Children and violence Research Paper Example | Topics and Well Written Essays - 2000 words

Children and violence - Research Paper Example Nowadays, there is much concern on the incidents of violence among adolescents and children. This troubling and complex issue needs a deep understanding by teachers, parents, as well as other adults. Children, as young as those in preschool portray violent characteristics, possibly due to the violent surroundings they are exposed to. This presents a lot of challenges to the parents, teachers and the wider society. Thus, this essay will look into such challenges facing children, their effects and the solution to the violence crisis in the society. The rising violence rates in most American cities show that most children are being raised in conditions known as â€Å"inner-city war zones† (Garbino et.al., 1992). However, the violence problem is not limited to a particular group or community. Every child today is affected by this violence which pervades the contemporary society. Thus, a healthy progress of children in today’s world has been jeopardized. The causes as well as effects of cases of violence in the society are complex just as they are interrelated; most violence arises from social prejudice common in the society. Key among the major contributors are unemployment, racism, poverty, substance abuse, guns proliferation, abusive parenting practices, and everyday exposure to violent scenes via the media, among others (Craig, 1992). Currently, every fifth child is exposed to poverty; for the children below six years, the number is twenty five percent. The fundamental services to families with a low income have been significantly reduced in the past decade as the federal funding in America has been cut. With the disappearance of social programs and the deterioration of the economy, violence in schools, homes, and communities have escalated. The handguns proliferations have also greatly contributed to the increasing violent assaults as well as homicides that children

Sammy Case Essay Example for Free

Sammy Case Essay Assignment Question: Base on what you have learned in this course, your textbook and any reference books that you may have read, what are the problems that the main character has? What possible solutions would you suggest (with theoretical support) to solve the problems? In referring to your own life, what have you learned from this scenario and how can you apply these into your life? 1. Introduction According to the case study of assignment, it seems to me that Sammy encountered great difficulties in a couple of problems on intrapersonal and interpersonal competencies, which keep weakening her family relationship as well as her way of living. In the following, there will be three sections for the above discussion. First, based on what I have learned in my course, I will attempt to illustrate out the most important problems that suffered by Sammy. The second part, some possible recommendations will be provided so as to help her building up a positive relationship with her parents as well as her siblings, peer fellow or elsewhere. At last, I would like to conclude with my personal sharing which is completely learned from this scenario. 2.Three General Character’s Problems 2.1Lost Of Self Obviously, Sammy is getting lost in herself. She mess up with her unexamined life and confused by the question of â€Å"Who am I?† from the inside out. She doesn’t realize herself clearly as she even doesn’t know what she likes or dislikes. It determines that Sammy was incapable of knowing herself and seems have unclear goal in future. This would be the major reason drive her getting an unsatisfactory result in public examination. She has attempted to make choice just fulfilling what her parents want her to do; however, once situation getting worse, she have lost her own decision to determine what should do soon. She has no idea about her totality of thoughts and feelings with reference to herself as an object. (Rosenberg, 1979) 2.2Low Self-Esteem Besides, Sammy often keeps comparing herself with others by physical appearance, talent, popularity, etc. However, she harbored negative feelings about all her surrounding people. These comparisons could only diminish her uniqueness and further result to make her losing of confidence. It revealed that the value she placed on herself is quiet low. It seems to me that the four sources of self-esteem, (1) social interaction, (2) social information, (3) social comparison, and (4) self-observation (Baron, 1990) have been damaged and unplugged in her case. 2.3Communication Problem Last but not lease, there is a clear communication problem within Sammy’s family. She seldom talks peacefully and sincerely with her parents. Having quarreled once, Sammy chose to avoid communicating with them which only weaken much more on their family relationships. 3.Three Possible Recommendations Here are 3 possible solutions for Sammy: 3.1Exploring Developmental Areas Firstly, Sammy ought to recognize more about herself. Human development researchers pay attention to four developmental areas of self, which are physical self, mental self, emotional self and social self (Hanna, Suggett, Radtke, 2007). And in which the mental self indicates the learning abilities, thought-processing patterns, as well as attitude and motivation are facets of this important area of the self. So, Sammy needs to be strengthened on her mental self mostly, which can help her to establish her thought-processing patterns, beliefs etc. Reading books is a favorite way to improve mentally (Hanna, Suggett, Radtke, 2007). By developing her sense of mental self, Sammy could acquire critical and creative thinking which could encourage her to think matter deeply, dig out multi-level ideas, challenge assumptions, and examine the logic of differing points; hence, she can explore herself more specific and capable of differentiating between her ideal self, actual self, and ought self (Edward Tory Higgins, 1987). Having developed a creative thinking, Sammy could think about ideas in different ways and generate variety of possible solutions to any problems. These two kind of thinking ability will create more curiosity which turn to activate Sammy think much and examine others’ opinion rather just followed to do so. 3.2Discovering Self-Concept And Self Valuing Corresponding to the 2.2 problem of Sammy, i.e. low self-esteem, she ought to discover her self-concept indeed. The self-concept is the totality of her thoughts and feelings with reference to herself and is the foundation on which almost all her actions are based (Rosenberg, 1979), consisting (1) self-descriptions, (2) ideal self, and (3) self-esteem or self-worth. We can observed Sammy was keeping compared herself with others, which reflects her unsatisfactory on her actual self; nevertheless, maybe her ideal self is quite close to perfect, that makes her never accept her actual self and lower her self-esteem, and one of the areas which mostly affects is academic achievement. Studies have found a significant positive correlation between self-esteem and Grade Point Average (Baker, Beer, Beer, 1991, cited in Hanna, Suggett, Radtke, 2007). So, thoughts changing should be adopted. Sammy should think more positive instead of keeping meaningless comparsion and pursuing the ideal self. Sh e should be encouraged to reveal her interest, or participate more social gathering rather than staying at home for aimless surfing. 3.3Disclosing Self On Criticism Actually, Sammy’s parent has their own responsibilities, in which even delivering small quantities of criticism would be appreciated in a non-hurtful ways. However, my focus is on Sammy only; and so, I would suggest Sammy finding a positive way of communication. She needs to learn how to face criticism. Positive responses to criticism are important as it moves relationships in a positive direction. â€Å"The effective way to respond to criticism is to use an assertive style. It does not attack, surrender to, or sabotage the critic. It disarms the critic.† (McKay and Fanning, 2000) It is no use to response criticism emotionally. Sammy is encouraged to learn keeping a peaceful mind to receive any criticism. Rather than Shut herself up or lock the door, Sammy may try to express her different opinion to her parent but in calm. This self-disclosure helps knowing each others. Social penetration theory (Altman and Taylor, 1973) explains that close relationships develop in terms of increasing self-disclosure. Constructive criticism points out possibilities for improvement (Ginott, 1965). 4.Self Reflection In this case, I am found out the importance of self-knowing and self-valuing, and realize that an effective communication is really essential to build positive relationship. Not only communicate well on normal situation, but also we have to communicate healthy on criticism. In my case, my father is a kind of criticism-favor man, who loves to blame on everything since his 65 years old. Every time he shouted to us, just like Sammy, I quarreled with him first and shut up soon, or left his house, just let him alone . I though this is a smartest way to avoid meaningless argument with the old man. But the fact is he never stop quarrelling with me once I came back. Having studied this case, I started to ask my actual self: â€Å"Do I love my father?† The answer is â€Å"absolutely!† So, which drive me to think how to build a better relationship between us. Having known more about positive communication on criticism, one times, I didn’t run away, but listened to him peacefully. My old man shouted about half an hour, and finally stopped. Maybe he felt tired, and as I really listen carefully what he said, I tried to â€Å"communicate† my opinion with him peacefully and pointed out some my opinion about his arguments. Anyway, from that day on, we have less arguing, instead we talk more about the British Premier League.

Against Schools Essay -- Analysis, John Gatto

The Quality of a child’s education often either limits or opens up a world of opportunities. Those who study the purpose of public education and the way it is distributed throughout society can often identify clear correlations between social class and the type of education a student receives. It is generally known by society that wealthy families obtain the best opportunities money can buy. Education is a tool of intellectual and economical empowerment and since the quality of education is strongly influenced by social class, a smaller portion of the American population obtains the opportunities acquired from a top notch education. Many people believe that educational inequalities are perpetuated from the interests of specific classes, but some researchers like John Gatto believe that there are even stronger social forces in play. In the essay â€Å"Against Schools† the author John Gatto presents three arguments: (1) that are educational system is flawed, (2) that the American educational system is purposely designed to create a massive working class that is easy to manipulate, and (3) alternative teaching methods should be applied to teach children to think for themselves. In this essay I will be summarizing and relating each of these arguments to other educational essays. Also, I will be discussing the strengths and weaknesses of the author’s argument. In John Gatto’s essay â€Å"Against Schools† he states from experience as a school teacher that are current educational system is at fault (148). He claims that classrooms are often filled with boredom manufactured by repetitive class work and unenthusiastic teachings. Students are not actively engaged and challenged by their work and more often than not they have either already covered t... ... people are more advantaged than others and will receive a top notch education, while others will receive a mediocre education that will prepare them less for college and more for a working class job. There most likely is a connection between social class and the educational opportunities presented to students, but it is also possible that other social forces are at play which determines the quality of a student’s education. In Gatto’s essay it was argued that are educational system is designed to perpetuate faults in order to create a manageable society. He supports his argument with various strong statements which makes his logic convincing, but he falls short when backing the credibility of his claims. The strengths of his essay prove to also be its weakness, which results in a piece of literature that only succeeds in arousing emotional reactions from readers.

A point in life Essay

I have come to a point in life that many people have not. I have made a firm decision to recommit myself to pursuing my dreams. While there are those who believe that with an ounce of luck and a ton of persistence anything can be accomplished, I believe that there is no reason to expend so much energy and rely on luck. I believe in taking hold of my destiny and carving out a future for myself based on the decisions that I make in life. Life is simply too short and too precious to be left to luck alone. This is why I have chosen to apply for a course in Nursing at the Saint Xavier University. I have always wanted to help change the world. As a child, I believed that if everyone did their own little part in taking that extra step to help others, the world would be a much better place for everyone. The stark reality of it all hit me not long after that but it did not lessen my resolve. I figured that if so many people I knew did not want to do their part in changing the world then I would probably have to do their share. This is where my motivation to pursue nursing comes from; the drive to go the extra mile just to make a difference in this world. I see my goal in life as similar to that of Nurse Leader Mary Breckenridge in that I know that nursing plays a very important role in the world today. There are few jobs and professions that are as rewarding as nursing. While other jobs may get more publicity, the role that nurses play in the health care industry is highly valued and appreciated. My motivation has to do with the fact that nursing is one of the ways by which I am able to do something that I really want to do in my life and that is to care and help other people. More importantly, I greatly feel that by taking up nursing I will be able to make a difference in this world much like Mary Breckenridge has done. Pursuing my career in nursing is just the first step in my plan. Much like Nurse Leader Mary Breckenridge has done, I too want to be just more than a nurse. I would like to have the opportunity to take a bigger role in making the world a better place to live. My main philosophy in life is to lead by setting an example. I cannot expect others to do what I myself would be willing to do but that does not mean that I cannot hope that others will see the example that I have shown them. This philosophy is one of the many forces that drive me to pursue my dream of pursuing a career in nursing and of becoming so much more in life. The chance to help those who are less fortunate in life, the chance to help people like myself, the opportunity to be of service to humanity; these are the reasons why I have selected nursing as the profession that I will pursue; for, as Eleanor Roosevelt once said, â€Å"The future belongs to those who believe in the beauty of their dreams†¦Ã¢â‚¬  A point in life Essay I have come to a point in life that many people have not. I have made a firm decision to recommit myself to pursuing my dreams. While there are those who believe that with an ounce of luck and a ton of persistence anything can be accomplished, I believe that there is no reason to expend so much energy and rely on luck. I believe in taking hold of my destiny and carving out a future for myself based on the decisions that I make in life. Life is simply too short and too precious to be left to luck alone. This is why I have chosen to apply for the (Insert name of course) at the (insert name of university). As the world continues to change and the workplace becomes more and more challenging and competitive, it becomes imperative for anyone looking for a successful career to not only have the drive to succeed but also the training and expertise to do so. I am not saying that I do not have the training and expertise at the moment but I do believe that there is still room for more. The rich and diverse academic community at Haas will definitely be the perfect place for me to learn and be prepared for the challenges that lie ahead. Having completed my (insert degree here) in (insert date) from (insert name of university here), there have been so many opportunities in life that I have not been able to take advantage of because of the competitiveness of the working environment. I believe that this experience and background of mine will help me pursue this dream. Being a (insert career) is only the beginning of a long journey for me. I realize that it will not be easy and I look forward to that challenge. In the short term, I see myself completing this degree and fulfilling the requirements for this course. I believe that this experience will be sufficient to prepare me for the next step which is applying for a good internship position that will give me the training that I need. I eventually plan to pursue larger goals such as taking a doctoral degree and perhaps starting my own business. The world is fast becoming a borderless place. Cultures, races, beliefs and ideologies are blend together and interact because of the growing advances in communications. In order to succeed in this world, one needs to be able to adapt to the various cultural differences as well as be able to maintain a certain sense of individual identity. This is the advantage that I feel I can get at this fine academic institution; the training to be competitive in the global economy and at the same time the flexibility to be able to deal with the different cultures in the diverse business world. That is why I believe that this course is a crucial step for me. My success and my accomplishments here will herald the beginning of the fulfillment of my personal and professional goals. It is said that the one thing that nobody can ever take away from you is your education and that is the one thing that I plan to not only gain for myself but for others as well. My most important character strength, in my opinion, is my ability to adapt, accept and learn. My business acumen and knowledge is due to the fact that both my parents are business oriented and running businesses of their own. This provided me with a closer view of what I need to accomplish at an academic level before venturing into a business of my own, particularly in this highly competitive field. My personality, in my humble opinion, is best suited for this kind of endeavor (business) because of my ability to multi-task. During my past work experiences, I have often come across as witty and amiable. Yet, I am no push over when it comes to working in a corporate or business environment. I firmly believe that I can succeed in anything that I want to as long as I work hard at it. I get things done. The job gets done faster and more efficiently as and when the objectives are clear, the strategies acceptable, and the resources are available. Of course, in the real world, these do not always happen. To the extent that they happen and to the extent that I can make them happen, I go after them and manage to get the job done. While I personally believe that â€Å"there is no such thing as a free lunch† and that everything a person has in life must come from hard work and perseverance, I also believe in charity. I believe in helping others who do not have much in life. I believe in helping people regardless of their nation, race or creed. I believe in being a better person so I can best help myself and others around me. I believe that (Insert Name of University) is the best place for me to turn these beliefs into realities.

Edward Elgar †Violin Concerto in B Minor, Op. 61, No.1 Essay

Violin Concerto in B minor, Op.61 is one of the most well-known concerto works which composited by Edward Elgar. Elgar first composited this masterpiece and dedicated to Fritz Kreisler, a famous violinist and composer of early 20th century. On the 10 November 1910, Kreisler played this violin concerto as the first violin player on the premiere with Elgar conducted the concert. This concerto brought Elgar to another but last peak of his composition career. Also, this is one of his most popular and representative works. Violin Concerto in B minor, Op.61 is a piece that Elgar had put tons of his own emotions and personal feelings into the melodies. In the article, â€Å"Charles Sanford Terry and Elgar’s Violin Concerto† which introduced by Alison I. Shiel in â€Å"Edward Elgar and His World†, Shiel mentioned, â€Å"Scholars have subjected the concerto itself to detailed analysis, much of it in terms of the gender of it various themes, the implication being that the melodies are meant to represent some romantic entanglement of Elgar’s, past of present.† The first movement of the concerto is a beautiful sonata with few related themes which change in various ways. You can find out the tutti and soloist somehow at a point also presenting two different melodic ideas at the same time. The solo part perfectly expresses the love and the words in the â€Å"Windflower† poem. Beautiful violin positions shifting and the soft bowings complete the feelings of romantic relationship. This is no way for people to question love like this after listening to this masterpiece from Elgar, which presented his love to the one.

Islamic Civilization Essay Example

Islamic Civilization Essay Example Islamic Civilization Essay Islamic Civilization Essay Name: Lecturer: Course: Date: Islamic Civilization There exist different sources that deal with conquests occurring in the Arabic setting. One journal in particular serves to give a description of the maghazi campaigns of prophets and their companions. The article â€Å"The Historical Islam† by Piero Scaruffi gives a systematic survey of the various cities and countries of the former Islamic nation with al-Baladhuri being its inspiration. al-Baladhuri was an Arabic historian famous for his detailed accounts of the Arab empire formation. The major preoccupation characteristic defining this source comes through how a region or city was conquered. Upon reading this historical source, I found it relevant to forward the argument that this source is informative and comprehensive in its account on Islamic civilization. This source provides the means used to conquer cities, regions, and the strengths behind Arabic conquest success. Primarily, Baladhuri’s account on Arab conquests gives a detailed insight on the Islamic civiliza tion and the key implications behind conquests. Establishing Arab rule around 712 A.D was preceded by several efforts aimed at penetrating a number of regions. According to al-Baladhuri, the unifying Islam ideology, facilitated by the skillful employment of novel and traditional means of consolidation, ultimately resulted to the emergence of new states under Muhammad. These qualities enabled the Arabs of this period to exert dominance more effectively compared to tribal groups of the previous Arab isthmus. Instead of the previously existing fragmentation in the Arabia political system, where the various tribal groups competing among themselves for local dominance, the outcome was a relatively unified, centralized polity that managed to integrate a number of these tribes and eventually transforming them into functional parts of the entire system. In particular, this amalgamation of the Arabian ethnic groups into one Islamic state ultimately set the stage for preceding conquests. The state consolidation process that started with Muhammad continued unaltered throughput the entire Islamic conquest period. As under Muhammad, every Islamic tribal group becomes incorporated into the nation in the process of the conquest period. They were administered by a Quraysh agent who collected taxes due from the tribe as well as supervising it. Islamic tribes residing beyond the Arabian Peninsula became gradually subjected to the new state of Islamic civilization in the later conquest phase of the Fertile Crescent. In addition, they were also subjected to reducing taxes similar to their Arabian counterparts during the Muhammad careers. Similarly, the continued progress of tribal incorporation may be factually viewed as members of Islamic tribal groups being subjected to recruitment into Islamic armies and trained to fight on a number of fronts in the conquest period. Agents representing the tribes sent contingents from their respective groups. As they advanced forward, the assembled core forces were able to add more recruits as they crossed through various tribes’ territories and could contact their supporters who were strategically placed at the wells and the centers they passed through. The recruited troops were not a mere horde that wandered aimlessly headed for the Fertile Crescent. Instead, they were specially organized contingents of an effective army whose general movements and objectives were developed by the ruling elite. The Islamic conquests brought forward a weighty influence on the general world history course and the Near East. Apart from creating social and political conditions across its conquests, the Arab movement carried with it the Muslim faith to vast regions. This movement therefore represented the practical start point of the great civilization evolution of medieval Islam coupled with the end of the world of antiques. For a period, the Arab conquests ultimately influenced the political patterns that dominated the Near East; and that this was the basis of Arabia’s power, and implemented it effectively in dominating old political and cultural systems in Iran, Fertile Crescent, and Egypt. As the conquest period was ending, the struggle for dominance was imminent as an elite engaged in conflict regarding which tribe should gain supreme rule. According to al-Baladhuri, this issue had already plagued the First Civil War through a struggle between the Umayya and other Quraysh branches. With these kinds of conflicts, it implied that the ruling elite were successively reduced to limited leadership. It is fundamental to note the later year debates over who was appropriately fit to head the Islamic group of people emerged from a simple Arabian formulation. The arguments put forward maintained that groups with rivalry among the elite increasingly rested on genealogy considerations. On the other hand, groups that did not have affiliations to the elite and wished access to rule relied in proper Islam behavior and importance of virtuous as justifications for wielding power. In conclusion, Piero Scaruffi provides an informed analysis of the Islamic civilization and the issues that came along with the Arabic conquest. al-Baladhuri maintains that the unifying Islam ideology, facilitated by the skillful employment of novel and traditional means of consolidation, ultimately resulted to the emergence of new states under Muhammad. The integration of every Muslim tribe into the nation in the process of the conquest period was the main catalyst behind the rapid progress of the Arabic conquest. However, as it ended, conflicts were imminent as different Arabic tribes endeavored to acquire the elite status.

Summary of Report Card Essay Example

Summary of Report Card Essay Example Summary of Report Card Essay Summary of Report Card Essay State Report Card Assessment Name: Instructor: State Report Card Assessment Summary of Report Card The Arbor Hill Elementary School located in Albany uses report cards to evaluate the progress of students during their study period. The school is administered by a Board of Regents who uses this assessment tool in a significant way to improve the learning standards for all learners. The report cards offer a wealth of information to the parents on the condition of elementary school using the federal and state accountability systems, on learner progress, and other measures used to evaluate the performance in the district and school. Knowledge obtained from the Arbor Hill report card is varied, detailed and important in enriching the instruction process among students. There are three main sections of the Arbor Hill Elementary School Report Card. The first part of the report card contains information on the school. The school profile contained information on the rate of enrollment of students from pre kindergarten to grade 12. From the records, it was evident that there was a steady increase in the enrollment rate from 231 in 2008 to 363 in 2011. The average class size also increased significantly from 14 in 2008 to 21 in 2011. This first section also contained information on the demographic factors including students who were eligible to have free meals, student stability and other statistics. The attendance and suspension statistics revealed information on the number of children who attended classes and those who were penalized through suspensions. Apart from these aspects, the other subsections included teacher qualifications, staff counts and the teacher turnover rates. The second section of the report card handles the accountability issues in the school. In this section, the requirements for the school of testing proficiency in mathematics, English language and another indicator are outlined. The proficiency parameters included criterion for participation and performance. The last section outlines the academic performance of the school and included records from the 2010-2011 academic years. The performance was categorized according to the three subjects: mathematics, English language and science. This data was presented in the form of graphs and tables that analyzed all the grades in the school. This summary and analysis of the report cards displays the extent to which valuable information can be gleaned from children’s activities at the school. Student Development Program Introduction This intervention program document provides direction on the best approach to develop and revise any plans for student improvement such as Single Plan for Student Achievement (SPSA). Although schools and districts in Albany may have different names for this plan document, this plan offers details that are necessary for improving subject performance among students in all schools. This document also offers instruments for formulating and reviewing the SPSA, including sections that assist in aligning the costs with the allocated funds awarded to Arbor Hill Elementary School and a yearly assessment form. Seven Recommended Steps for Developing the School Intervention Plan Apart from accomplishing the essential parts that appear in all school plans, the school intervention plan must satisfy the precise necessities of each definite program running in the school. The school intervention plan entails a constant formulation, execution, and observation cycle. The starting and completion date of the yearly planning cycle is a domestic decision. Nevertheless, every institution needs to implement an approved plan that will guide the operations within the school. The seven steps of this constant cycle are: Analyzing the student progress information The school intervention plan is based on analysis of data retrieved from students’ activities and other tests and evaluations such as the Standardized Testing and Reporting (STAR) assessments and other federal assessments. Using this information from several grades, the LEA and SSC can retrieve numerous data on student weaknesses, individual contributions and teachers’ flaws. Measuring effectiveness of current academic strategies at Arbor Hill Elementary School The school needs to carry out a needs assessment that will determine the effectiveness of the current instructional program. The results of the needs assessment will be evaluated against state tools such as Academic Program Surveys that will establish whether the program is relevant or not. Establishment of key goals and improvement strategies The school should come up with realistic and achievable objectives and targets concerning the intervention program. These objectives should be in line with the LEA goals but still reflect the interests of the school. Defining the timelines, costs and funding procedure Each of the goals set by the school requires a similar action prescribed by the SSC and LEA. Apart from an action, each goal also requires to b allocated to an individual who will be responsible for its completion, the source of funding and the costs involved. Recommending the reading intervention plan to the board After all the relevant committees have assessed and reviewed the document, they present the document to the local governing board who conduct their own evaluation. This evaluation is important, as it will determine whether the document will be approved for implementation or it will be faulted. The board assesses the document for several elements including proper constitutions, legal validity and ascertaining whether all the necessary programs were included in the document. Planned Development in Student Performance The Arbor Hill Elementary School has assessed the educational performance of all learning groups and has taken in mind the efficiency of vital elements of the teaching program for students that failed to achieve the academic performance index benchmark and satisfactory annual progress growth goals. Consequently, the school has adopted several objectives, related measures, and expenditures to improve the educational performance of learners that failed to achieve the state standards. One of the goals for THE Local Education Authority (LEA) can be to ascertain that all students would attain proficiency in English language Arts by 2014. The goal for Arbor Hill Elementary School can be to improve the school’s proficiency average to 70% or more. These goals were set after analyzing data from the District ELA Benchmark Assessments. Improvements across the whole school in understanding comprehension were realized over a period of three years under the intervention program. However, accomplishments for the English students group in understanding comprehension has remained constantly dismal, particularly for learners at the CELDT transitional and premature advanced stages, based on analysis of CST results. The Arbor Hill Elementary School will evaluate the status of the objective on a monthly basis. More of this evaluation process will be elaborated in the strategy section. The strategy for the school to implement the plan to improve academic performance is to implement an institution-wide studying intervention program to tackle the academic needs of readers who are weak as categorized by district benchmark assessments. The literacy team members are responsible for determining weak readers and identifying, assessing and choosing an academic intervention programs that are developed for the individual literacy requirements of English learners and weak students and will include continuing evaluations of student development. The exact responsibilities of the literacy team are to gather and scrutinize summative and formative information on ELA issues at the school and district level. A minor function of the literacy team is to recognize learners from each grade who required reading interventions and their specific literacy requirements. The next step is the implementation and assessment of the intervention program. This part of the program will be administered by a joint effort consisting of the literacy team and the leadership team. While it is headed by a joint team, the two parties have separate roles in the implementation stage. The literacy team is charged with the responsibility of formulating reading intervention resources and materials. It is also charged with acquiring complementary instructional materials and standard evaluations. Consequently, the leadership team is responsible for developing intervention program targets, service models, and instruction and learning expectations and results. They are also responsible for analysis and evaluation of district standardized benchmark assessments and intervention programs. The assessment of the intervention program will be conducted on several stages. On a daily basis, the instructors should offer additional reading material and attention for students who are below average or intermediate. On a weekly basis, the teams in charge of all the grades will have collaborative meetings where they engage in analysis of the data collected from the intervention program and develop action plans using the outcomes from these analyses. The program being implemented will also be evaluated on a monthly basis. Finally, on an annual basis, the teams will evaluate the intervention program objectives and determine if they were being realized or if the whole program was a failure. Within the intervention plan, several programs that make the plan more effective are include. These programs are implemented at the state and federal level and are detailed in nature. Examples of these programs include peer assistance, economic aid, violence prevention and drug abuse. Evaluation Process The state has outlined the measures to be taken when handling planned activities and this includes evaluating the effectiveness of the intervention program on an annual basis. This evaluation program is important as it will release data on the program and pave the way for other subsequent programs. These state bodies include School Site Council (SSC) and the Local Education Agency (LEA) who offer investigation and review the services of the intervention program before making recommendations on its validity and continuity. Through this evaluation process, schools such as Arbor Hill Elementary School can determine the weak points within their program and strive to refine their system. Typically, the reports from these institutions may include the degree of achievement of goals and the comparison with state and national standards. However, both the LEA and SSC have to be careful in making conclusions from the evaluations they perform. They should consider all the relevant elements that can influence the success of the intervention plan such as the level of change in enrollment and the degree of implementation. The proper implementation of the reading intervention plan will benefit the students by increasing their level of understanding and ease the instructors’ burden in the classroom.

Why Racism in Health Care Is Still a Problem Today

Why Racism in Health Care Is Still a Problem Today Eugenics, segregated hospitals and the  Tuskegee Syphilis Study  exemplify how pervasive racism in health care once was. But even today, racial bias continues to be a factor in medicine.   While racial minorities are no longer unknowingly used as guinea pigs for medical research or denied entry into hospitals because of their skin color, studies have found that they don’t receive the same standard of care as their white counterparts. Lack of diversity training in health care and poor cross-cultural communication between doctors and patients are some of the reasons why medical racism persists. Unconscious Racial Biases Racism continues to affect health  care because many physicians remain unaware of their unconscious racial biases, according to a study published in the American Journal of Public Health in March 2012. The study found that a staggering two-thirds of doctors exhibited racial bias towards patients. The researchers determined this by asking doctors to complete the Implicit Association Test, a computerized assessment that calculates how fast test subjects associate people from different races with positive or negative terms. Those who link people of a certain race with positive terms more quickly are said to favor that race. The doctors who participated in the study were also asked to associate racial groups with terms that signal medical compliance. Researchers found that the doctors exhibited a moderate anti-black bias and thought of their white patients as more likely to be â€Å"compliant.† Forty-eight percent of the health professionals were white, 22 percent were black and 30 percent were Asian. The non-black health care professionals exhibited more pro-white bias, while black health care professionals did not exhibit bias in favor or against any group. The outcome of the study was especially surprising, given that the doctors who participated served in inner city Baltimore and were interested in serving underprivileged communities, according to lead author, Dr. Lisa Cooper of the John Hopkins University School of Medicine. Beforehand, the physicians failed to recognize that they preferred white patients to black ones. â€Å"It’s hard to change subconscious attitudes, but we can change how we behave once we are made aware of them,† Cooper says. â€Å"Researchers, educators and health professionals need to work together on ways to reduce the negative influences of these attitudes on behaviors in health care.† Poor Communication Racial biases in health care also influence the way doctors communicate with their patients of color. Cooper says that doctors with racial biases tend to lecture black patients, speak more slowly to them and make their office visits longer. Doctors who behaved in such ways typically made patients feel less informed about their health care. Researchers determined this because the study also included an analysis of recordings of visits between 40 health care professionals and 269 patients from January 2002 to August 2006. Patients filled out a survey about their medical visits after meeting with doctors. Poor communication between doctors and patients can result in patients canceling follow up visits because they feel less trust in their physicians. Doctors who dominate conversations with patients also run the risk of making patients feel as if they don’t care about their emotional and mental needs. Fewer Treatment Options Bias in medicine may also lead physicians to inadequately manage the pain of minority patients. A number of studies have shown that doctors are reluctant to give black patients strong doses of pain medication. A University of Washington study released in 2012 found that pediatricians who exhibited a pro-white bias were more inclined to give black patients who’d undergone surgical procedures ibuprofen instead of the more potent drug oxycodone. Additional studies found that physicians were less likely to monitor the pain of black children with sickle cell anemia or to give black men visiting emergency rooms with chest pain complaints diagnostic tests such as cardiac monitoring and chest X-rays. A 2010 University of Michigan Health study even found that black patients referred to pain clinics received roughly half the amount of drugs that white patients received. Collectively, these studies indicate that racial bias in medicine continues to affect the quality of care minority patients obtain. Lack of Diversity Training Medical racism won’t disappear unless doctors receive the training necessary to treat a wide range of patients. In his book, Black Blue: The Origins and Consequences of Medical Racism, Dr. John M. Hoberman, chair of Germanic studies at the University of Texas at Austin, says that racial bias persists in medicine because medical schools don’t teach students about the history of medical racism or give them appropriate diversity training. Hoberman told the Murietta Daily Journal that medical schools must develop race relations programs if medical racism is to cease. Such training is vital because doctors, as studies reveal, aren’t immune to racism. But it’s unlikely that physicians will confront their biases if medical schools and institutions don’t require them to do so.

Racial Segregation based on Black Boy by Richard Wright Essay

Racial Segregation based on Black Boy by Richard Wright - Essay Example d the Jim Crow laws and the rise of Klu Klux Klan, a white racist group that lynched, kidnapped, beat, or even murdered blacks to prove their supremacy. On the other side African American culture, its literature and arts flourished giving rise to the Harlem Renaissance. Richard Wright fought hard to resist segregation and refused to be forced into subservience as most of the blacks of that period did. As we read about his childhood one can visualise the sufferings and humiliation the African Americans had to endure in the early 1990s. In his book Wright portrays all the violence, brutality, despair and powerlessness that goes with racism. The whites abused him physically and verbally. In the book there is mention of how when he was young he had to suffer regular physical and verbal abuse in his workplace and how his white colleagues even went to the extent of hitting him with a bottle for not addressing a white man as "sir". â€Å"for the first time I noticed that there were two lines of people at the ticket window, a â€Å"white† line and a â€Å"black† line. During my visit at Granny’s a sense of the two races had been born in me with sharp concreteness that would never die until I died." (Wright R, 1945) These lines from Black Boy show that Wright understood what it was to be a black boy right from his childhood days. The fear, the violence the blacks faced everyday is beautifully put forth in the book. Both the blacks and whites resorted to violence whenever they wanted to control or show their power and this show of violence was predominant in the lives of Southerners. Richard turns violent many times like when he rebels against his father and kills the kitten in a fit of rage. Similarly when he burns down the house he gets thoroughly beaten. He overcomes his fear of the gang of boys by attacking them. Racial segregation or racial prejudices also instilled fear and mistrust in the society. This is evident in many of the episodes of the Black Boy. Richard

Tim Hortons Research Paper Example | Topics and Well Written Essays - 1500 words

Tim Hortons - Research Paper Example From the research it can be comprehended that Tim Hortons’ brand portfolio, which consists of premium range of coffee, cold drinks, and sandwiches are valuable resources of the company. These resources enhance the overall competitive strength of the company Tim Hortons is presently the largest casual food restaurant chain in Canada. This has given a global recognition to the restaurant chain. Apart from their primary operations, the company also sells Christmas hampers, coffee packets, and coffee machines through its online website and grocery stores. The brand’s strong presence across various geographic areas in Canada has helped to increase the domestic growth as well as the international demand. The strength of Hortons’ brand portfolio is rare. The company is known for providing the finest quality of Arabian coffee which is rare and unaffordable by most of its counterparts. The brand differentiates itself by giving a greater emphasis on healthier and tradition al home cooked foods rather than giving emphasis on burgers and other fast food products. The brand has created an opportunity for their customers that is inimitable to a competitor. The business competes in a sector which is highly competitive and falls into a quick service restaurant segment. As the brand produces low cost fast food, it competes with big fast food chains such as McDonalds and Subway. The products from the fast food retail chain are priced lower than competitors’ brands. ... Apart from their primary operations, the company also sells Christmas hampers, coffee packets, and coffee machines through its online website and grocery stores. The brand’s strong presence across various geographic areas in Canada has helped to increase the domestic growth as well as the international demand. The strength of Hortons’ brand portfolio is rare. The company is known for providing the finest quality of Arabian coffee which is rare and unaffordable by most of its counterparts. The brand differentiates itself by giving a greater emphasis on healthier and traditional home cooked foods rather than giving emphasis on burgers and other fast food products. The brand has created an opportunity for their customers that is inimitable to a competitor. The business competes in a sector which is highly competitive and falls into a quick service restaurant segment. As the brand produces low cost fast food, it competes with big fast food chains such as McDonalds and Subwa y. The products from the fast food retail chain are priced lower than competitors’ brands. The culture and offerings provided by the fast food brand has given a fulfilling experience to its customers. These services communicate their continuous brand images and committed values. The organization disperses the value of its brand by creating an extraordinary experience, committing passion, aligning corporate responsibility, continuous innovation of products and services, and creating inspiration. The company also strives to provide the highest customer service by utilizing its efficient human resources. As an emerging corporation, the company is seeking opportunities in emerging markets and is currently ready to expand its markets into international boundaries. This

Internet Resource Guide Essay Example | Topics and Well Written Essays - 1250 words

Internet Resource Guide - Essay Example Particularly it this guide is designed to facilitate all the students of Pennsylvania state university in the field of petrochemicals. This guide provides benefits to both beginners and specialization students or professional students. Beginners usually find the basic and easy information or the overview of the topic, for this reason this guide provides an easy links in the table of content to get their destination easily. On the other hand, the specialization or professional students mostly look for the detailed information so this guide gives them the required information with authentic or reliable references quickly and eliminate the wastage of time which is required to search the authentic notes of the required topic. It is also helpful for the professionals of petrochemical industry because it has got the topics regarding the ideas of advancement and innovation in the field and work of petrochemical engineers. In all that this guide is beneficial for all the researchers and read ers of petrochemical field. CONTENTS OF GUIDE: The material of this guide speaks about to the study of the resources of oil and gas and its importance. The resources have been included in this guide with a specific objective of assisting to the researchers or readers of energy resources, and in specifically speaking it is for the professionals and students of petrochemical field in the Pennsylvania state university. Petrochemical students require a diversified knowledge because of their diversified field so this requirement increased the significance of the proper and reliable internet sources that are available for energy resources information. Some resources in the guide are developed to be very useful when creating projects or writing papers for the undergraduate petrochemical engineering students, while other resources are useful for those readers who want to obtain a job in the field of energy resources. Information provided or used for this guide is from both library and the i nternet. However, the more convenient option is the internet resource because it gives the ability to use it comfortably from anywhere. All the sources that have been used in the guide are credible, academic publications or authentic websites. So the readers do not require verifying it from other sources. This has made easy for the readers to conduct the appropriate information from the guide and increase their work efficiency. AUDIENCE: The projected audience for this guide consists of students concerned in the oil and gas resources majors at the Pennsylvania State University. This guide is generally designed for those students who have applied for the specialization courses of petrochemical engineering and having the goal of building up their career in the field of petrochemicals (Ashkeboussi). The basic level students can also be benefited with this guide; it also provides the basic concepts of the petrochemical study. They may also be concerned in the research behind the petroch emical course of action that are presently in place or some of the more complex information behind the petrochemicals and its significance (Ashkeboussi). These basic concepts will be helpful for the students when they would going to choose petrochemical study as a specialization courses. This guide has a wide variety of information. The

Chinese Birth Control Policy and gender discrimination Research Paper

Chinese Birth Control Policy and gender discrimination - Research Paper Example On the other hand, opponents of this policy have criticized the legislatures claim, and they argue that this policy had violated human rights especially when married couples are forced to an perform abortion or forced to use birth control methods. Additionally, in its approach towards population control, Chinese government has been established to discriminate against women. For instance, a report released by a United Nations Agency indicated that nobody in China reports cases of sex selective abortions, prohibition of infanticide and abandonment of female infants (Goh 15). In the current world, China has the highest population of over 1.2 billion, or 20 percent of the world’s population (Goh 57). However, the ratio between male and female is 120 males to 100 female (Goh 57). As the Chinese population control remains a significant issue in the Chinese government, the search for demographic goals has overshadowed the needs and interests of women and girls. This has led to seriou s discrimination against women in offices, abuse by officials and civil servants, and use of physical violence against women (Thoma 24). For instance, in many Chinese communities, women and girls are forced to be sterilized or use contraceptives, as a birth control method. ... ited for a number of significant achievements such as its international influence, huge and powerful military, its role in the free-market capitalism, and its growing prosperity. However, the issue of â€Å"One-Child policy†, which it introduced in the last three decades, still remains as a controversial issue, in the Chinese government. Communist Party officials insisted that they had to check population growth rate, and reduce the population to 1.2 billion by the year 2000 (Thoma 9). In 1980, the party officials also announced that several couples will not be allowed to have more than one child, with the exception of some few individuals. Earlier in 1949, after decades of war, unrest and epidemics, which were perceived as economic boom, Mao Zedong claimed â€Å"Even if China’s population multiplies many times, she is fully capable of finding a solution; the solution is production† (Thoma 43). Mao’s main motive was that a larger population was a necessity for a modern industrialized state. After some years of economic growth and prosperity, Chinese legislatures realized that the growing population was almost overtaking the country’s food supply. In 1955, several political leaders, led by Deng, reversed Mao’s claim, and vigorously campaigned to promote birth control. In 1962, a massive famine hit China, and over 30 million people were pronounced dead. This made political leaders to intense their campaign for population control, and between 1970 and 1976, the China’s population had dropped by half the initial population (Thoma 56). China’s â€Å"One-Child† Policy In the aftermath, a policy that required married couples, especially from Han community, to give birth to one child was introduced. This policy, however, exempted ethnic minorities. Under the

Debate .. Football industry Assignment Example | Topics and Well Written Essays - 2000 words

Debate .. Football industry - Assignment Example Therefore, the paper will seek to emphasize what the football industry is worth and the factors that have made to be considered as getting out of control. It will also look at some of the measures that have been put in place to reduce hooliganism in the football industry. According to Batile et al (2014), the football industry is a profitable global sport that attracts revenue amounting to an excess of 5.4 billion Euros every year. Match day, commercial and broadcasting revenues are the major sources of income that most football clubs use to collect revenues on a day to day basis. Match day revenues are derived mainly from gate receipts paid by fans and spectators, memberships and season tickets. On the other hand, broadcasting revenues accrue from international and domestic competitions such as UEFA while commercial revenues are mostly gotten from merchandising and sponsorships. This means that in the process of determining profitable clubs, all these sources of revenue are accounted for. Based on these revenue models, Real Madrid has been rated the most profitable club in the world today for the ninth consecutive time (Mughal, 2014). It has total revenue of 518.9 million Euros, with match day collections of 119, commercial 183.3 while commercial ha ving revenues totaling to 211.6 million Euros. Moreover, by analyzing the revenue generated by other top clubs in the football industry such as FC Barcelona, Manchester United, Bayern Munich and arsenal, a clear picture of what the football industry is worth can be ascertained. FC Barcelona comes in second with total revenue amounting to 413.6 million sterling pounds. Broadcasting revenues accrued from domestic and international competitions were valued at 188.2 million Euros while commercial income totals to 176.8 million Euros (Mughal, 2014). Manchester United is

Media Plan Assignment Example | Topics and Well Written Essays - 3250 words

Media Plan - Assignment Example A media objective states what the planner wishes to accomplish. It is usually specified in terms of the target audience, reach, and frequency. The target audience is often defined by demographics, product usage and psychographics. Reach refers to the unduplicated proportion of an audience that is exposed to a media schedule" (Advertising Media) "To establish optimum impact of your media plan through cost-value planning, you need to select media based on which outlets (stations, billboards, newspapers, etc.) Provide the greatest effectiveness". (Media Moves) Additionally, for an effective develop of Media Plan, there are three basic issue to be considered, namely; a public relation goal, that is to determining to you focus your effort and stay on track. Others include resource to explore and the timeline. Is to make provisions of increasing awareness about Neurological disease, a view to increase more awareness about it, and to state why there is need to re-launch Moribund Health Case Health Charity. It is also aim to create ways of encouraging the general public to participate more actively than hitherto, while to add that new membership is highly welcome, with stating of the importance of this charity act. Moreover, it is also aim to notify people that the disease is curable as long as people put hands on deck and ready to contribute in no small measure. Media Route: The media channels the ought to be explores in order to reach to the targets audiences should be through press releases, newspapers articles, Radio and television programs and jingle, including seminars and speaking engagement. Evaluation of the Campaign Additionally, we need to explore some channels through which we will ensure that this campaign is successful no matter the circumstances. We can make evaluation of it success through Additional Membership: When some individuals decided to join the crusade, and when after they join continue to participate actively, with due contributions toward the success of wiping away neurological condition entirely in UK Participation of the Media: This will also signifies it success, when media continue to propagate for more participation, including special programs that will encourage other individuals and group of individuals to join for the betterment of UK people. The Rates of Sufferers Decrease: One of the reasons of re-launching of Moribund is of the needs to reduce drastically the sufferers of neurological condition in UK, if not completely wipe away. Thus when assessment is made, and found that in few times to come the rates of the sufferers is reducing, it also serve as testimony of it success. Launching Campaign: There is a need to organize event where some sufferers will be invited and thus getting them introduce to people via television stations and tell people that the sufferers are also human being, and they have future hope. Therefore they needs other people support by joining the Charity movement and contribute immensely toward that. Promoting the re-launching needs media propagation, both television and radio by organizing special programs aiming to encourage viewers to sympathies and join the charity movement. There is also need to publish leaflet and

Debate .. Football industry Assignment Example | Topics and Well Written Essays - 2000 words

Debate .. Football industry - Assignment Example Therefore, the paper will seek to emphasize what the football industry is worth and the factors that have made to be considered as getting out of control. It will also look at some of the measures that have been put in place to reduce hooliganism in the football industry. According to Batile et al (2014), the football industry is a profitable global sport that attracts revenue amounting to an excess of 5.4 billion Euros every year. Match day, commercial and broadcasting revenues are the major sources of income that most football clubs use to collect revenues on a day to day basis. Match day revenues are derived mainly from gate receipts paid by fans and spectators, memberships and season tickets. On the other hand, broadcasting revenues accrue from international and domestic competitions such as UEFA while commercial revenues are mostly gotten from merchandising and sponsorships. This means that in the process of determining profitable clubs, all these sources of revenue are accounted for. Based on these revenue models, Real Madrid has been rated the most profitable club in the world today for the ninth consecutive time (Mughal, 2014). It has total revenue of 518.9 million Euros, with match day collections of 119, commercial 183.3 while commercial ha ving revenues totaling to 211.6 million Euros. Moreover, by analyzing the revenue generated by other top clubs in the football industry such as FC Barcelona, Manchester United, Bayern Munich and arsenal, a clear picture of what the football industry is worth can be ascertained. FC Barcelona comes in second with total revenue amounting to 413.6 million sterling pounds. Broadcasting revenues accrued from domestic and international competitions were valued at 188.2 million Euros while commercial income totals to 176.8 million Euros (Mughal, 2014). Manchester United is

FDI final report Coursework Example | Topics and Well Written Essays - 2750 words

FDI final report - Coursework Example This implies the robust performance of the country in the complexity of the financial crisis. The factor which has been responsible for the growth in the FDI flows is the rise in the price of the commodities and has attracted further investment in the field of the natural resources (OECD, 1999). This paper will analyze in details the FDI inflows in three of the major Latin American countries namely Argentina, Brazil and Chile. The primary objective is to compare the environment of FDI in these three countries which can aid the prosperity of business in Latin America. This paper chooses the British retail giant, Tesco and captures the benefits that it can achieve, if it follows the FDI trails and makes its presence felt in the prospering economies of Latin America (Yapp and Paulo, 2011). For this purpose, the competitive advantage of the FDI flows of the countries will be discussed in details and the decision of choosing the country will be established. Company Profile Tesco is a Brit ish multinational department store selling grocery with its headquarters at Chestnut. It is one of the major players in its genre, ranking only second to Wal-Mart in terms of profit and third in terms of revenues after Wal-Mart and Carrefour. Presently, it operates in three of the continents, Asia, Europe and North America. The company has over the years diversified its portfolio to include a variety of services like, telecom, clothing, electronics, financial services and software. Considering the business boom that it had experienced in the recent years, it would be interesting to observe the benefits that it can derive from tapping the FDI inflows in the developing economies of Latin America. FDI Literature In Foreign Direct Investment, a firm invests in the manufacturing or service facility or any other type of its assets in a foreign country and retains effective control on it (Sagepublications, 2007). FDI implies a high level of commitment as the firm which chooses to enter has to remain in the foreign country for a long time, investing high quantity of resources (Froot, 2008). FDI can be done in two different ways which include mergers or acquisition and Greenfield investment. Recent times have seen a surge in the former type. There can be two different types of integration in FDI. One in which the firm invests in the same products in the foreign country that it produces in its own country and the other type, where it chooses to invest in the value chain of the firm (Ramondo, Rappoport and Ruhl, 2013). The nature of ownership also varies in the FDI. There can be partial acquisition of the existing firm or wholly-owned investment, in which the investor owns the foreign assets or equity joint ventures, in which both the parent firms come together to create a new legal entity by investing assets and share the ownership and profits (Hauswald and Hege, 2009). This process benefits the multinational organizations immensely as they can utilize the advantages of location and learn from each other’s structural differences. They can also leverage their learning and enhance their capabilities (Blonigen, 2005). There can be three different motives for following an FDI scheme which are market seeking motives, resource seeking

Panera Bread Company Essay Example for Free

Panera Bread Company Essay SWOT Matrix Stakeholder Matrix Financial Ratios Financial Trend Graphs Responses to Questions Not Answered in the Presentation Business Strategy Functional Area Strategies Assessment of Panera Bread Company? s Strategic Performance Resources Value Chain Assessment of Panera Bread Company? s Financial Performance and Capabilities Strategic Issues Panera Bread Company Faces Management? s Values Organizational Culture Executive Summary: Our consulting team completed an analysis of Panera Bread Company mainly focusing on the opportunities and threats within the industry, Panera? competitive capabilities, and the company? s strengths and weaknesses. The following recommendations contain the opportunity or threat within the industry, the strength or weakness that allows Panera to pursue or defend against the critical issues and the tools needed to take immediate action. We recommend that Panera Bread Company: 1. Open cafes in untapped markets, and focus on utilizing franchising to achieve the desired 1:160,000 cafe: person ratio by 2010. We found that the restaurant industry life cycle is still in growth. This growth coupled with Panera? strong franchising capability offers a significant opportunity for Panera to pursue. To achieve this Panera must first use the current site selection and market analysis processes to chose ideal locations for new cafes in untapped markets. Panera should also utilize this process to assess the logistics necessary to support the potential locations. Next, Panera needs to utilize the established, stringent franchisee selection criteria to identify candidates that are a good fit, and then work with the selected franchisees using the existing franchise assistance programs to educate and train franchisees in Panera? unique brand, vision and culture. Once Panera sets up franchising systems in new markets, the company should measure success by whether or not the 1 cafe per 160,000 people per location by 2010. Panera also must assess the new franchisees based on the historical areas of success. 2. Bolster the current promotional strategy to a more aggressive soft-sell promotional strategy while still utilizing word-of-mouth tactics to increase first-time customer traffic. We found that customers are prone to give newly opened eating establishments a trial. Panera has underutilized potential in its promotional strategy to allow customers to know of newly opened cafes. Panera can pursue the opportunity within the industry if it strengthens the current promotional strategy to promote awareness. This helps Panera promote brand awareness to become a dominant leader in the bakery-cafe industry. To do this, the company must begin expanding to untapped and lowpenetrated markets where customers will not know much about the company. The company must then increase excitement about these new cafes before opening by using guerilla marketing. An example of this is hiring plain-clothed personnel to circulate future and current development sites and engage potential consumers by drumming up interest in cafe openings. The next implementation step is to distribute coded coupons with a two-week expiration period, and an additional coupon to be given to a friend. Success can be measured by tracking new customer foot traffic in the specific cafes and the new cafe? s sales volume in the first six months. 3. Implement the â€Å"Oven Fresh, To Go† program that will increase customers switching costs and reward buyer loyalty through progressive discounts based on levels of return patronage. Our analysis revealed that the restaurant industry is threatened by low switching costs and low customer loyalty. Our analysis revealed that Panera had strengths in buyer loyalty. Panera should first begin steps one month prior to the start of this service using signage and promotion. Next Panera should print menus that displaying the oven fresh option and distribute them at the point of sale. Panera should cross train employees on the oven fresh operational procedures of taking orders and bringing orders to customer? cars. Next Panera should purchase or lease 2 to 3 parking spots per location in close proximity to the door with signs for designated parking. Last Panera should place a pre-paid post card with survey questions inside to-go packaging and place customer loyalty punch card in packaging that rewards returning loyal customers. Panera should track the discounts given by customers. Because of the progressive nature of the discounts, Panera can identify its most loyal clientel e based on the level of the discount rate. 4. Broaden the product scope and service offering to include a wider array of light entrees, dinner fare, and beer and wine available after 4:30 at select locations nationwide. The new offerings will be paired with community events such as wine-tastings and fundraisers to bolster the perceived dinner atmosphere. Our analysis of the restaurant industry led us to determine that there were a large number of buyers available to firms providing an opportunity for increased market share. Our analysis of the competitive capabilities showed that Panera had an internal strength in research and development. Panera needs to utilize the extensive research and development skills to determine ideal menu offerings, portions, price, and locations suitable for beer and wine. The new product offerings will be introduced to a limited number of stores to determine customer response and verify the scalability to ensure quality. The successful food and alcohol items will be introduced to pre-determined ideal locations along with marketing and training support. The final implementation step will be a market survey question at the point-ofsales system that will determine the number of new dinner customers. The ultimate goal of this recommendation is to increase market share for Panera. Macro-Environment: The United States saw 3. 0% growth in the overall economy for the year 2006. Additionally, real disposable income increased by 2. 1% from the third quarter of 2005 until the end of 2006. The unemployment rate continued on a downward trend from a high of 6. 0% in 2003. Unemployment was 4. 65% in 2006. According to the Bureau of Labor Statistics, consumer expenditures were $48,398 and $2,794 was spent on food away from home per household. Because there was overall economic growth, consumer expenditures ere high, and unemployment was on a downward trend, the economy at large was in a healthy state. When economic conditions were perceived as good, consumers were more willing to spend excess income, as opposed to saving or investing. Therefore, consumers were more likely to spend money on eating out for various meals; this was an opportunity for the restaurant industry. The legal, regulator y and political environment was relatively stable in 2006. Because there was a stable regulatory and political environment, business owners were able to operate at a more functional level. Companies were not worried about significant changes to regulations which hinder business growth. Therefore, this stable environment was an opportunity for the industry. The population demographics for the U. S. consumer in 2006 were as follows. The population was 49. 27% male and 50. 37% female; the median age was 36. 4. About 15. 07% of the population was over 62 years old. The median income was $46,326 for a single earner household and $67,348 for a dual earner household. Of the total 299,398,484 consumers, 36. 43% lived in the South Region, 18. 8% in the Northeast Region, 22. 12% in the Midwest Region and 23. 16% lived in the West Region. In the U. S. 31. 7% of persons over the age of 25 were a high school graduate; 18. 3% held a Bachelor? s degree, and 9. 7% held an advanced degree. Because of the large number of variables and the diversity of the U. S. population across all descriptors, the restaurants industry? s target market was large and the individual buyers were small and numerous. This caused decreased competition over potential buyers, and therefore was an opportunity in the restaurant industry. There were two significant societal trends that emerged among restaurant industry stakeholders in 2006. First, the issues surrounding trans-fats in restaurants were coming to a head after a 2003 court case. Consumers called for a ban on trans-fats in restaurant food in many different states. Since this made restaurants appear to be the culprit, it decreased customer satisfaction with local restaurant establishments. This decrease was a treat to the industry. Second, the baby boomer generation was aging, and the children of the baby boomers were moving out. This increased the number of empty nesters in the U. S. With no children at home and both husband and wife working, the couple was less likely to arrive home and feel the need to cook dinner. This phenomenon led to more dinner outings and consumers looking for an establishment to eat a quick and quality meal. Because this increased the numbers of consumers looking to dine out, the aging baby boomer population increased the number of meal occasions and therefore was an opportunity for the industry. Industry Analysis: i. Industry Drivers: The market size of the industry was quite large. Commercial eating places accounted for about $345 billion†¦ The U. S. restaurant industry †¦ served about 70 billion meals and snack occasions, and was growing about 5 % annually. † Based on unit sales of $345 billion, sales volume of 70 billion and a growth rate of 5 % annually, we conclude that the market size of the restaurant industry was quite large and growing. Because when the mar ket size of the competing industry was growing, rivalry among competitors decreased, we conclude that decreased rivalry was a threat for the restaurant industry. The scope of the competitive rivalry was broad. Restaurant chains competed on regional, national and global levels. The product scope was also broad. The industry served breakfast, lunch, dinner and snack covering many ethnic tastes. Because geographic and product scope were wide, industry members competed in many geographic areas and over a wide array of product lines. Because competition was increased, we conclude that the scope of competitive rivalry was a threat for the industry. Market growth rate and position in the business cycle was in the growth stage. The U. S. restaurant industry†¦ served about 70 billion meals and snack occasions, and was growing about 5 % annually. † Because the industry was growing at a rate of 5 % annually we conclude that the industry was still in the growth stage. Because no indication was given that growth rate was declining, we conclude that the rate was not increasing at a decreased rate and therefore not approaching maturity. Because e xpanding buyer demand produced enough new business for all industry members to grow without using volume-boosting sales tactics to draw customers away rom rival enterprises, rivalry in the industry was decreased when the life cycle was in growth. Because rivalry decreased when the industry was in growth, we conclude that the growth rate was an opportunity for the industry. The number of buyers and their relative size in 2006 were as follows. â€Å"On a typical day, about 130 million U. S. consumers were food service patrons at an eating establishment – sales at commercial eating places averaged close to $1 billion daily. † Since 130 million consumers spent $1 billion daily, we conclude that on average, each consumer spent $7. 9 per day. Based on our analysis, we conclude that the number of buyers was large and their relative size was small. Because buyers have more power when they are large and few in number, we conclude that many small buyers was an opportunity for th e industry. The pace of technological innovation in product introduction was fast. â€Å"Most restaurants were quick to adapt their menu offerings to changing consumer tastes and eating preferences, frequently featuring heart-healthy, vegetarian, organic, low-calorie, and/or low-carb items on their menus. It was the norm at many restaurants to rotate some menu selections seasonally and to periodically introduce creative dishes in an effort to keep regular patrons coming back, attract more patrons, and remain competitive. † The constant change in consumer tastes and habits and the rate at which most competitors stayed on top of the changes made product competition very fierce. To stay competitive, establishments needed similar commitment to constant revision of menu items. We conclude that the fast pace of innovation in product introduction was a threat for the industry. Product differentiation in the industry was common. Industry members pursued differentiation strategies of one variety or another, seeking to set themselves apart from rivals via pricing, food quality, menu theme, signature menu selections, dining ambiance and atmosphere, service, convenience, and location. † Despite attempts to differentiate products, the restaurant industry operated in a pure competition environment where switching costs were low and there were many competitors. Because the industry products by nature were weakly differentiated, we conclude that the extent to which rivals differentiate their products was a threat to the industry. The learning and experience curve for the restaurant industry was low. â€Å"Just over 7 out of 10 eating and drinking places in the United States were independent single-unit establishments with fewer than 20 employees. † Because 70 % of competitors were restaurants who could open and close at any time, new entrants did not need large corporate backing and were free to open anywhere. The ability of so many small competitors to enter and compete in the industry indicated a steep learning curve. The steep learning curve and low capital requirement was threat to the industry because of the ease of rivals to enter the industry. i. Five Forces: Our analysis revealed that there were about 624,511 commercial eating locations in the industry. Because rivalry intensifies as the numbers of competitors increase and as competitors become more equal in size and competitive strength, we conclude that the high number of competitors was a threat for the industry. Based on industry sales of $ 345 billion, the leading competitor Starbucks had less than two percent of the market share. This fact coupled with the above mentioned 70% single unit establishments characterized the industry as having many competitors with very small market share. Because rivalry tends to be stronger when competitors are numerous or are of roughly equal size and in competitive strength, we conclude that the small relative size based on market share was a threat for the industry. Switching costs and buyer loyalty were low for the industry. â€Å"Consumers (especially those who ate out often) were prone to give newly opened eating establishments a trial†¦loyalty to existing restaurants was low when consumers perceived there were better dining alternatives. Because low switching costs and low buyer loyalty increase rivalry among competitors, we conclude that low switching costs and buyer loyalty were a threat to the industry. It was not more costly to exit the industry than continue to participate. â€Å"Many restaurants had fairly short lives. † Based on our previous analysis of market share, we determined competitors were small in size and can enter and exit with little capital requirements. Assets were sold easily and the workers in the industry were not entitled to significant job protection. Because rivals had low barriers to exit they did not resort to deep discounts to remain in business. Continuous new entrants increased rivalry. We conclude that the ease of entry was a threat and ease of exit was an opportunity for the industry. The industrys products were discretionary purchases. â€Å"The average U. S. consumer ate 76% of meals at home. † The fact that consumers could eat at home for less characterized the discretionary nature of the eating out option. Because discretionary spending was not necessary and represent consumers? first costs to cut in economic difficulty, we conclude that the discretionary nature of the purchase was a threat to the industry. iii. Changes to the Industry Structure and Competitive Environment: As of 2006, the restaurant industry was growing by 5% a year. Due to this growth rate there was room for more firms to enter the industry. This changed the industry structure in the coming years by introducing more competitors. However, since the market was not saturated, firms entering were in a business environment that allowed them to obtain new market share. Since the long-term growth rate was increasing there was an opportunity for new firms to gain the growing market share. The average U. S. consumer ate 76% of their meals at home. The average person in 2004 had $974 of income to spend on food purchases away from home. Customers were less likely to be loyal to a restaurant if they perceived a better option available to them. Patrons also used restaurants for more than just eating. Restaurants served as places where people could catch up on work, meet friends, and read the paper. The fact that majority of meals were eaten in the home and that restaurant spending was discretionary, coupled with the fickle and specific nature of the customer created strong competition among rivals, and resulted in a threat to firms. Marketing innovation in product and promotion was especially strong in the restaurant industry. Firms constantly updated their menus to accommodate new trends such as low calorie, organic, vegetarian, and heart healthy foods. Restaurants also utilized Wi-Fi and large television screens in order to enhance the experience for customers. Happy hours and other events served as promotion to attract new customers. The constant marketing pressures created complex rivalries between firms and resulted in an altered industry structure. The industry structure resulted in a business environment where firms diligently adapted and changed with updated marketing mixes. This constant change was a threat within the industry. Entry into the restaurant industry was marked by just over 7 of 10 eating and drinking places being independent, single-unit establishments with fewer than 20 employees. Exit from the industry was frequent and often firms were limited to short lives. The easy entry and exit of firms to and from the industry created a business environment that was fiercely competitive. The ease of new rivals entering and the large failure rate was a threat for firms within the industry. iv. Existing Rivals Competitive Capabilities Analysis: The case did not provide specific information about rivals? resources and strategic goals to formulate conclusive competitive capabilities. v. Key Success Factors: The key success factors in the restaurant industry were dictated by what consumers deemed necessary attributes to have and what allowed the business to profit. Consumers did not dine at particular places that did not possess these qualities because they lost value in their purchase. Also, there were many substitutes that offered the key factors to patrons instead. The particular key success factors related to the restaurant industry were: low-cost production efficiency, customer service, breadth of product line and selection, ability to respond quickly to shifting market conditions, overall consumer experience, image and reputation, and high consumer volume. The first key success factor was low-cost production efficiency, which was crucial in lowering prices for the consumer. When a restaurant could not keep costs low, the high costs were passed through to the consumer with a higher price. If customers did not believe the value in what they were buying was worth that high price, they did not pay for it. Since there were many competitors in the restaurant industry, the consumer shopped around for similar food at a lower price. Restaurants needed to keep these costs low to stay competitive and not risk bankruptcy. Customer service was another key success factor because it added value to the meal. The consumer was not just purchasing food; they were paying for the entire experience. A component of this was having pleasant employees in all customer contact positions. Good customer service skills that made the customer feel comfortable in the restaurant helped to keep customers coming back. When a waitress went above and beyond her normal duties to please a customer, the patron was likely to return because of the great experience offered. Exceeding customer expectations was crucial in attracting loyal customers who returned to the establishment. Another factor for success was having a wide breadth of product line and selection. Restaurants needed to offer many different kinds of dishes to attract a broad group of buyers. Some examples were serving chicken, beef, seafood, and vegetarian. If there were ten dishes or so within each of those categories, the restaurant was offering a large selection and a customer could find a meal they craved. Offering various types of dishes helped widen the breadth of what was offered, such as: breakfast, lunch, dinner, soups, salads, pasta, and sides. There were also various styles of food offered such as Mexican, bland, Cajun, Irish, Italian, Mediterranean, and more. Such a broad selection ensured that customers found what they were looking for. If the consumer saw multiple meals he or she as interested in, he or she returned. The fourth key success factor within the restaurant industry was the ability to respond quickly to shifting market conditions. Customers were constantly changing what they wanted, and restaurants needed to keep up with those changes. If a restaurant had an inability to change its menu, it could not compete with its rivals. Recently, consumers changed their needs to heart healthy, vegetarian, organic, low calorie, and low-carb. This also took into consideration seasonal changes. Soups became more prevalent in the winter than the summer. Certain seasonal soups like pumpkin, squash, and others were craved around the holidays, but not as much during other times in the year. Desserts and specialty beverages followed similar patterns. Restaurants needed to change their menus to satisfy customers? cravings and remain competitive within the industry. Having a good overall consumer experience was extremely important in the restaurant industry. This was crucial in building a loyal clientele that could promote the business through word-of-mouth tactics and regularly dined at the establishment. The overall experience took into consideration more than just food and customer service because it encompassed the entire value perceived by the consumer. This included price, food quality, quality of service, ambience and atmosphere, and having a variety of offerings. Without that great experience, a customer would not return and they could verbally damage the restaurant? s reputation when they told friends about their poor experience. This factor was important to build loyal customers and increase brand awareness. Image and reputation was another key success factor because this was what attracted customers to the establishment. This also created word-of-mouth advertising for a restaurant. When something happened to tarnish a restaurant? s reputation, patrons no longer dined there, which led the company to go out of business. Image and reputation was how consumers perceived the company, which could add value for the customer when it was extremely good. Another key success factor was having high consumer volume. No matter what type of eating establishment, having high customer foot traffic was essential for success. This increased brand recognition, word-of-mouth advertising, and sales. This factor was essential to success in the industry, without it, a restaurant was unable to grow, or even survive. These seven key success factors dictated the industry and how restaurants needed perform in order to remain competitive in the industry. The restaurant industry was purely competitive and extremely risky due to the large number of rivals. The seven factors were areas to focus on because that was what consumers deemed important. Critical Issues the Industry Faces: Our analysis led us to the following critical issues faced by the restaurant industry. There were many opportunities in the industry for businesses to capitalize on. According to the analysis of the industry drivers, we concluded that the business life cycle was still in growth and there was a capacity shortage in the industry. This was an opportunity for the industry. Based on our analysis of the five forces model, we concluded that there were many buyers in the industry with many choices in selection of products. This was also an opportunity for the industry. Based on our analysis of the industry drivers, five forces model, and the changes to the industry structure, we concluded that there were untapped markets and consumers were prone to give newly opened eating establishments a trial. Based on our analysis of the changes to the industry structure and the competitive environment and the five forces model, we concluded there was a threat to the industry in that there was low customer switching costs and low customer loyalty. Panera Bread Company’s Competitive Capabilities: i. Business Strategy: Panera Bread Company? s strategic intent was â€Å"to make Panera Bread a nationally recognized brand name and to be the dominant restaurant operator in the specialty bakery-cafe segment. † Panera intended to achieve this by â€Å"being better than the guy across the street† and implementing a successful business model. Panera? s business model satisfyed customers? needs through providing quality food in a casual setting that continued to bring customers in for the ambiance as well as the food. Panera achieved sufficient profits to cover the costs of providing this value to the customers by selling food in the cafes and by collecting franchising fees and a percentage of franchisee sales. Management intended to grow the number of Panera Bread locations by 17% annually and expand further into suburban markets. Panera focused on achieving a 1 cafe per 160,000 people per location ratio by 2010 through effective use of franchising. Panera intended to build a loyal clientele by employing a superior business model and offering artisan breads as a base of a high quality menu that changed to reflect evolving consumer tastes. The prevailing market in which Panera operated experienced 5% growth in 2006. Thus Panera? s strategy of growth was in sync with market conditions. Furthermore, by focusing on building a loyal clientele through quality breads and a menu that suits customers tastes, Panera tailored the strategy to strengths the company already possessed. Panera? ability to create well crafted, predictive strategies and adapt well to changing conditions with reactive strategies indicated that Panera? s strategy was a dynamic fit to the company and market. Therefore, Panera? s strategy was a good fit for the company. Operating in an almost pure competition environment, Panera faced threats from low cost and differentiated products. Panera employed a best cost provider strategy to take advantage of the large amount of value-conscious buyers who want a good meal and pleasant dining experience at an affordable price. Taking a position as best cost provider, in conjunction with a commitment to â€Å"providing crave-able food that people trust, served in a warm, community gathering place by associates who make guests feel comfortable† helped Panera achieve a strong strategy, but the competitive nature of the industry does not permit the strength of Panera? s strategy to become a competitive advantage. Panera had 0. 5409% market share of the $345 billion annual sales in the restaurant industry. Though Panera was not a dominant operator, this was a relatively big market share, given the nurture of the industry. The company? s profits and number of locations grew from 2002 to 2006. Panera? s strategy led to a strong financial position and a sizable market share. Because Panera? s strategy was a good fit for the company, was strong in the competitive industry, and was financially successful, we concluded that Panera? s strategy was working very well and gave the company a competitive position in the industry. Therefore we feel Panera? s overall strategy, as well as its strategy to grow the business and build a loyal clientele was a strength. ii. Functional Area Strategies: Panera? s marketing strategy contained three distinct initiatives. The first aimed to raise the quality of awareness about Panera by focusing on quality crave-able food the consumer can trust, and by enhancing the appeal of its bakery-cafes as gathering places. The second initiative focused on boosting awareness and trials of Panera at multiple meal times. The third initiative was to increase consumers? perception of Panera as a dinner option. Throughout the entire marketing strategy Panera avoided hard-sell, in-your-face advertising. Panera preferred consumers â€Å"gently collide† with and discover the brand. As Panera performed well financially in past years, this marketing strategy was successful. However our analysis led us to conclude there was an untapped potential in the soft-sell marketing technique. This was a weakness that Panera must bolster to pursue industry opportunities. Panera? s production and distribution strategy was to use economies of scale and centralize operations for the dough making process. There were 17 regional fresh dough facilities to service the 1,027 Panera bakery-cafe locations. By controlling the process at central locations Panera was able to ensure consistent quality and dough making efficiency. Panera? s production strategy supports the overall strategic intent of being better than the guy across the street and ensures quality to keep customers coming back. Because Panera? s production strategy supported the company? s overarching strategic goals, we concluded that the strategy was working well and was a strength for Panera. Panera had a unique franchise system. Each franchise license was for a multi unit deal, usually for 15 bakery-cafes to be opened over six years. Panera only granted licenses to applicants who met stringent criteria. These criteria included a net worth of $7. 5 million or more, access to resources that would allow for the expansion of 15 locations, real estate and multi unit restaurant operator experience and commitment to Panera? s brand, culture and passion. Historically, Panera? s ambitious franchising model was a success. Franchisees indicated a high level of satisfaction with Panera Bread Company? s concept, support and leadership. Likewise, Panera reported satisfaction with the quality and pace of franchisee openings and the franchisees? perations. Panera committed limited fiscal resources to franchising; the company did not â€Å"finance franchisee construction of area development payment, or hold any equity in any of the franchise-operated bakery-cafes. † Because the franchising model supported the company? s intent to grow to a dominant restaurant operator, we concluded Panera? s franchising system was a streng th. Panera committed to constantly staying in tune with consumers? changing tastes for the base of the research and development strategy. Panera regularly reviewed the menu and revised the options to sustain customer interest. When developing new products, Panera first made the menu items in test kitchens before introducing them in a select few bakery-cafes. Panera used the test kitchens and select rollouts to determine customer response and ensure that the products could be produced in mass quantities and still maintain the high quality standards associated with the Panera brand. The successful products were then introduced in all the chain locations and integrated into menus. Because it helped keep up the Panera standard for quality food that customers craved, the research and development aspect of Panera? s strategy supported the marketing strategy. Furthermore, by ensuring consistently high quality food that consumers depended on, Panera? s extensive research and development supported the company? s strategic goal of becoming a dominant operator in the restaurant industry. iii. Assessment of Panera Bread Company’s Strategic Performance: -Business Strategy Performance The strategic intent of Panera was to become a nationally recognized brand and dominant operator in the specialty bakery-cafe segment. In 2005 Panera Bread was the highest rated for the fourth year in a row among competitors in the Sandleman ; Associates national customer satisfaction survey. Panera had also won â€Å"best of† awards in 36 states and across a range of markets. In addition, â€Å"J. D. Power and Associates? 2004 restaurant satisfaction study of 55,000 customers ranked Panera Bread highest among quick-service restaurants in the Midwest and Northeast regions of the United States in all categories, which included environment, meal, service, and cost. † Panera created this nationwide renown through the successful implementation of the company? s business model. In 2006 Panera opened 155 company and franchise owned cafes bringing the total units to 1,027 in 36 states. The continued expansion of cafes in new markets showed that Panera was operating successfully within the framework of the intended strategy. However, Panera managed to open only 1 cafe per 330,000 by 2006. So, although Panera had begun the process of increased penetration into markets, the benchmark given of 1 cafe per 160,000 people in 2010 at the time of the case had not been reached. Therefore a complete analysis of the success of the growth strategy was not possible. Panera differentiated the bakery-cafes by implementing several important menu changes that addressed the targeted consumer needs and trends. The addition of â€Å"good carb† breads, antibiotic-free chicken, and an artisan line of sweet goods were employed as part of a differentiation strategy. In 2005-2006 Panera introduced the G2 concept in an attempt to bolster the dining environment, thus providing more value for the customer. There was no data to support or deny the effectiveness of these strategic moves. -Functional Area Strategic Performance Due to fact that the Panera won considerable accolades in consumer satisfaction, we determined that its marketing initiative of developing customer awareness of the quality and trust-worthiness of the company? s food was working. The second initiative of boosting awareness and trial of dining at Panera Bread at multiple meal times had not been shown operationally. Therefore, we were not able to determine the performance of this strategy. The marketing data showed that, â€Å"85 % of consumers who were aware that there was a Panera Bread bakery-cafe in their community or neighborhood had dined at Panera on at least one occasion. † From this data, we concluded that the strategy was sound to pursue and specifically implement. The third initiative of increasing consumers? perception of Panera as a dinner option had not yet been implemented with specific steps. The marketing research showed that 81% of consumers indicated a â€Å"considerable willingness† to try Panera at other meal times which supported following this strategy into the implementation phase. Panera? s production and distribution goal was to ensure lowered costs and quality control with a strategy of centralized locations taking advantage of economies of scale. The quality of the product was evidenced by the many â€Å"best of† awards and other consumer satisfaction accolades. The lowered costs due to economies of scale and the high quality of the products indicate that Panera? production and distribution strategy was successfully implemented and executed. Panera pursued a unique franchising model based on multi-unit, multi-year deals with franchisees who were selected based on stringent criteria. The franchised cafes performed better in return on equity investments and average weekly and annual sales than company-owned cafes and were also equally or slightly m ore profitable. The measured success of the franchisee owned stores showed that the franchising model strategy was performing well. The research and development strategy was to stay in tune with customers? changing tastes. The implementation consisted of regularly reviewing and revising the menus, and the use of test kitchens for exploring new products and determining customer response. In 2003 Panera scored the highest level of customer loyalty among quick-casual restaurants, according to a study conducted by TNS Intersearch. This customer loyalty indicated the success of Panera in anticipating customer needs through the company? s research and development strategy. iv. Resources: Panera had skills and expertise in sight selection and cafe environment. They chose sights and cafe environment by the following method. Based on analysis of this information, including the use of predictive modeling using proprietary software, Panera developed projections of sales and return on investment for candidate sites. † This recourse was difficult but not impossible to copy. The length of time it would last depended on how hard competitors chose to work to develop similar technology. This resource was really c ompetitively superior because no other competitors had it. It could not be trumped by rival? s resources because the same software had to be developed before competitors could use it. Because this resource was hard to copy, competitively superior, potentially long lasting and could not be trumped by rivals? resources, the site selection and cafe environment was a competitive capability. This competitive capability was a strength that gave Panera a competitive advantage. Our analysis revealed that Panera? s advertising and promotion strategy was too weak. They had underutilized promotion potential. Panera? s strategy was to raise the quality of awareness by the â€Å"caliber and appeal of its breads and baked goods, by hammering the theme â€Å"food you crave, food you can trust. Panera also aimed to â€Å"raise awareness and boost trial of dining at Panera Bread at multiple meal times (breakfast, lunch, â€Å"chill out† times, and dinner. )† Panera avoided hard-sell approaches, preferring â€Å"instead to employ a range of ways to softly drop the Panera Bread name into the midst of consumers as they moved through their lives and let them „ge ntly collide? with the brand; the idea was to let consumers „discover? Panera Bread and then convert them into loyal customers by providing a very satisfying dining experience. † This approach was a great concept and successful to an extent, however we conclude that because many of Panera? competitors were using more aggressive promotion, the current strategy was not aggressive enough. â€Å"Management claimed that the company? s fresh- dough-making capability provided a competitive advantage by ensuring consistent quality and dough-making efficiency. † Because this dough making capability allowed Panera to maximize the production capacity, used no preservatives, did not freeze the product and control the quality of the dough by making it themselves, this recourse was hard to copy. How long it would last depended on strengthening competitor capabilities and their interest in the dough making market. Based on the first two tests, we conclude that this capability was really competitively superior and could not be trumped by rivals? capabilities and therefore a competitive advantage. Panera? s franchise system used superior intellectual capital with the use experienced and capable workforce. The success of the franchise system was an example of proven managerial know-how. The site selection software granted the franchises cutting-edge knowledge in technology to choose locations and cafe environments. The stringent franchisee requirements employed only the most dedicated, well capitalized and capable franchisees as managers. The franchise system was hard to copy because of the stringent requirements for the franchisees, managerial know-how and the proprietary site selection software. Site selection system would tend to last because of how difficult it was to copy and could not be trumped by rivals because it was so rare, and was characterized by a gradual learning curve. This analysis led us to the conclusion that Panera? s franchise system was a distinct competitive capability and therefore gave Panera a competitive advantage. The product research and development program was also an example of Panera? superior intellectual capital. â€Å"Product development was focused on providing food that customers would crave and trust to be tasty. New menu items were developed in test kitchens and then introduced in a limited number of the bakery-cafes to determine customer response and verify that preparation and operating procedures resulted in product consistency and high quality standards. If successful, they were then rolled out system wide. † The research and development system was hard to copy because of the gradual learning curve and constant need for revision. Because every competitor was also engaged in tactics to improve product development, we conclude that this intellectual capital was only hard to copy in Panera? s specific product line. Because it was not generally hard to copy we do not conclude that it was competitively superior. Based on our analysis, we conclude that Panera? s product research and development was a resource capability and therefore strength, but it was not a competitive advantage because many competitors have the same resources. Panera? s financial position was an important resource. Panera had a low debt to equity ratio. In 1998 this strategy began with the sale of Au Bon Pain for 73 million in cash. This strategy was well served by the franchise system. â€Å"Panera did not finance franchisee construction or area development agreement payments or hold an equity interest in any of the franchise- operated bakery-cafes. † The franchise system allowed Panera to keep long term levels debt low. This allowed Panera to use cash reserves and or take on long term debt at lower costs when capital was necessary to seize opportunities. Panera? s financial position was a resource capability because it was hard to copy. The resource tended to last long because the franchise system kept debt low. It was not really competitively superior because other competitors could have had similar financial positions. Because this capability was hard to copy but it was not competitively superior, we conclude that it was a capability and there for strength, but not a competitive advantage because others may have a similar financial position. v. Value Chain: -Inbound Logistics The case does not provide enough information to comment on the inbound logistics that Panera has with suppliers. However, each franchisee purchased dough directly from Panera Bread. Panera had an interest in each of the franchised stores succeeding because the company received 4%-5% royalties from sales continually. This meant Panera as the supplier had an interest to keep prices of dough as low as possible to maintain viable franchise operations. -Operations Panera provided and required comprehensive front and back of house training, market analysis, and bakery-cafe certification. This corporate level tactic impacted the company? franchised and company owned stores by enabling Panera to develop systems used by all the cafes thus applying economies of scale to operations. Since each cafe-bakery did not have to develop its own operations structure this reduced costs for each store. In addition, the methods Panera introduced to each store had proven historically successful, thus increased the learning curve for a new cafe and lowered costs. Panera had a policy to not finance new franchisees, area development payment agreements, or hold any equity in the new cafes. This operational model resulted in minimal long-term debt and low capital intensity to expand the Panera brand. All the cafes offered an assortment of 20-plus varieties of bread baked daily and as of 2006 at least 22 types of sandwiches. Each of these breads and sandwiches were regularly reviewed to determine whether the products matched regular customer needs, new consumer trends, and seasonal relevance. The complexity of the product line enabled Panera to match menu items with a variety of customer needs. This process ensured that weak selling items would be removed limited excess inventory. Outbound logistics Each franchisee purchased dough directly from Panera Bread. Each dough making facility was able to produce dough for six bakeries. The fresh dough was sold to both companyowned and franchised bakery-cafes at a delivered cost not to exceed 27% of the retail value of the product. These costs margins were achieved by producing the dough at central locations employing economies o f scale. -Sales and Marketing Panera used focus groups to determine customer food and drink preferences, and price points. This work was done by only a few individuals at the corporate level and scaled to the rest of the cafes. The existing company and franchise owned cafes would be able to take advantage of this market information and reduce costs associated with sales and marketing information. The franchising model Panera used required the franchisee to pay 0. 7% of total sales to a national advertising fund and 0. 4 % of total sales as a marketing administration fee. Franchisees were also required to spend 2. 0 % of total sales on advertising in local markets. Panera contributed similar amounts of capital from the company owned stores. Requiring the franchise owned cafes to pay a significant portion of marketing costs allowed Panera Bread to lower the company? s capital contribution. -Research and Development New menu items were rolled out in limited cafes and developed in test kitchens prior to nationwide release. This process addressed two cost drivers. First, by employing economies of scale individual cafes will not have to spend resources and capital investing in the development of new menu items. Second, through the expertise of the advanced research and development department Panera ensured both quality of product and process. This resulted in less product waste and increased customer satisfaction and in turn lowered costs. -Integrated Value Chain Effect Panera Bread utilized both structural and executional cost drivers to lower costs on the value chain particularly in inbound logistics, operations, outbound logistics, sales and marketing, and research and development. The cost reduction across the value chain gave Panera a strong capability. vi. Assessment of Panera Bread Company’s Financial Performance and Capabilities: Panera Bread Company showed growth in its profitability from 2002 to 2006, but there were no industry standards presented to compare the numbers in relation to the industry and individual competitors. Panera Bread Company stated a desired growth rate of 17% each year, and the sustainable growth rates from 2003 to 2006 were all above this desired rate (See Financial Ratios Section), but the internal growth rates were slightly lower for these years (See Financial Ratios Sections). For the most part, Panera Bread Company showed consistent results for the profitability financial ratios calculated. Therefore the company maintained management? s objectives and values each year. Panera? s ability to maintain cash reserves allowed the company to expand and open new cafes while maintaining management? s goal of not taking on large amounts of long-term debt. Panera Bread Company showed increased revenues as the number of cafes increased, which shows company growth (See Financial Trend Graphs Section). Also, Panera? current ratio was 1. 16 in 2006, which shows the company was able to satisfy all current obligations from operating activities without the need for long-term financing. Since Panera strives to decrease long-term debt, the cash reserves could be used for expansion without the need to restrict assets for future obligations. The company presented low total debt and debt-toequity ratios which allowed the company to avoid overleveraging itself. This also left so me capacity for the company to take on long-term debt if deemed necessary during expansion. The company created a strong financial position for itself by having available cash reserves and diminishing the amount of long-term debt assumed. This created an opportunity for expansion. vii. Strategic Issues Panera Bread Company Faces: The strategic issues that Panera faced were as follows. Our first strategic issue was Panera? s potential to use its internal franchising capabilities to take advantage of the fact that the industry life cycle remained in its growth phase. The second strategic issue Panera faced was how to alter its existing promotion strategy in untapped markets in order to take advantage of the opportunity presented by customer? s willingness to try new restaurants. The third strategic issue was how Panera could use its internal capability to build loyal clientele to defend against the threat of low switching costs and low customer loyalty. The final strategic issue was how Panera could use its internal capability of advanced research and development skills to take advantage of the large number of buyers within the industry. iii. Management’s Values: Management valued the enthusiasm Panera Bread cafes showed for the quality and value of the products offered. The main example was in the company? s dough making capabilities. Panera believed that actions spoke louder than words, so the company needed to show the high quality of its food to the customers. Management believed that the â€Å"attractive menu and the dining ambience of its bakery-cafes provided significant growth opportunity, despite the fiercely competitive nature of the restaurant industry†. Management strived to become the dominant operator within the bakery-cafe segment as well as a leader in the specialty bread segment while making its brand name nationally recognized. Another key value within Panera? s management was maintaining a debt-free balance sheet. The ability to uphold this value came from the company? s franchising model because the franchisees financed the majority of the cafe building expenses. Management stressed the quality of the food and service offered and knew that all other goals, such as expansion, recognition, and holding a higher market share, would simply fall into place as a result. x. Organizational Culture: Panera Bread Company? s organizational culture began with the overall company and the dough-making facilities and spread out to the bakery cafes, whether company owned or franchised. Panera Bread Company was centered on its dough-making capabilities. The company guaranteed freshness and high quality in each dough it created. The dough was then passed to the cafes, where it was baked fresh and delivered to the customer. The quality controls within the company were maintained through the entire process to ensure that the customer would be pleased with his purchase. Quality was the basis for success, and quality was what the company relied on to generate loyal customers. Franchising was also a crucial aspect to Panera? s organizational culture because cafes were where the majority of customer contact occurred, and it was the basis for some of management? s values. Panera? s franchising model was extremely stringent, so only certain individuals were able to have cafes. There were eight criteria that had to be met in order to be considered, and a passion for fresh bread was one of them. Panera ensured that each franchisee had the capital and prior knowledge necessary to succeed. The stringent criteria and Panera? s site selection technology provided a strong basis for cafe success, which in turn led to a strong and satisfying organizational culture. Although Panera did not own the franchised cafes, the company dictated where supplies could be obtained to ensure quality. Panera also trained the franchisees so they could operate on their own successfully, but turn to the company for guidance when necessary. The open environment was helpful without it being too overbearing. The strength in the organizational culture was a contributing factor to Panera? success and continued growth. Appendices i. ii. iii. iv. v. SWOT Matrix Stakeholder Matrix Financial Ratios (See attached Excel file) Financial Trend Graphs Responses to Questions Not Answered in the Presentation i. SWOT Matrix STRENGTHS: -Strong and attainable growth strategy -Ability to build a loyal clientele -The business model -Franchising system ; site selection and proprietary software -Research and Develo pment ; Product Innovation -Financial position – lack of long term debt -81% of frequent and moderately frequent customers indicated a willingness to try Panera for multiple meal times WEAKNESSES: -Under utilized potential in promotion strategy -Frequent diners only come at one meal time per day -Only located regionally OPPORTUNITIES: -The industry life cycle is still in growth -Low cost substitutes viewed as lower quality ; value -Large number of small buyers in the industry (Lack of buyer bargaining power) -Buyers are characterized as likely to give new restaurants a try THREATS: -Low switching costs/low customer loyalty -Product is a discretionary purchase -Substitutes are convenient and lower priced -Wide breadth of competitive rivalry -Steep learning curve ii. Stakeholder Matrix Stakeholders Companies, Groups, And Individuals Type/Nature of the Relationship/ What We Do For Each of Them -A chain of cafes perceived as a neighborhood bakerycafe which can be found in various locations around the U. S. and quality is consistent in all locations Needs How We Satisfy Those Needs Customers -U. S. Consumers -A quality food option which is perceived as a good value -A pleasant dining experience with good service and a warm ambiance -By providing quality food in a casual setting that continued to bring customers in for the ambiance and the food -Creating food consumers crave and can trust at all locations Competitors -Independent single-unit establishments with fewer than 20 employees -Competed on a local level, as Panera desired to be seen as the local, neighborhood cafe and gathering place -Fast-casual restaurants -Competed on inviting dining environment, quality of food and enticing menus -Commercial eating institutions -Competed on price, service, ambiance, overall experience and convenience -Provide a successful franchising model to be pursued by highly -Preopening assistance with market -Provided market analysis and site selection assistance, lease review, Employees -Franchisees capitalized, experienced and passionate individuals analysis and site selection, training programs, leadership new store opening assistance, a comprehensive initial training program, and a program for hourly employees, benchmarking data regarding costs and profit margins, company developed marketing and advertising programs, neighborhood marketing assistance Shareholders -Owners of the 31,313 shares outstanding -The community of the regional markets of company and franchised cafes Provided a stable company to invest in -Do not pay dividends -provide a gathering place for locals and visitors and support the community the locations operate in -A food option and company that adds value to its product and the community at large -Panera sponsored local community charity events Community iv. Financial Trend Graphs: Net Income 70000 Net Income (Millions) 60000 50000 40000 30000 20000 10000 0 2002 2003 2004 Year 2005 2006 This figure shows the net income for Panera Bre ad Company from 2002-2006. It depicts a steady increase in net income each year. Net Cash Provided by Operating Activities Nat Cash Provided by Operating Activities (Millions) 120000 100000 80000 60000 40000 20000 0 2002 2003 2004 Year 2005 2006 This figure depicts the net cash provided by operating activities for Panera Bread Company from 2002 to 2006. It shows an increase over time, except from 2005 to 2006. Open Cafes 700 Number of Cafes Open 600 500 400 300 200 100 0 2000 2001 2002 2003 2004 2005 2006 Franchised Cafes Company Owned Cafes Year This figure shows the number of cafes opened at the end of each year. It depicts growth within the company. It also shows that franchise-owned cafes are more prevalent than company-owned ones, which shows success in the company? s franchising model. Store Revenues 2500 Store Revenues (millions) 2000 1500 1000 500 0 2000 2001 2002 2003 Year 2004 2005 2006 This graph shows a steady increase in revenues for each cafe over time. v. Responses to Questions Not Answered in the Presentation: Alterations to Opening Cafes in Untapped and Low Penetrated Markets Recommendation Our recommendation needed to be altered to provide a separate action plan from recommendation to pursue a more aggressive soft-sell promotion strategy. We altered this recommendation by moving Panera? s focus when opening new bakery-cafes using the superior franchising model to solely untapped markets. These untapped markets would allow for sufficient growth to achieve the desired 1:160,000 ratio. Alterations to the More Aggressive Soft-Sell Promotional Strategy Recommendation: Recommendation two needed to be altered from a marketing strategy to a purely promotional strategy. Panera needed to promote its quality menu by implementing the suggested promotional strategies in its bakery cafes. The purpose of the promotional campaign was to bring new customers into the cafes. This satisfied the opportunity within the industry that customers are prone to try newly opened eating establishments in their community. The campaign needed to be implemented in untapped and low-penetrated markets in order to develop brand awareness by attracting new patrons. Though it may help, it will not be as successful in the highly-penetrated markets because Panera is already an established company with high brand awareness and loyal customers. Alterations to Implementation of â€Å"Oven Fresh, To Go† Program Recommendation In response to your concerns regarding recommendation three, we agree that our implementation of â€Å"Oven Fresh, To Go† did not specifically address the low switching cost threat by rewarding return customers for their loyalty. To resolve this issue, we altered the implementation steps to include a punch card in the to-go packaging that would reward existing â€Å"Oven Fresh, To Go† customers for their loyalty and raze their switching costs with progressive discounts based on their level of return patronage. Alterations to Broaden Product Scope Recommendation During the presentation of the recommendations there was concern that recommendation 4 did not adequately address the goal of increasing market share. The primary concern was that offering an expanded dinner menu after 430 pm would not be incentive enough to overcome factors of image, location, and substitutes for Panera to obtain a relevant increase in market share. To bolster the strength of our recommendation and overcome the aforementioned hurdles to success we have amended our recommendation to include the addition of beer and wine at select Panera locations. A Panera site will qualify for alcohol consideration if the area demographics and local legal and regulatory environment are ideal. Selected locations will participate in wine-tasting and other events to engage the surrounding community. The combination of new menu items and select sites serving alcohol will create a new and lively experience for dining at Panera.