999-2004) 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 2500 2000 1500 1000 500 0 22244 66029 5670 1922 55,058 5330 1558 11284 682771 99451068 IInditex H&M 44599 1080 613 44,196 3,980 3,250 922 8844 33,255 1,614 2,035 3,508 2,615 ,631 1999 2000 2001 2002 2003 2004 NNumber of Countries, Inditex vs H&M (1999-2004) 60 50 40 30 20 10 556 11998 1999 2000 2001 2002 2003 2004 44 14 448 330 12 339 33 1414 118 220 IInditex H&M 0 0 11999 2000 2001 2002 2003 2004 AAdapted from Inditex and H&M, 2005 – 18 -305-308-1 LBS-CS-05-037 Exhibit 7: A Zara advertisement The Cheap Frock coat (119) White shirt (25) ZARA Black necktie (65) HACKETT Woollen Trousers (45) and Black boots (55), both ZARA The Expensive Black cashmere frock coat (950) White tuxedo shirt (190) Black necktie (86) and Woollen Trousers (380) both RALPH LAUREN Black boots (500) are by UNGARO 19 -305-308-1 LBS-CS-05-037 Exhibit 8: Zara Season Adapted from Dutta, 200 4 Endnotes – 20 -305-308-1 LBS-CS-05-037 1 Crawford, L. (2005) ? â€Å"Inditex sizes up Europe in expansion drive,? † Financial Times, 1 February 2005, p. 30. 2 Ferdows, K. J. , A. D. Machuca and M. Lewis (2003) ? â€Å"Zara,? † CIBER Case Collection, Indiana University. 3 D? ’Andrea, G. and D. Arnold (2003) ? â€Å"Zara,? † Harvard Business School Case 9-503-050, p. 7. 4 ? â€Å"Zara, la deferlante de la mode espagnole,? † Interview with Stephane Labelle, MD of Zara France, Enjeux-Les Echos, February 1996. 5 Crawford, L. (2000) ? Inside Track: Putting on the style with rapid response,? † Financial Times, 26 February 2000. 6 D? ’Andrea, G. and D. Arnold (2003) ? â€Å"Zara,? † Harvard Business School Case 9-503-050, p. 19. 7 D? ’Andrea, G. and D. Arnold (2003) ? â€Å"Zara,? † Harvard Business School Case 9-503-050, p. 18 8 Ferdows, K. J. , K. M. Lewis and J. A. D. Machuca (2003) ? â€Å"Zara,? † Supp ly Chain Forum 4(2): 62. 9 Ferdows, K. J. , A. D. Machuca and M. Lewis (2003) ? â€Å"Zara,? † CIBER Case Collection, Indiana University, p. 6. 10 Ghemawat, P. and J. L. Nueno (2003) ? â€Å"Zara: Fast Fashion,? † Harvard Business School Case 9-703-497, p. 10. 11 ? The Future of Fast Fashion,? † The Economist, 18 June 2005, p. 63. 12 ? â€Å"Zara: A Retailer? ’s Dream,? † from http://www. fashionunited. co. uk/news/archive/inditex1. htm 13 Ferdows, K. J. , A. D. Machuca and M. Lewis (2003) ? â€Å"Zara,? † CIBER Case Collection, Indiana University, p. 7. 14 Crawford, L. (2005) ? â€Å"Inditex sizes up Europe in expansion drive,? † Financial Times, 1 February 2005, p. 30. 15 Fraiman, N. , M. Singh, L. Arrington and C. Paris (2002) ? â€Å"Zara,? † Columbia Business School Case, p. 5. 16 Ghemawat, P. and J. L. Nueno (2003) ? â€Å"Zara: Fast Fashion,? † Harvard Business School Case 9-703-497, p. 0. 17 Fraiman, N. , M. Singh , L. Arrington and C. Paris (2002) ? â€Å"Zara,? † Columbia Business School Case, p. 5. 18 Ferdows, K. J. , A. D. Machuca and M. Lewis (2003) ? â€Å"Zara,? † CIBER Case Collection, Indiana University, p. 6. 19 Fraiman, N. , M. Singh, L. Arrington and C. Paris (2002) ? â€Å"Zara,? † Columbia Business School Case, p. 6. 20 Ferdows, K. J. , A. D. Machuca and M. Lewis (2003) ? â€Å"Zara,? † CIBER Case Collection, Indiana University, p. 8. 21 Interview with Anthony Pralle, Senior Vice President of Boston Consulting Group, Madrid, 13 July 1999, as quoted in Harle, N. , M. Pich and L.Van der Heyden (2002) ? â€Å"Marks & Spencer and Zara: Process Competition in the Textile Apparel Industry,? † INSEAD Case 602- 010-1. 22 Crawford, L. ?â€Å"Inditex sizes up Europe in expansion drive: Rapid design, manufacture and distribution keep pressure on rivals,? † Financial Times, 1 February 2005. 23 D? ’Andrea, G. and D. Arnold (2003) ? â€Å"Zara ,? † Harvard Business School Case 9-503-050. 24 Crawford, L. (2005) ? â€Å"Inditex sizes up Europe in expansion drive,? † Financial Times, 1 February 2005, p. 30. 25 Dutta, D. (2004) ? â€Å"Brand Watch: Zara,? † Images Fashion Forum Presentation, New Delhi, 12 February 2004.

Entering the field of alcohol essays

Entering the field of alcohol essays Teaching our youth of today about the consequences of alcohol would be beneficial to many young teens. In colleges today students like myself enter a whole new ballpark with alcohol, by being surrounded by other teens that drink and party on a daily basis. Getting so intoxicated students become violently ill, or are sent to hospitals to get their stomach pumped. All this leads to information that these students are lacking, because their parents didnt teach him what to do and what to watch out for when dealing with alcohol. If the parents do not teach these matters about alcohol at an early age, then parents risking their kid to personally find out for himself hands on. My parents personally let me start drinking at the age 16, trying a variety of alcohol substances. Beer was the choice for me because I thought that all wines and hard liquors were awful tasting, including the worst aftertaste. Beer is my favorite to drink because it has that smooth taste to it. Beer I could handle pretty well, by my sixth beer in about an hour and a half period I was perfectly fine. But then about two years later when I was 18, I was at my friends house and they wanted me to have a shot of Yukon Jack. I was pretty skeptical about this, because its alcohol content was 100 proof. My parents told me for every proof is equal to half a percent of alcohol (meaning 1 proof = Â ½ percent of alcohol in that particular bottle). Yukon Jack contained 50% alcohol, so then I only had half a shot, and had nothing else because I didnt know how my body would react. If I had anything else to drink that night I would have been extremely intoxicated. If my parents werent in volved in my life showing me the rights and wrongs of alcohol, I would probably be out there getting drunk with my friends, because I didnt know how to drink respectively. Christine a young teenager (from the story ...

Chester Carlson essays

Chester Carlson essays Chester Carlson, an American physicist and lawyer, will be remembered as the man who invented the photocopier. Thanks to this great man, xerography is now used in companies all over the world. Chester Carlson was born on February 8, 1906, in Seattle, Washington. About one year after he was born, his father became very sick with tuberculosis. He also developed arthritis in his spine. Carlson's father spent most of his life lying in bed, coughing and feeling upset with his poor and sickly life. Not long after he was born, Carlson's family moved from Seattle and stayed a short time at a few places in California, Arizona, Mexico, and finally stayed in San Bernadino, California. It was there that Carlson went to grammar school and high school. Then he went to Riverside Junior College for three years, working and studying at the same time. Then he transferred schools to Advanced Standing at California Institute of Technology and got his Bachelor of Science degree in Physics in 1930. While going to school and working, Carlson became interested in the work of other inventors, especially Edison. As he read about the other successful inventors, he realized that making an invention would be a good way to change his financial situation at home. After Carlson graduated, he started working as a Research Engineer at the Bell Telephone Laboratories in New York. He thought that was boring, so he asked to work in the patent department instead. He liked this new job because he could see a lot of new ideas that were being developed. He became an assistant to a patent attorney for two years, until the Great Depression in 1933, when he was laid off from work. After some time, Carlson found a new job in a patent attorney's office near Wall Street. He worked on patent applications. He served his apprenticeship, then his clerkship there. He then was able to be registered as a patent attorney. Even though he ...

Marketing str for import American Hot dog into UK Essay

Marketing str for import American Hot dog into UK - Essay Example The business has been recommended to follow cost leadership strategy in order to implement the growth strategy of market extension. Finally a proper marketing mix has been suggested to the company in order to achieve competitive advantage in UK fast food industry. Introduction The project deals with the introduction of the American Hot Dog Cart in the United Kingdom. It will also reflect the plans for implementing the strategies, promoting the products in the new market and driving the sales. The American hot dog carts provide quality hot dogs in the most reasonable prices. The carts are good quality gastronomic equipments designed in the best way to attract and serve the customers with best hot dogs. These light weight carts are easy to be moved from one place to another and facilitate serving multiple locations in a short period of time. These carts supply food to a large number of people every day. The high demand of hot dog in America drives this business due to the attractive pr ice offerings. Porter’s Five Forces Analysis United Kingdom is the country having the highest consumption of fast food in the world. The country possesses different cultures which has a huge impact on the success of the fast food industry there. Porter’s five forces analysis will help to analyse the structure of this industry. (Source: Larsen, 2009) Bargaining power of buyers There is a popularity of hot dog among maximum consumers in the country. There are many companies offering hot dog in the fast food industry. These companies make huge investments for the promotion of their brands. The availability of this product by a large number of companies has strengthened the bargaining power of the buyers. The buying power is also strengthened because of the insignificant switching costs. Thus the bargaining power of the buyers is high. Bargaining power of suppliers The supplier of a business is an important element of its ability (Ahlstorm and Bruton, 2009). An important i nput required in the fast food industry is the supply of food. The food supply market in UK is concentrated. The suppliers of raw meat, farmers etc. are the main suppliers in this industry. These suppliers have reduced their dependency on the fast food companies because of the availability of other kinds of profit seeking food service customers. It is very significant for the fast food companies offering hot dogs to maintain their existing suppliers as they offer good quality marketable food at low cost. This increases the supplier power in UK market. Thus the bargaining power of suppliers is very high. Threat of new entrants The legal framework in the UK provides barrier to the new entry to some extent. However, this kind of barrier to the new entrants is limited to a particular extent. It becomes very difficult for a new entrant to make profit in the fast food industry and perform well initially because of low consumer loyalty and the barriers to the entry in the industry. The cos t related to the setting up of a new chain the market is low and in the recent years there have been many new entrants. This is a serious threat to the existing players in the industry. Thus the threat of new entrant is high. Threat of substitutes The substitutes of fast food products like hot

Admissions Essay Example | Topics and Well Written Essays - 500 words - 2

Admissions - Essay Example However, instead of using the term eclectic as a means of arrogance, the underlying reason why I use eclectic fashion stems from the fact that I do not prefer to continually buy clothes all the time. The fact of the matter is that clothes take quite a while to wear out. As such, being a responsible citizen and seeking to reduce my impact on the earth requires a reasonable person to use an article of clothing up until the point in time that it begins to show signs of wear/aging. Because of the desire to wear a garment up until the point that it begins to show signs of wear, buying disposable fashion that is â€Å"in† one season and â€Å"out† the next is not reasonable or rational. Instead, the more appropriate approach would be to buy fashion based upon the level of classic timelessness that it engenders. In this way, choosing clothes that are appropriate and timeless helps to create a balanced wardrobe. This represents a very utilitarian view of who I am. Instead of being a person that is consumed with a desire to promote the latest fashion trend, I am more concerned with the quality and classic nature of particular item. Yet, rather than this making me what some might call a â€Å"conservative person†, this taste in fashion does not translate into my taste in music or other â€Å"style† choices. My preferred music is electronic/trance; something that does not fit with the clothing style I have selected. But due to the fact tha t music considerations are not something that a person pays for on a regular basis, like clothing, the differential that is evidenced in my life is at least partially understandable. From the information that has been discussed, it can clearly be seen that personal style is not something that can be defined categorically. Even within the various elements that contribute to style, a wide range of difference can exist within an individual.