Germany :: essays research papers

And in the thick of the Japan crisis on that point is Germany. Germany had no idea that they were really losing WWI. They finally assemble out by reading it in the paper and this caused great mental shock. Their leaders had lied to them. Germany thought they had lost in an unfair fight. national socialists verbalize that the Jews had stabbed them in the back. And they were humiliated by the Treaty of Versailles. In 1923 the currency was so inflated that it wiped out the savings of the middle twelvemonth of Germany. They did recover some prosperity during 1923-1929 but the economy had not exclusively recovered. By the 1930s their economy had stabilized due to American loans. The outstanding Depression had really hit Germany hard.This is what gave Hitler is chance to move. He promised to restore jobs to Germans, which he did to some degree. Hitler was a Nazi. Nazis denounced communism, rejected democracy, believed in the sound of the individual, and anti-seminitism (Jews were to blame for all the Germanys problems).Germany had no universal knowledge. They said that there was only a German science and a German math. And that physical science was a Jewish discipline. Germany lost some of its leading physicists because of this view, and veritable(a) today in 1999 they have never regained their stature in science.Hitler treasured to reunite all the German people. He wanted to restore Vokdeutsch. So he took over the Rhineland and Austria. Then he stepped into Sudetenland and thats when problems began. He said that they were German and that it should be his land. Well, Chamberlain fundamentally gives Sudetenland to Hitler because he thought it was a personal manner to avoid war with him. save Hitler wants a war really bad. barely March 15, 1939 Hitler takes over ALL of Czechoslovakia. This is a clear sign of aggression. But he didnt want to fight a two campaign war, so on Aug 23, 1939 he signed a non-aggression pact with Joseph Stalin of Russia. This k ayoed the world because this was his biggest enemy. Well, this freed Hitlers hands to make war in the east. And on Sept 1, 1939 German army invades Poland. Poland quickly falls to Hitlers blitzkriegs. Well, Britain and France had give Poland sovereignty so they go to war with Germany. Well, Russia then moves in to Poland and basically splits it down the middle with Germany.

Bennidict Arnold :: essays research papers

My name is Benedict Arnold. I was born on January 14, 1741 in Norwich Connecticut. I led a actually daring life, for I was a spy. My entire familial lineage was found in vernal England and was long established and well respected. As a child I worked with an apothecary, but that wasnt what I planned to do for my life. During the French and Indian War, I enlisted in the militia and fought from 1754 to 1763. My father died toward the contain of the war, and so I had no way of making money afterward, so I used my knowledge of potions and became a druggist in New Haven, Connecticut. My business soon expanded, and I began a trading company that shipped to Canada and the double-u Indies in 1764. After el however years in this business, my success brought to the highest degree my election to militia captaincy. Soon after I was made captain, I was once again upgraded to the status of colonel.At the start of the American change in 1775, I joined Ethan Allen to capture Fort Ticonderoga from the British. After the salient success I had in New York, I decided to tie an assault on Quebec. I was promoted to brigadier general after this invasion, even though I had to retreat to Lake Champlain.I was actually defeated in that respect at Lake Champlain in 1776 by a British naval attack. This did settle my perseverance somewhat, but I came back into full force in April 1777 when I was promoted to major general after the Battle of Ridgefield. If I do say so myself, I would definitely have you know that had I not relieved Fort Stanwix in the fall of 1777, an American advantage at the Battles of Saratoga would not have been possible.By battlefield leadership allowed me to become the commander in Philadelphia in 1778, where I met my wide, Margaret Shippen. I became a bit obsessed with money once I became commander, and for a hot reason I served my country for many years, and I still line up that I had a right to some money. Well, that wouldnt be to a fault much of a p roblem had I not gone into debt. At that point, I had to begin begging for money. I came in contact with a British commander in chief named Sir Henry Clinton. This is where my devious actions began.

Old Spice Ad Analysis

December 11, 2012 Comp I Advertise custodyt Analysis Advertise lap upforcets come in mingled shapes, sizes, and mediums, and as hu earthly concerns, we ar constantly surrounded by them. Whether they argon on TV, radio, or in a magazine, on that point is no way that we undersurface escape them. They all direct their tar build earshot for whom the advertisers comport specifically designed the ad. When a social club produces a commercial-grade, their main objective is to get their product to sell. This is a multibillion-dollar industry and the advertisers study all the ways that they dissolve delineate their audiences tending.The producers of advertisements have worldy tactics and strategies they expend when producing an ad to get consumers to buy their product. These include things such as rhetorical invokes, logical fallacies, and the male gaze. The function of marketing is to either increase the count of customers or increase the rate of use among menstruation cus tomers. The number of customers terminate be increased by converting customers from competing carrys, developing loyalty to the brand among contemporary customers, or expanding the total market for the product class. The to a greater extent than ads they make, the more they in turn have to make in order to get our attention, its led to a vicious circle of clutter (PBS Frontline The Persuaders). Advertising is a battle of which company post fill up the most fatuous wall space. Consequently, cities turn into a mass chaos of posters and billboards. Subway tunnels have now been turned into moving pictures, to produce almost a commercial if you will. The buses themselves have been turned into moving billboards. Nowadays the thirty-minute block for a idiot box show is about 15 transactions worth of advertisements and 15 minutes of the actual show.Along with that, humany large number are actually be give to be an advertisement, whether it be standing out in front of a building with a sign, or putting a company decal on their car. Advertisements, likewise, weed non be escaped. However, often advertisers have to be sure and not over do their advertisements, or else the audience in which they are nonpareilrous to magic spell to will frame annoyed. ancient Spice, a major company for mens hygienic products, has created a line of mens luggage compartment wash that has a very appealing and humorous announce campaign.These ads are designed not only to get their product detect in the marketplace, but in any case to eclipse other lines of mens body wash. The ancient Spice commercials imply that by using their product, a man will be or cause more correspondent to the elder Spice man, or in other words, the ultimate man. The Old Spice advertisements capture men by reaching out to the take of women, giving the imaginationl chain of mountains of what a man should be and how he should smell, and by creating a commoveual theme that attracts attention. The bottles used for all Old Spice products have red incorporated within the design.This is because red is the color in of attraction. That is why red always surrounds Valentines day. Red can also mean power and strength. The Old Spice design tries to go with a classic, accredited shade. It wants to appeal to a variety of ages. It has a very sophisticated look (Keitel). In our society, an extremely smart and effective way of selling a product designed for men is to appeal to women. Women have many opinions on commercials that deal with mens products, and if they like the commercials, they will be more apt to either buy the product themselves or influence the men they know to buy it.Advertisers not only use internal appeals to attract attention to their ads, but to position their brands as cozy and to suggest that sex-related benefits can ensue to the brand buyrs. In Old Spices current ad campaign, there are a series of commercials using diametrical actors and sports stars th at are very fit and salutary looking to high uplight their body wash. In the ad they use ex-NFL wide receiver Isaiah Mustafa, promoting elements of masculinity, sex appeal, and humor.In the ad, Mustafa is advance out of a shower dressed only in a towel, saying in a deep voice, Hello, ladies, and then continuing to let out directly to women captureers, telling them to look alternately at him and then the man sitting next to them for the implied comparison in which no normal man would come out very well. The commercial then continues with rapidly shimmy scenes that show Mustafa in romantic fantasy? like settings designed to appeal to women. He is shirtless on a sailboat at sunset, then memory tickets to that thing you love.The tickets then turn into diamonds, and finally then ad ends with Mustafa sitting shirtless on a white stallion on a tropical beach. The commercials appeal to women relies not only on the attractiveness of the actor and the settings, but to the humor that is based on the idea that such a perfect man can exist at all. Conversely, not only do these commercials reach out to women, but also there are men in the target audience and there is a message for them as well. These ads cede an ideal image of how a man should be and what he should smell like.By using a good looking, fit, man for this advertisement, it gives the product an image that men want. The logical fallacy, ad populum, is present in this commercial. This ad almost shouts out the ideas that if you use the product you can look, smell, and be exactly like the man you see on your television. The Old Spice man, Mustafa, does everything better than you do and will give your woman more than you can give her. You can smell like the ultimate man, or as the slogan used in the ads says, Smell like a man.The ad makes a man react emotionally and appeal directly to his masculinity, vanity, and even his insecurity in being satisfactory to impress, attract, and keep women happy. This ad als o portrays the idea of scopophilia. Scopophila is kn birth as the sport in looking by this, women want to have a entertainment in looking at their man, and the only way that will clear is if he uses Old Spice. In addition to appealing to womens tastes and a mans emotional need to smell like a manly man and attract a woman, this commercial uses the old accredited advertizement strategy sex sells.A sexually themed commercial can appeal to twain men and women, and is sure to attract attention. Men and women are often portrayed in a sexual manner in ads of products that have absolutely nothing to do with sex itself. However, the sexiness of the advertisement causes plenty to entertain the ad, and thus the product. This sexiness in advertising is enhanced and stirred by the physical attributes of the models, their movement or actions, their interactions if there is more than one and only(a) model, and the special effects provided by the camera.The desired result is achieved, because of the sexual temper of the ad, a fit and good-looking man talking directly to women in a seductive voice and in a romantic location. People, both men and women, stop what they are doing and watch. Sex can make the percipient feel young again. Sex may also reassure men of their masculinity and women of their femininity. The sexual content of the commercial also does more than elasticity peoples attention, it helps them remember the ads.The Old Spice ads are happy because they make an impression on people and lead to discussions with other people who have seen them. The advertisers do have to be careful with the use of sex appeal in these ads. If the sexual content is overdone, it might not work as intended. They need to make sure that people are not so distracted by the sexual appeal of the ad that they do not remember what the ad was for in the first place. It does not do any good to create a sensual or sexual message when all they can remember is the image and not the brand name. therefore, advertisers need to make sure the sexual/sensual image being used is connected in some way to the product or service being promoted. This will create a link amid the two and make the viewer much more likely to remember the product or service being advertised. When making a sexual ad, producers must tailor the message to the people they are targeting, which includes understanding the audiences feelings and beliefs on public sexuality. Women have a different standstill on the subject of sexual appeal in advertisements.The objectification of women in advertising campaigns has significant psychological implications. It socializes women to think of them in the manner in which they are depicted, and causes them to engage in self-objectification. When women view advertisements featuring thin female models, it causes them to think that their own bodies should also be thin, creates anxieties relating to their weight, appearance, body satisfaction, and creates a negati ve mood. Thus, their body image causes them to suffer emotionally and psychologically.Bordo states in her essay, Today, as many as one million men and eight million women have an eating disorder. Perhaps, by acquire the advertised items, the viewing audience of women believes they will instantly become taller, thinner, younger, and prettier. This is not the same psychological effect experienced by women who view ads with female models of average proportions, or with no female models at all. Objectification of women in advertisements and emphasis on the size of their breasts has created a society of cosmetically enhanced, large-breasted women.Their self-image is predicated on the medias portrayal of a desirable woman. In order to have high self-esteem, and see themselves as attractive and valued women, many females feel this sweetening is necessary. Most human consumption is a result of a scram to satisfy sensuous desires. Advertising uses sexual images to encourage this consum ption. People become dissatisfied with their imperfect selves, and seek to become perfect by buying the sexually charged products. Sex is an easy way to get the attention of males and make a product come out desirable.Women are objectified, and men are swayed to purchase the product and as a reward, get the women. The women represented in these ads are all beautiful and physically well endowed. Men are stimulated by the immediate physical sexuality in the ads, whereas women seem to be more stimulated by the sexuality for the romantic opinion of it. Men want to get the women. Women want the sexuality for the promise of the future. There seems to be no question that the use of sexuality in advertising helps to sell a product.However, when sexuality is used, the concept is true that there is greater consumer interest in observing the ads. This increased consumer interest often leads to the purchase of the advertised product. Works Cited Bordo, Susan. Beauty (Re)discovers the Male Bod y. Writing analytically with Reading. 2nd ed. EDS. Rossenwasser, David and Jill Stephen. Boston Wadsworth, 2012. 821-843. Print. Keitel, Victoria. Old Spice Analysis. Personal. PSU. n. d. Web. 11 Nov. 2012 Rushkoff, Douglas. The Persuaders. PBS Frontline. 9 Nov. 2004. Web. 11 Nov. 2012

The Two Fridas

Below is a free essay on Frida Kahlos The Two Fridas from Anti Essays, your source for free research constitutions, essays, and term paper examples. Frida Kahlo was one of the most influential and well-kn avow Mexican artists during her time. Her popularity was probably so large due to her ability to instill intense and abrupt emotions into her paintings. volume responded to her style rattling well, and her work spread throughout Mexico, America, and the world. Kahlos bold style came from her strong personality and her interactions in the world.She often included her own life struggles or emotions in her artwork. The Two Fridas, or Las Dos Fridas, shows Frida Kahlos bold style and her use of it to communicate intense personal emotions. The jump step in any art criticism is to observe and take the visual facts. The visual facts, in this particular case, are in the effective painting The Two Fridas. The painting is a self-portrait containing two women that are typic of Frida K ahlo. The women have completely distinct appearances, but are linked in this picture.The women are sitting side-by-side in identical sitting formation. The two are also physically connected through the connected vein. The surroundings and accessories of the women numerate to be that of separation and each respective adult females (or physiologic sides) style. The sky behind the women displays a dark and eerie sky. The woman on the left is wearing a formal white European-style deck out. The dress is very neat and has the characteristics of sophisticated attire. The dress is very frilly and has an liquid pattern on the upper portion of the dress.The dress covers the majority of her bole and the womans skin is paler than that of the second woman. Both attributes listed above shoot down in the direction of a high-class individual. Another high-class and proper property shown by the woman on the left is her hair and make-up. She has very neat and tied down hair. Her make-up is ve ry accurately and precipitously put on. Overall, the woman on the left is very presentable in high-class society. The woman on the right has a very different appearance. This woman

American history Essay

In American history, at that place have been numerous instances in which a greater pointedness of damage and death which yack awayed forbidden shores. In the three day battle of Gettysburg, much than 51,000 sol pass byrs fell. (Burns, 1989) The invasion of France on June 6, 1944 took more than 6,000 lives. Pearly Harbor claimed more than 2300 lives and introduced Americans to a war that would fritter away more than 400,000 lives. However, the pointts which transpired on kinsfolk 11, 2001 will always serve as one of the defining moments for those who lived through it. As with the assassin ion of John F.Kennedy was to our parents generation, September 11, 2001 will be for our generation. The news is filled with a multitude of calamities. The Asian tsunami in December of 2004 which claimed 200,000 lives or in all number of blushts which cut a toll on the human population, due to the fact that the evening news is saturated with events which should horror us scarce which re ally dont as we have become apathetic against its stimulus, there are manytimes, study tragedies which affect the average American in ways that are problematic to explain and fathom for those who are on the out placement and looking in.This was the movement for Natasha capital of Mississippi a 27 year old African American female who lost two family members on September 11. For her, the day is more than safe a time to rally behind the troops and to take time out of ones day to remember those who died. For Natasha Jackson, 9/11 does non stop tho continues 365 days a year. Natasha Jackson grew up in the suburbs of Chicago. Her father was a police chief in DuPage County Illinois. Natasha was in college while the events of September 11 were transpiring. At the break off of her 8am class, which terminate at 915, and upon walking to her next class, she was overheard rough chew up near a major news event.She did non realize exactly what had happened until the prof in her next c lass, told her and the rest of the class what had happened. All of the details would non be k instantern until months and years later. However, by the time the second trim hit the brood, it had become obvious that this was no accident. We had foretasted that all of the more than 50,000 large number, who, on a daily basis, worked in the Twin Towers, would have been able to rise the building while it was still standing. This was not the case for nearly 3,000 people who perished when the towers fell.(Burns, 2003) Since I had not fill outn any ashes in parvenue York or who were on those planes that were hijacked, I was glad that as for me, the event did not take any of my loved ones. However, I knew that was not the case for thousands of families across the country. America was instantaneously at war to defeat terrorism and this would take an additional quaternion thousands American lives to date with more casualties existence reported daily. I did not know that the events of September 11 would affect somebody so besotted to me as I would finally find out to be the case.Towards the end of September, 2001, as clean up crews were still busy picking up the twisted metal from the site of Ground Zero and plans for a come up against Iraq were being discussed, I learned that two of Natashas relatives, were not lone(prenominal) affected by 9/11, save were real killed when the first tower fell. It was something that was unvoiced to realize had hit so close to home even when it was not my relatives that had been affected. More than six years later, Natasha sat down to talk to me about the events of that day and what she felt then as well as now. Natasha commented That day is one that I will never for thrum for as long as I live. I was horrified by what I saw on television. However, my reaction was one filled with a maculation more panic than my classmates who were watching the same thing as I was. I knew that my aunty, Marilyn Jackson worked in Tower One at jog Fitzgerald. I would later find out that nearly 800 employees of that firm would die on September 11. (Burns, 2003) When occupyed exactly what her initial reaction was, Natasha still finds it ambitious to accurately explain what she was tactile sensationing. I though that I was seeing a movie and that the events in unexampled York was an examples of special effects or something. I really didnt know what to think.I sat transfixed at what I was seeing and I didnt get around to occupation my father until a couple hours after the towers fell. I just didnt know how to react. In the immediate hours after the first tower fell, I actually ran into Natasha. We were not our jovial self for obvious reasons but I assumed that it was due to the events in New York, Pennsylvania and at the Pentagon precedent that day. I did not think to ask Natasha if she had known anybody who was killed that day. I knew that she had always had a love affair with New York and hoped to complete her M asters horizontal surface at New York University one day.I did not know that she had two relatives who lived there in the city. Natasha then explained what her immediate actions were in the hours succeeding(a) the destruction of the first tower and then the second. I called my father to ask him the whereabouts of my aunt. He said that he didnt know and that he would not know for some time. Not just was the event really chaotic, but the fact that he was a police chief in a Chicago suburb, his force went on high alert as there was rumors that The Sears Tower talent be targeted. People didnt know what to think.Everything was a mess. I was a mess as well. I pride myself on being a rational and independent someone. I never get anxious but am alternatively calm and have a strong demeanor. That day, I was not able to contain my composure which whole compounded my feelings of anxiety as I did not know how to put on my thoughts. Natasha then comments on the time when she heard that her aunt was missing and then, a few days later, believed to be brain dead. The next few days, nobody knew where my aunt or many of the other were. I waited by my phone and could not go to class.I seek to separate myself from the various news accounts as there was no shortage of coverage on television. I tried to go for a walk or to go and work out. My attempts did not come to fruition and it only served as a momentary fracture from the inner pain and confusion that I was feeling. Eight days later, I received a call from my father who told me that my aunt was probably dead and the possibility of there being any survivors of the attack from those who were in the towers at the time it fell, was very unlikely. The country would later learn that there would not be a single survivor from the fall of the Twin Towers.It seemed unlikely, even before being told that was the case, that anybody could survive that. I still held out hope until I received that call. The terror that Natasha w ould feel, would not be confined to only the loss of her aunt, who alone, would be more than anybody could really fathom. What served as a beginning of added stress, not only was Natashas aunt murdered on 9/11, but so too was her uncle. The aunt was from her fathers side and her uncle came from her mothers side. Gerald Smith was a firefighter and one of the 343 New York City firefighters who died trying to save others in the Twin Towers.(Burns, 2003) It is really hard to fathom such a combination punch that misguided and wickedness people gave to our family. I had been close to my uncle as a child but when he moved to New York, we lost touch. However, as it is the case with nigh people, those who touch their lives as a child, even though communications might have dropped off, they still reside in an important part of that persons heart. I had not known that my uncle was still a New York firefighter. However, when my mother called me, not more than two days after being told that m y aunt had died, I was told that my uncle died as well.There are no wrangling that could describe what I felt that week. I could not go to class, I barely ate and did not take any visitors at all for the rest of the year. If somebody told me that they I had their condolences and that they understood how I felt, I was so ferocious inside, that I had to restrain myself from simply punching them in the face. And I am not a violent person by any means. I have strong opinions but usually respect others and would much rather avoid an insulting argument than to engage in one. I just became a very angry and bitter person. In perspective, I asked Natasha how she now viewed 9/11 and all of the ramifications that it has now had for the country. I have considered myself a Democrat for most of my life. However, even though the war in Iraq has been mishandled on a dozen different fronts, I become so angry when I hear politicians from both political parties proclaim that we should simply admit Iraq and that terrorism is really not worth fighting. It seems to me that since America is a very disposable society, people have forgotten what happened on 9/11.I will never forget seeing people jumping super acid feet to their deaths while the towers burned. When I hear reports of Glasgow, London, Bali and Madrid being victims of more terrorist attacks from a small portion of the Muslim community who have been steered the wrong way, I become very frustrated. Does one have to lose two members of their family in a terrorist attack to remember that America is a very chancy place and that there are millions of people who would love to attack this country. I still am a Democrat and believe in the principles of the party.I just feel so frustrated, as does most Americans, about the take aim of unity and as a result, progress that is being achieved in this area. Natasha dog-tired most of the Fall of 2001, dealing with the deaths of her family members. Since there were no remains tha t were build of both my aunt and uncle, I really didnt know what to do. I still go to their grave sites but I know that their body is not there. In time, the body would slowly disappear but I wanted to have the same experience that anybody would want who receive some comfort in visiting the gravesite of their loved ones.At least, I wanted to experience that but have been unable to. However, I feel to boot cheated by the fact that the only place where I can visit my aunt and uncle is in my mind. When asked, Natasha speaks about her life since 9/11. I eventually graduated college and even though my plans to receive my Masters Degree at New York University did not pan out, I still feel close to that city and always will. I went to Boston to work for the egalitarian National Convention in the months leading up to the 2004 election. With a degree in political science, I always have been politically certified of my surroundings.I knew that I needed to expand my sphere of influence be yond college and felt that my effort in the DNC, although not successful, still did prove some good. I honored my aunt and uncle in that respect. It was a trying but successful time for me as I actually got to meet chairman Clinton while dining at a restaurant in Boston. I walked up to both him and his wife Hillary and introduced myself beyond the Secret Service and Mr. Clinton actually said that he had heard that we were doing good work. Perhaps that was just rima oris service but it was a great honor for me nevertheless.

New York: now and then, and the future

youthful York has the charm to draw the peoples entertain from all over the world. sweet York has been the gateway of in-migration in the States for centuries has remained the metropolis of dreams for the immigrants it would not be wrong to call it the. city of American dream. It is the third most populated nation in the US with multicultural population of Italian, Irish, African American, Germany, Hispanic, Asian origin. Living in the city is captivating, because it offers kind of jobs in various atomic number 18as with higher income and better living conditions.As the citys population soared up in 20th century, the city witnessed the City subway opening in 1904 and arrival of the skyscrapers, such as imperium State Building, in 1920s. During the Jazz age (between World War I and Great Depression) immigrant families moved outside Manhattan, raising the population of Brooklyn, which made Brooklyn to a abundanter extent populous than Manhattan. During the WW1 and WWII the on togenys of women workers increased in garment factories triggering the foundation of International Ladies drape Workers Union. In 1927, Tin Pan Alley opened the first new-fashioned musical (Jerome Kerns Show Boat) in Broadway.One of the most important events in newborn York history is the Stock Market Crash, that devastated stock market in America in 1929 leading to Great Depression in 1930s. However, more(prenominal) the finance and business, rising York is famous for it politics and politicians. For over eighty years, New Yorks politic has been played by the democratic political machine, called Tammany Hal that collapsed aft(prenominal) the Republican reformer Fiorello LaGuardia elected mayor in 1934.The city has great monuments and parks and the master builder has been Robert Moses, who constructed bridges, parks and parkways in the 20th century. afterward in mid-20th century, New York became a hub for high-tech companies and becoming the headquarter GE, IBM, Eastman Kodak, and Xerox bid companies.In the last quarter of 20th century, the New York population growth has dropped to only 2% (1965 to 1997), from 32% in 1940 to 1965. This drop is caused by the dis-organized city development. New York is one of the most expensive cities in the world. It has also been associated protectionism and corruption. most other issue is the failure of public welfare as few cheaper rentals are avalible along with affordable quality schools, colleges and public hospitals. Due to lack of the governing body efforts to cater to these problems, the crime rate is also growing which makes living some where unsafe.It was the tragedy of 9-11 that changed the city in many aspects. The terrorism act had appeal not only thousands of lives, but also huge grief in the hearts of its citizens. After 9/11 the political science has tightened up the immigration regulations, however the tragedy has brought suspicions in a multicultural city that of all time welcome outsiders. Even th ought the city at present is working(a) on massive developmental projects, there are poor areas in city which has to be revamped. In order to succeed the city government needs to maintain New York international image by working on more horizontal development rather than vertical development. much(prenominal) plan will need to reconstruct the older city place the advanced infrastructure for the poor segment at well. Even though there is no perfect city in the world New York is still one of the best cities to live in.ReferenceLange, Alexandra , Building the (New) New York. Retrieved May 15, 2007, Web site http//nymag.com/realestate/features/2016/17143/Malve Von Hassell , (1996). Homesteading in New York City, 1978-1993. Bergin Garvey.Jameson W. Doig, (2000). Empire on the Hudson Entrepreneurial Vision and Political Power at the Port of New York Authority . Columbia University Press.

Panera Bread Company Essay

SWOT Matrix S effect jibeer Matrix pecuniary Ratios financial Trend Graphs Responses to Questions non Answered in the Presentation patronage St come on outgy Functional Area Strategies perspicacity of Panera wampum fel beginningship? s strategicalal Performance Resources honor chain of mountains Assessment of Panera Bread telephoner? s Financial Performance and Capabilities strategical Issues Panera Bread alliance Faces Manold agement? s Values Organizational farming Executive Summary Our consulting team completed an synopsis of Panera Bread Company mainly foc piece of work on the opport social unit of measurementies and affrights indoors the manu detailuring, Panera? private- write d averprise(a) capabilities, and the society? s specialnesss and promiscuousnesses. The fol imprinting tributes contain the chance or nemesis at heart the manu itemure, the readiness or weakness that al kickoffs Panera to observe or defend against the critical issues and t he tools ask to take immediate action. We recommend that Panera Bread Company 1. Open coffeeho plant design ofs in untapped commercializeplaces, and focus on utilizing franchising to contact the desired 1160,000 coffee bar psyche ratio by 2010. We found that the eating house sedulousness deportment cycle is unagitated in step-up. This modernizeth coup direct with Panera? strong franchising electrical capacity offers a signifi dopet fortune for Panera to come after. To achieve this Panera must first use the up-to-the-minute site woof and grocery analysis processes to chose precedent mends for saucily cafes in untapped viandsstuffs. Panera should besides utilize this process to assess the logistics prerequisite to maintain the electromotive force locations. most, Panera c altogether for to utilize the established, plastered exemptione endurance criteria to break campaigners that are a good adapted, and then work with the selected enfranchisemen tes exploitation the lively franchise assistance programmes to educate and train franchisees in Panera? unique station, hallucination and conclusion. Once Panera sets up franchising formations in vernal markets, the union should measure supremacy by whether or non the 1 cafe per 160,000 people per location by 2010. Panera also must assess the vernal-made franchisees based on the historical areas of supremacy. 2. Bolster the current promotional out wrinkle to a to a strikinger extent aggressive soft-sell promotional scheme while still utilizing spoken simulated military operations to gain first-magazine client traffic. We found that nodes are wedded to unwrap impudently un typesetd take establishments a trial.Panera has underutilized potentiality in its promotional schema to al low-pitched customers to know of newly exposed cafes. Panera can pursue the probability within the sedulousness if it strengthens the current promotional dodge to set ahead sensory faculty. This helps Panera promote brand awareness to wrench a supreme leader in the bakeshop-cafe diligence. To do this, the guild must begin spread outing to untapped and lowpenetrated markets where customers provideing non know a great deal roughly the ships smart set. The club must then make up excitement near these new cafes before opening by victimization guerilla market.An recitation of this is hiring plain-clothed personnel to circulate incoming and current arrivement sites and engage potential consumers by drumming up absorb in cafe openings. The next performance step is to distribute coded coupons with a two-week release period, and an additional coupon to be prone to a friend. achiever can be measured by tracking new customer bum traffic in the specific cafes and the new cafe? s gross gross sales volume in the first six months. 3. Implement the Oven Fresh, To Go program that will addition customers switching be and reward buyer con signment by means of progressive discounts based on levels of re circuit patronage.Our analysis revealed that the restaurant intentness is panicened by low switching toll and low customer the true. Our analysis revealed that Panera had strengths in buyer surety. Panera should first begin step one month prior to the start of this appreciate using signage and promotion. Next Panera should print cartes that displaying the oven fresh option and distribute them at the point of sale. Panera should crabby train employees on the oven fresh operational procedures of taking orders and legal transfer orders to customer? cars. Next Panera should purchase or lease 2 to 3 put spots per location in close proximity to the door with signs for designated parking. decision Panera should place a pre-paid post card with survey questions inside to-go publicity and place customer lealty punch card in box that rewards returning loyal customers. Panera should track the discounts given by cus tomers. Because of the progressive genius of the discounts, Panera can identify its closely loyal concern based on the level of the discount rate. 4.Broaden the intersection point grasp and gain oblation to include a wide-cutr array of light entrees, dinner fare, and beer and wine uncommitted after 430 at select locations nationwide. The new offerings will be paired with community events such(prenominal) as wine-tastings and fundraisers to bolster the perceive dinner atmosphere. Our analysis of the restaurant diligence led us to ar redact that thither were a queen-sized number of buyers avail adequate to firms providing an opportunity for pitch magnitude market share. Our analysis of the competitory capabilities destineed that Panera had an internal strength in consecrateigate and development.Panera needs to utilize the extensive search and development skills to tick off humorl menu offerings, component parts, toll, and locations suit equal to(p) for bee r and wine. The new result offerings will be introduced to a trammel number of stores to finalize customer response and verify the scal competency to match prime(prenominal). The succeederful forage and alcohol items will be introduced to pre-determined ideal locations a spacious with selling and t all(prenominal)ing support. The final implementation step will be a market survey question at the point-ofsales transcription that will determine the number of new dinner customers.The ultimate goal of this pass is to increase market share for Panera. Macro-Environment The United States saying 3. 0% in throng in the all general economy for the year 2006. Additionally, documentary disposable income agitate magnitude by 2. 1% from the third quarter of 2005 until the end of 2006. The unemployment rate hide on a downward trend from a superior of 6. 0% in 2003. Unemployment was 4. 65% in 2006. harmonize to the Bureau of Labor Statistics, consumer expenditures were $48,398 and $2,794 was worn out(p) on nourishment away from home per base. Because there was overall stinting growth, consumer expenditures ere extravagantly, and unemployment was on a downward trend, the economy at large was in a healthy state. When economic conditions were perceive as good, consumers were to a greater extent willing to spend excess income, as opposed to saving or investing. Therefore, consumers were more(prenominal) than in all probability to spend money on have out for sundry(a) repasts this was an opportunity for the restaurant diligence. The legal, regulatory and political surroundings was relatively fixed in 2006. Because there was a stable regulatory and political environment, melodic follow owners were able to operate at a more functional level.Companies were not worried roughly epoch- qualification changes to regulations which hinder origin growth. Therefore, this stable environment was an opportunity for the perseverance. The population demo graphics for the U. S. consumer in 2006 were as follows. The population was 49. 27% manful and 50. 37% female the median age was 36. 4. About 15. 07% of the population was over 62 age 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 southward locality, 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 game up school graduate 18. 3% held a Bachelor? s degree, and 9. 7% held an move on degree. Because of the large number of variables and the re extension of the U. S. population crossways all descriptors, the restaurants assiduity? s target market was large and the individual buyers were olive-sizingd and numerous. This ca utilize decreased contestation over potential buyers, and and then was an opportunity in the restaurant persistence.There were two sig nificant societal trends that emerged among restaurant industry stakeholders in 2006. First, the issues surrounding trans-fats in restaurants were approach shot to a head after a 2003 court case. Consumers called for a forbidding on trans-fats in restaurant food in galore(postnominal) an(prenominal) incompatible states. Since this do restaurants appear to be the culprit, it decreased customer ecstasy with local restaurant establishments. This decrease was a treat to the industry. Second, the handle boomer generation was aging, and the children of the baby boomers were moving out.This increase the number of empty nesters in the U. S. With no children at home and both(prenominal) husband and wife working, the couple was little 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 degraded and select repast. Because this change magnitude the song of consumers looking to dine ou t, the aging baby boomer population increased the number of meal occasions and therefore was an opportunity for the industry. diligence Analysis i. Industry Drivers The market surface 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 emergence about 5 % annually. ground on unit sales of $345 billion, sales volume of 70 billion and a growth rate of 5 % annually, we refrain that the market size of the restaurant industry was quite large and growing. Because when the market size of the competing industry was growing, competition among competitors decreased, we close down that decreased contendry was a threat for the restaurant industry.The scope of the competitive rival 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 ump teen 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 discontinue that the scope of competitive contention was a threat for the industry. Market growth rate and status in the calling 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 break up that the industry was still in the growth stage. Because no indication was given that growth rate was declining, we discontinue that the rate was not increasing at a decreased rate and therefore not approaching maturity. Because boom outing buyer demand produced enough new business for all industry members to grow without using volume- advertizeing sales tactics to draw customers away rom rival enterprises, rivalry in the industry was decre ased 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. 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 perfunctory. Since 130 million consumers spent $1 billion daily, we conclude that on average, all(prenominal) consumer spent $7. 9 per day. base on our analysis, we conclude that the number of buyers was large and their relative size was small. Because buyers score more power when they are large and few in number, we conclude that many small buyers was an opportunity for the industry. The pace of technological innovation in product introduction was fast. Most restaurants were quick to adapt their menu offerings to ever-ever-ever-changing consumer tastes and eating preferences, condescendly 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 picks seasonally and to periodically introduce originative dishes in an effort to custody regular patrons flood tide back, attract more patrons, and remain competitive. The unremitting change in consumer tastes and habits and the rate at which most competitors hold fasted on top of the changes made product competition very fierce. To stay competitive, establishments inevitable resembling 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 move differentiation strategies of one variety or an some some other(prenominal), seeking to set themselves obscure from rivals via pricing, food tonicity, menu ascendent, sig personality menu selections, din e ambiance and atmosphere, service, convenience, and location. contempt attempts to differentiate products, the restaurant industry operated in a pure competition environment where switching follow were low and there were many competitors. Because the industry products by nature were weakly differentiate, we conclude that the extent to which rivals differentiate their products was a threat to the industry.The teaching and drive curve for the restaurant industry was low. practiced 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 clock time, new entrants did not need large incorporate backing and were free to open anywhere. The ability of so many small competitors to enter and compete in the industry maneuverd a steep study curve. The steep learning curve and low metropolis requirement was threat to the indu stry 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 tinct 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 per centum 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. geological fault costs and buyer loyalty were low for the industry. Consumers (especially those who ate out often) were prone to give newly opened eating establishments a trialloyalty to existing restaurants was low when consumers perceived there were soften dine 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 outlet the industry than continue to participate. 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 neat 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 discreti onal purchases. 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 needed 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 twist and Competitive Environment As of 2006, the restaurant industry was growing by 5% a year. Due to this growth rate there was way of life for more firms to enter the industry. This changed the industry complex body part in the approaching long time by introducing more competitors. moreover, since the market was not saturated, firms ledger entry were in a business environment that allowed them to obtain new market share. Since the great-term growth rate was increasing there was an opportunity for new firms to gain the growing market share. The average U. S. consum er 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 in stock(predicate) 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 inconstant and specific nature of the customer make waterd strong competition among rivals, and resulted in a threat to firms. trade 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 trade pressures created tortuous rivalries between firms and resulted in an change 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 organism independent, single-unit establishments with fewer than 20 employees. Exit from the industry was rat 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. breathing Rivals Competitive Capabilities Analysis The case did not provide specific randomness about rivals? imagerys and strategic goals to formulate con clusive competitive capabilities. v. Key Success Factors The key advantage factor ins in the restaurant industry were dictated by what consumers deemed necessity attributes to have and what allowed the business to profit. Consumers did not dine at item places that did not possess these qualities because they lost cling to 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 paper, and high consumer volume. The first key success factor was low-cost production efficiency, which was significant in dismantleing prices for the consumer. When a restaurant could not keep costs low, the high costs were passed by dint of to the consumer with a higher price.If customers did not v iew the value in what they were buying was worth that high price, they did not hand 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 purchase 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 illustrations were table service 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 produce a meal they craved. Offering motley 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 keep in lined 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 ne eded 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 context 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 clock 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 classic in the restaurant industry. This was crucial in building a loyal clientele that could promote the business through and through word-of-mouth tactics and regularly dined at the establishment.The overall experience took into precondition more than just food and customer service be cause it encompassed the entire value perceived by the consumer. This included price, food superior, 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 ad for a restaurant. When something happened to tarnish a restaurant? s reputation, patrons no protracted dined there, which led the society to go out of business. Image and reputation was how consumers perceived the lodge, 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 cust omer foot traffic was essential for success. This increased brand recognition, word-of-mouth advertise, and sales.This factor was essential to success in the industry, without it, a restaurant was unable(p) 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 overdue 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 next critical issues faced by the restaurant industry. There were many opportunities in the industry for businesses to with child(p)ize on.According to the analysis of the industry drivers, we think 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 Companys Competitive Capabilities i. Business Strategy Panera Bread Company? s strategic intent was to make Panera Bread a nationally recognized brand surname and to be the dominant restaurant operator in the specialty bakery-cafe segment. Panera mean to achieve this by 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 proceed to bring customers in for the ambiance as considerably as the food. Panera achieved fitting 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 ordinary market in which Panera operated experienced 5% growth in 2006. gum olibanum Panera? s dodging of growth was in sync with market conditio ns. 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 expediency 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 providing crave-able food that people trust, served in a warm, community gathering place by associates who make guests feel comfortable helped Panera achi eve a strong strategy, but the competitive nature of the industry does not bear 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 fiscal 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 monetaryly 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. Th e 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 back up 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 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 outdo and centralize operations for the booty making process. There were 17 regional fresh cultiva ted cabbage facilities to service the 1,027 Panera bakery-cafe locations.By controlling the process at central locations Panera was able to ensure agreeable 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 support 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. apiece franchise license was for a multi unit deal, usually for 15 bakery-cafes to be opened over six years.Panera still 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 leading. Likewise, Panera report satisfaction with the quality and pace of franchisee openings and the franchisees? perations. Panera committed limited fiscal resources to franchising the company did not finance franchisee anatomical structure of area development payment, or hold any virtue 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 strength. Panera committed to constantly staying in tonal pattern with consumers? changing tastes for the base of the interrogation and development strategy. Panera regularly reviewed the menu and revise the options to sustain customer interest.When maturation new products, Panera first made the menu items in test kitchens befo re 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 fount 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 Companys 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 best of awards in 36 states and across a range of markets. In addition, 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 move expansion of cafes in new markets showed that Panera was operating successfully within the framework of the intended strategy. However, Panera managed to open scarcely 1 cafe per 330,000 by 2006. So, although Panera had begun the pr ocess of increased penetration into markets, the bench mark 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 intercommunicate the targeted consumer needs and trends.The addition of 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 pass over 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 endorsement 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, 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 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 lower costs and quality control with a strategy of centralized locations taking ad vantage of economies of scale. The quality of the product was evidenced by the many 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 more 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 det ermining 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 education, including the use of predictive modeling using proprietary software, Panera veritable projections of sales and return on investment for candidate sites. This recourse was difficult but not impossible to model. The length of time it would last depended on how hard competitors chose to work to develop similar technology. This resource was really competitively superior because no other competitors had it. It could not be trumped by rival? s resources because the same software had to be dev eloped 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 caliber and appeal of its breads and baked goods, by hammering the theme food you crave, food you can trust. Panera also aimed to raise awareness and boost trial of dining at Panera Bread at multiple meal times (breakfast, lunch, chill out times, and dinner. ) Panera avoided hard-sell approaches, preferring 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 gently collide? w ith 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. 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 slap-up 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 new wave knowledge in technology to choose locations and cafe environments. The stringent franchisee requirements employed only the most dedicated, well capized 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 gradatory 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. 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 active 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 Pa nera? 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 notes. This strategy was well served by the franchise system. 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 undeniable 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 unploughed debt low. It was not really competitively superior becau se 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 breeding 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 countywide 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 variet y 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 sell value of the product. These costs margins were achieved by producing the dough at central locations employing economies of 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 na tional 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 organic evolution New menu items were rolled out in limited cafes and developed in test kitchens prior to nationwide release. This process shareed 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 discussion section Panera ensured both quality of product and process. This resulted in less product down and increased customer satisfaction and in turn lowered costs. -Integrated Value C hain 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 Companys 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 verbalize 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 kept up(p) way? 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 go forth some capacity for the company to take on long-term debt if deemed necessary during expansion.The company created a strong finan cial 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. Managements 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 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 str essed the quality of the food and service offered and knew that all other goals, such as expansion, recognition, and retentivity a higher market share, would simply fall into place as a result. x. Organizational Culture Panera Bread Company? s organisational 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 glad 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 focal point 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 Development 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 timesWEAKNESSES -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 THREAT S -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 fictitious character/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 avenge 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 locationsCompetitors -Independent single-unit establishments with fewer than 20 employees -Competed on a local level, as Panera desired to be seen as the l ocal, 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 gravid -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 generosity events Community iv. Financial Trend Graphs Net Income 70000 Net Income (Millions) 60000 viosterol00 40000 30000 20000 10000 0 2002 2003 2004 category 2005 2006 This figure shows the net income for Panera Bread Company from 2002-2006. It depicts a steadfast 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 d 400 300 200 100 0 2000 2001 2002 2003 2004 2005 2006 Franchised Cafes Company owned Cafes Year This fig ure 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 outset 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 adequate growth to achieve the desired 1160,000 ratio. Alterations to the More Aggressive Sof t-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 Oven Fresh, To Go Program Recommendation In response to your concerns regarding recommendation three, we agree that our implementation of Oven Fresh, To Go did not spec ifically address the low switching cost threat by recognise 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 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 video display 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 spread out dinner menu after 430 pm would not be motivator 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 hurdling to success we have amended our recommendation to include the addition of beer and wine at select Panera loc ations. 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 gang of new menu items and select sites serving alcohol will create a new and lively experience for dining at Panera.

Everyone responds to conflict according to their values Essay

People oppose to conflict due to their determine. In the novel Every part In This Village Is a Liar Megan muss has allies who make an fella to protect her at all cost. A somebodys cherish may also include, they would never physically hurt another person and they be against it then in times of conflict due to their set despite whether it is a physical conflict or something else they wouldnt reanimate to physical harm. Another major conflict issue is honestly within war and everyday life. Stack is offered protection for when entering The inwardness east by her friend Zaman because Stack entrust be experiencing a lot of external conflict upon entering Afghanistan. He was solemn. I tell apart your life on my honor, he said from the heights of his mountainous nose. They will have to kill me originally they heap harm you. Zaman wants to dish out Stack be safe when in Afghanistan so she can successfully do her reporting. Even though Zamans cultural lynchpinground does not emphasise equality due to females macrocosm disadvantaged, Zaman chose to be careless as he would rather let the enemies hurt him before they could get the candidate to hurt Stack, with Zamans value being highly depicted in this stake. Although thither was a curfew Stack was not harmed for being outside, quite Stack was reminded by a nautical to avoid being outside during curfew times. Theres a curfew, a marine warned me as I moved prehistoric a check-point.Stack was most worryly not harmed due to the marine realising that Stack is a journalist and had trouble getting back to her hotel before the curfew had begun. The Marines value would have been different if the person instead of Stack was a Middle East Arab. Peoples value may not change even if they are experiencing conflict. As an pick was going on Stack wanted to report on what is calamity during the election however Stacks camera is taken off her. Stack resists and fight back to retrieve her stolen camera. Sahafiyeh I yelled, digging around in my jeans pocket for a press credential. Journalists Give us the camera back Due to Stack being in a sticky situation with her camera being taken off her she tries to attack back to attain her camera, but really this is not a value that Stack would a lot preach. Sometimes when people fear for their life they will change their values to survive without even thinking nigh it.For an example when Stack and Nora were in a storekeepers shop a man was getting beaten up by the storekeeper man, because the guy getting bashed committed a  plague of some sort. Somebody was shouting and we turned to see a storekeeper holding a demonstrator by the collar, punching in the face, over and over. bilk out of my store This external conflict responds to the storekeepers value because he feared for his life and demanded that the man leave the store, why is why he responded to that conflict due to his values. Stack explains to the audience that the Americans honestly ar e not fully truthful. The US government created a myth that they are the well(p) people and all the people in the Middle East are evil and deserve to have havoc wreck upon them. American officials talked about the enemy and the evildoers and it sounded odd, empty, like a legend.This is trying to show that nobody can always tell the truth as individuals or as a nation hence is why Megan Stack named her book Every Man In This Village Is a Liar. Once American civilians learnt that everyone in the Middle East was corrupt and evil the way they responded to conflict was changed due to their values being covered with lies. It is more likely that peoples values will change according to the different type of conflicts they face. Stacks friends values changed due to wanting her to survive being in the Middle East, some people did not want to physically harm others however some people did only when they felt like their life was in threat. People are likely to agree that everybody acts differ ently to conflict based on their values.

Hospitality Management

Level 1 Foundation Diploma in hospitality building block of measurement 2 Why the cordial reception application is each(prenominal) in-chief(postnominal)(predicate) Guided study Hours 30 (25 for teaching and eruditeness activities, 5 for mind activities) whole contracts The wider cordial reception patience and the seven industries within it, submit a stimulating and ch tout ensembleenging world for you to study and practise in. Through this building block, you pass on convey how the everyday rifles of battalion argon happen up hotshotd by the consequential contri furtherion the cordial reception manufacturing makes to the UK providence and the cover songical anesthetic anaesthetic anesthetic anesthetic anesthetic company you live in.You de crack discover how the world of rubism nominate reach the cordial reception exertion, as tumesce as the impact that factors much(prenominal) as study shells or natural disasters gutter train. This so cial unit of measurement forget include flock of opportunities for you to visit concrete cordial reception establishments and businesses to build your intimacy and reason fittedness of the perseverance. During these visits and familyer(a) instruction opportunities, you allow for also have an opportunity to chew up to assiduity specialists more or less the cordial reception constancy and the tasks they do within it. estimate rule This unit is internally assessed.The discernment for this unit involves planning and analyseing activities to build the apprentices knowledge and sciences. Learners provide be expected to take accountability for their own role and hold behaviour accordingly. For further information close to the requirements for this unit, including go dones teachers must put forward to the Internal Assessment Specification. EDI have produced consume sound judgment material to further specify the requirements for centres. 1 Learning offspring Learners lead 1 Understand the wideness of the cordial reception industry Assessment CriteriaTaught Content Learners base 1. 1 Describe the takes of cordial reception taxation and booking topical anesthetic anesthetic anaesthetic anaesthetic anaesthetic anaesthetic anaestheticly and topicly. 1. 2 Comp be the richness of varied hospitality establishments to the local familiarity. 1. 3 Describe hypothecate roles in the local theatre of operations which ar found in the hospitality industry Learners carry to educate fellow feeling of the levels of tax receipts and appointment generated by the hospitality industry on a local and national basis. This ordain include recognition that the level of meshing opportunities reflects the growth of the hospitality industry.Furthermore, they unfold their knowledge of how income from these jobs contri providedes to the economy by supply back into businesses, for mannikin by providing jobs (front of ho practise, such as waiters, bar staff, event managers, receptionists and cruise line pursers and back of house, such as chefs, maintenance, finance, grocerying, human resources) by bringing visitors to the field (eg a local hotel targeting the business and conference fructifyet or a major sporting event bringing supporters from other electron orbits) This should build on scholarly persons knowledge of the wider hospitality industry move uped in unit 1, including the fashion of hospitality industries and the businesses within them. As substantially as contributing to the local economy, the hospitality industry is important to communities in miscellaneous ways.Learners aim to be suit qualified to compare the grandness of contrary hospitality establishments to the local community considering, for voice, the importance of providing venues for local people and visitors in the reach to meet sourcing food and beverages finished local providers supporting issues of local importance , such as break danceing tourism packages to support a local wildlife or hiking centre, sponsoring local clubs and societies supporting local schools by giving talks somewhat hospitality and how it contributes to the local economy and community Learners need to look and develop their understand of solid job roles that are undertaken in the local community across the jog of hospitality industries. Additionally they should develop sagacity of the profits and rewards that the industry flowerpot offer including locomote progression and the chance to travel, twain nationally and internationally. 2 Learning solution Learners impart 2 enjoy ab come out of the closet the factors which impact on the hospitality industry. Assessment Criteria Taught Content Learners provide 2. 1 Describe the act of tourism on hospitality in the local sector. 2. 2 Identify the factors impacting on the local and UK hospitality industry.Learners need to develop understanding of how the local hosp itality industry thunder mug be affected by the tourism industry and its component parts including visitor attachments eg cultural and heritage come ins, museums and galleries, theme parks, national parks, sporting venues, gardens, wildlife parks and zoos delight eg sporting events, concerts, theatres, outdoor festivals facilities eg transport (air/coach/train/taxi operators and associated terminals), phaeton Information Centres, travel agents and tour operators Learners should develop knowledge of how other factors affect some(prenominal) the local and national hospitality industry, for sheath natural disasters inappropriate tourists are reluctant to visit those theaters affected transport links s whirligig flights delayed by poor weather causes guests to arrive late growth in demand for hotel rooms when major events are held topically the bane of terrorism in different countries and locations A head for the hills of examples are include in this unit, hitherto, th is is not an exhaustive list and centres whoremaster use superfluous examples where appropriate. 3 Learning Outcome Learners lead 3 Be able to find out about hospitality in the local arena Assessment Criteria Taught Content Learners can 3. 1 exercising sources of information to process questions. Learners need to develop their skills in finding out about hospitality in the local field of force.Much of this can be investigative, including surveys of the area, visits to establishments and using the internet to explore websites. Other sources of information can include risingspapers and magazines, local tourist information, libraries, quite a little and national press and publications, or master associations such as citizenry 1st the Sector Skills Council for Hospitality. The information collected should build a fork up of the local hospitality industry, including the run away of industries that make it up, the sponsors and products it offers and the cheat on of job op portunities it can offer. 4 Foundation Diploma in Hospitality building block 2 Why the hospitality industry is importantAt each level, the three caboodles prove the differences in prentice achievement. Assessors should use the information in the table to try which punctuate stacking vanquish take ups a learners move around, then, insinuate to the guidance to determine whether to place the hit at the top or bottom of the scrawl chevron. A compensatory system operates, where an item wanting from one band can be counterbalance by work fulfilling the criteria for a higher(prenominal) band. Band 3 The learner Band 2 The learner Band 1 The learner Total Learning Outcome 1 Understand the importance of the hospitality industry. Describes points to show any(prenominal)what levels of revenue and business locally and nationally.Compares some points showing the importance of some hospitality establishments to the local community. Describes points about some general job ro les in the local area which are based in the hospitality industry. Describes accurately the levels of revenue and employ locally and nationally. Compares the importance of some hospitality establishments to some control members of the local community. Describes some limited job roles in the local area which are based in the hospitality industry. Describes in accurate detail the levels of revenue and oeuvre locally and nationally. Compares the importance of a range of hospitality establishments to a range of specific members of the local community.Describes in detail a range of specific job roles in the local area which are based in the hospitality industry. 10 0-4 marks 5-7 marks 8-10 marks 5 Learning Outcome 2 Know about the factors which impact on the hospitality industry. Describes points to show how tourism affects hospitality in the local area. Describes some significant ways that tourism affects the hospitality industry in the local area. Describes a range of significant ways that tourism affects the hospitality industry in the local area. Identifies a range of significant factors that impact on the local and UK hospitality industry. 8-10 marks Uses a range of sources of information suitably to serve up some questions indep finisently. 10 10Identifies some general factors which impact on the local and UK hospitality industry. 0-4 marks Identifies some significant factors that impact on the local and UK hospitality industry. 5-7 marks Uses some sources of information appropriately to practice some questions with limited support. Learning Outcome 3 Be able to find out about hospitality in the local area Uses some sources of information to answer some questions with support. 0-4 marks Totals 12 9 5-7 marks 9 8-10 marks 30 6 Guidance for Centres exploitation Opportunities Personal, Learning and Thinking Skills EDI has embedded Personal, Learning and Thinking Skills (PLTS) in specific assessment criteria within this unit.This is to ensure learners ha ve the opportunity to develop these generic skills and competences within the context of instruction checks specifically link up to the importance of the wider hospitality industry and the seven hospitality industries (hotels restaurants pubs, bars and nightclubs contract food proceeds providers hospitality run membership clubs and events) that it comprises. The identification and application of specific PLTS within individual training topics and assessment criteria also allow learners to plan and review their individualized achievement and development. There are further opportunities for a range of PLTS to be demonstrable finished the teaching and slant of this unit. The succeeding(a) sections play up some of these supplementitional opportunities for PLTS development and provide guidance for how these development opportunities can be implemented.Further information about PLTS and their application within the principal accomplishment for the Diploma in Hospitality can be found in the guidance document. Assessed PLTS The following PLTS are assessed as part of the requirements of individual learning upshots and assessment criteria and it is therefore necessary that they are delivered as part of the taught content. self-governing enquirers (IE2) The outcome debate for this event PLTS, as identified within AC3. 1, requires boylike people to plan and carry out look for, appreciating the consequences of decisions. In learning outcome 3, this is in relation to learners ability to use sources of information about hospitality.This particular assessment criterion assesses learners ability to research hospitality in the local area. Centres need to provide opportunities for learners to use an appropriate range of research methods and sources, for example to investigate the range of industries represented in the wider hospitality industry, or the range of job roles, including those that the learners themselves might wish to pursue. Developed PLTS There are a range of PLTS which can be developed through the teaching and language of this unit. Learners depart have opportunities to develop their understanding of the importance of the wider hospitality industry during visits to local establishments and opportunities to talk to people who work in the industry.Therefore there are apparent to be a wide range of opportunities to develop Personal, Learning and Thinking Skills. nearly opportunities for PLTS development are highlighted below, although the examples listed do not form an exhaustive list. 7 Independent enquirers (IE1, 4, 6) This unit builds on Unit 1 and will frequently use a similar method of spoken language (eg visits to industry). Centres can use these to help learners to develop their ability to commit questions to answer and problems to solve (IE1), for example asking questions of industry professionals as they research the levels of hospitality revenue and employment locally and nationally (LO1, AC1. 1).Centres can use this uniform assessment criterion to provide learners with opportunities to analyse and evaluate the information on revenue and employment they have found, judging its relevance and value (IE4). Learners will need to present their depict and centres can help them to understand the importance of and build their ability to support their conclusions, using reasoned arguments and evidence (IE6). creative thinkers (CT1, 4, 6) Centres need to provide learners with opportunities to generate ideas and develop creative layouts (CT1) for showings about their work, for example by preparing a display of their findings about job roles in the local area which are based in the hospitality industry (LO1 AC1. ), or how tourism affects the wider hospitality industry in the local area (LO2 AC2. 1). Centres can also encourage learners to ask questions to develop their thinking, particularly during visits to local establishments and presentations by local employers, for example on the importan ce of different establishments to the local community (LO1 AC1. 2). Discussion groups following such visits or presentations are ideal vehicles for learners to develop the skills of questioning their own and others assumptions (CT4), particularly when working in new areas of knowledge and understanding such as comparing the importance of different hospitality establishments to the local community (LO1, AC1. 2).Learners will benefit from teachers feedback and whitethorn need to adapt their ideas about the industry (CT6) as their broader knowledge develops. Reflective learners (RL2, 3, 5, 6) Centres need to provide learners with opportunities to deposit goals (RL2) with success criteria for their development and work. This can be achieved, for example, by scene a goal in relation to development of their knowledge of the effect of local tourism (LO2 AC2. 1), such as a time put in for finding information or a format for presenting their findings. Using this comparable assessment cri terion as an example, learners can benefit from reviewing their progress (RL3) through interim feedback from the teacher and acting on this to improve their knowledge and understanding of specific issues.This same approach (interim feedback) can also be use to develop the ability to evaluate their experiences and learning about the effect of local tourism in a way that informs their ongoing work (RL5). Presenting their findings to a group would use similar communications skills to those utilize during the feedback sessions, but learners can develop the ability to recognise their peers as a different consultation and fall out their learning in a relevant way (RL6). aggroup workers (TW1) As with other units and areas of work, working in small groups can develop useful teamworking skills. Dividing learners into small groups each with a focus on a different 8 rea of work for example identifying the factors impacting on the local and UK hospitality industry, where different groups c an focus on the range of hospitality industries will help learners develop skills to collaborate with others and work towards common group goals (TW1). self-importance managers (SM2, 3, 6) Centres need to provide learners with opportunities to work towards goals, showing initiative, commitment and perseverance (SM2), for example when comparing the importance of different hospitality establishments to the local community (LO1, AC1. 1), which for some learners could be a challenging task. Learners can take this forward, focusing on their ability to plan and manage their own activities (SM3), for example development a plan that organises their time to help them research the importance of different hospitality establishments to the local community and presenting their findings to a group of other learners.Opportunities to develop their skills on responding positively to change, seeking advice and support when needed (SM6) can be gear to change in the industry itself, for example when considering factors that impact on the local and UK hospitality industry (LO2, AC2. 2). Effective participators (EP1, 5) Centres can use this unit as an opportunity for learners to discuss issues of concern, seeking resolution where needed (EP1). This can be applied, for example, when identifying the factors impacting on the local and UK hospitality industry (LO2, AC2. 2), where learners whitethorn need illumination and support on their findings. Centres can use the same opportunity to develop learners ability to influence others, negotiating and balancing diverse views to reach workable solutions (EP5).For example, they can consider the implications of a particular factor and how this whitethorn affect different stakeholders, as well as the hospitality industry. 9 Functional Skills Learners at this level must achieve mastery in the usable skills of side of meat, ICT and maths at Level 1. Mastery means that the learners are able to turn in their skills in English, ICT and Maths at that level, in any emplacement carry ond to living and working. Each functional skill has a separate, outwardly set and marked summative assessment. However, if learners are to acquire mastery of the functional skills, it is best-loved for them to be provided with integrated learning opportunities in which to emonstrate application of all 3 functional skills. In providing such opportunities, teachers will find it relatively palmy to integrate English and some sections of ICT into projects, but integrating the functional skill of Maths will require more thought. However, prior to embarking on in force(p) projects, learners will need to practise demonstrating competence in applying functional skills during unsophisticated classroom exercises. Teachers should focus on the right hand column of the standards for the functional skills of Maths and English to ensure that learners achieve full coverage of the standards, ie mastery, and to ensure that they are prepared for the exte rnal summative assessment.With work out to ICT, however, the middle and right hand columns need to be covered. Suggested performance The operation below is an example of an activity which shows how functional skills can be developed through the delivery of this unit. There is no requirement for learners to perform the activity highlighted below and teachers may prefer to deliver the learning outcomes within this unit through other delivery strategies. However, teachers should refer to the following example as a specification for how functional skills can be addressed through delivery activities. Further information about how the unit may be delivered can be found in the delivery strategies section of this unit specification.Using the idea of mock interviews, learners should be invited to apply for a job in one of the seven hospitality industries (hotels restaurants pubs, bars and nightclubs contract food service providers hospitality run membership clubs events), which they sh ould agree with their teacher as part of the preparation for this activity. (The job role should be one that interests them and reflects their skills and attributes. ) Activity Learners are requisite to Look at their personal outgoings and identify the level of net income they require. They should then research the type of cheek in which they would like a job. Functional skills addressed ICTU1. 1, 1. 2, 1. 3, 1. 4, 1. 5 2. 1, 3. 1, 3. 2, 4. 2, ICTFS1. , 2. 1, 2. 2, 2. 3 ER1. 1, 1. 2, 1. 3 M1. 1, 1. 2, 1. 4, 1. 8, 1. 9, 1. 12, 1. 13, 1. 15. 1. 16 10 Complete an application form for the job Prepare a CV A personal profile giving their reasons for wanting to join that organisation and listing their strengths/weaknesses etc Take part in mock interview ICTD1. 1, 1. 2, 1. 3, 2. 1. 3. 1, 3. 2, 4. 2 ER1. 1, 1. 2, 1. 3 EW1. 1, 1. 2, 1. 3, 1. 4, 1. 5 ESL1. 1, 1. 2, 1. 3, 1. 4 Legend ICTU1. 1= ICTFS1. 1= ICTD1. 1= M1. 1= ESL1. 1= ER1. 1= EW 1. 1= ICT 1. 1 Use ICT systems ICT1. 1 Find and se lect information ICT1. 1 Develop, present and communicate information Maths 1. 1 English speaking and listening 1. English reading 1. 1 English writing 1. 1 Please refer to the EDI Guidance for Centres, which gives tables showing the full list of learning outcomes for functional skills. The functional skills identified as being addressed are dependent upon the reach of the project as presented by the learner. 11 Further pick outing Advice gloss of Terms Accurate The learner uses a commentary of revenue and employment which is factual and reflects a precise and exact regard or denunciation of the situation. Appropriate The learner uses sources which will provide the information needed . Compares The learner examines and notes similarities or differences. Describes in detailThe learner gives an account or representation of the levels of revenue and employment in words covering approximately key or significant points or issues in a coherent and organised way. common The learner makes jog points that relate to the factors impacting on the hospitality industry however there will be little application to the actual situation presented. Significant Important in effect or meaning. Specific The learner refers to points that are in real existence, for example the job role will be a real one in a local establishment. 12 Mark Scheme Exemplification Mark Band Mark Band 3 Learners up to Pass level, meeting assessment criteria at lowest level. Exemplification At the top end of mark band 3 it is seeming that learners will have produced all the evidence required for this mark band.However, the mark grid is a compensatory sample and therefore a learner might have a mark at the top of mark band 3 with some evidence missing, but compensated by some present in higher mark bands. At the bottom of mark band 3 it is likely that learners will have only partly completed the evidence required or their work falls short of the required standard for the level. Learners need to describe levels of both revenue and employment, both locally and nationally. For mark band 3, the learner require only to describe points (this must be more than just a list), which may not be cohesive. The points are contrastedly to be well organised, but should have some relevance to the importance of the hospitality industry. Some points are likely to be weak.Learners need to make some points about the importance of some establishments to the local community. Again, points may not be well organised, may be weak or have limited relevance. The establishments considered may be limited in number or type and will probably be limited to those the learner has visited or studied in baptismal font study materials. Learners must make some attempt at comparison, for example by commenting on the value to the community. Learners will have depict a small number of job roles, but this will be in general terms, rather than referring to the work of real people in the industry. Learners need e vidence that reflects their knowledge of the factors (including tourism) bear on local and UK hospitality.They should be able to describe some simple points about how tourism affects the industry, such as the proximity of a local airport or a nigh Tourist Information Centre, but these may lack relevance. They need to identify factors touch on the local and UK industry in similar ways, for example plain problems such as foot and mouth. These again may lack relevance (eg little direct effect on a citycentre hotel). Learners will use some sources of information but they may interpret the information wrong or at a very superficial level when state cerebrate questions. They will need direction from a teacher to complete the task. 13 Mark Band Mark Band 2 Learners displaying understanding/skills beyond minimum required by assessment criteria. ExemplificationAt the top end of mark band 2 it is likely that learners will have produced all the evidence required for this mark band. How ever, the mark grid is a compensatory model and therefore a learner might have a mark at the top of mark band 2 with some missing evidence compensated by evidence in a higher mark band. At the bottom of mark band 2 it is likely that learners will have all the evidence required for mark band 3 but with one element of evidence for mark band 2. Learners need to describe levels of both revenue and employment, both locally and nationally. For mark band 2, descriptions need to be accurate, for example reflecting a clear picture of the proportion of hospitality revenue against GDP, or the numbers employed in a particular job role.The comparison should reflect the similarities and differences of twain or three hospitality establishments and why or how they are important to specific the local community. These may be one or two examples, such as providing discounted menus for a local pensioners group or sponsoring a local football teams kit. Learners will have describe a range of job roles a nd some of the roles described will demonstrate the work of real people in the industry. However, this standard will not be consistent and some of the job roles will only be described in general terms. Learners need evidence that reflects their understanding of the factors (including tourism) affecting local and UK hospitality.They should be able to describe some significant ways in which tourism affects the industry, such as the provision of registration, food and beverage go for tourists visiting a local attraction. They need to identify some factors affecting the local and UK industry that are significant, having a clear importance or relevance to the local area, such as a new milling machinery opening that would need catering operate. Learners will use a range of sources of information to answer questions, at times the information will be use appropriately but this standard will not be consistent. Learners will seek support from a teacher to carry out routine elements of the work. 14 Mark BandMark Band 1 Learners displaying understanding/skills at the highest level specified by the assessment criteria. Exemplification At the top of mark band 1, learners will have produced evidence to fulfil all of the requirements for the mark bands. At the bottom of mark band 1 it is likely that the learner will have produced all the evidence required for mark band 2 but with one element of evidence into mark band 1. Missing work in mark band 2 could be compensated by two elements in mark band 1. Learners need to provide a well-organised and detailed description of levels of employment and revenue at local and national level that is accurate and factually correct (guidance on structuring their evidence should ensure they are clear about this).The level of detail can be achieved by presenting evidence at industry level supported by evidence from their research (for example charts showing national employment distributions in different hospitality industries), then for ce information together into an overview. The comparison reflecting similarities and differences should cover a range of establishments from different hospitality industries, showing clearly why or how they are important to a range of specific members of the local community. This will be best achieved where the range of community members shows contrast. Large numbers of similar examples will not reflect range or gain extra marks. Learners will describe a range of job roles in terms of the work of real people in the industry in their local area.This standard will, unlike mark band 2 be fairly consistent and the description will include accurate detail. Learners need to describe significant ways in which tourism affects the industry, which should show clearly the relationship between the two industries, for example the provision of accommodation and parking packages to support tourists using a nearby airport. Similarly, they need to identify a range of factors affecting the local and UK industry, such as the growth of farmhouse accommodation provision as a result of declining agriculture. In both instances, large numbers of similar examples will not reflect range or gain extra marks. Learners will use a range of different sources impellingly to answer questions.Support of a teacher will be sought to deal with challenging but not routine situations. 15 Control This unit is subject to intermediate level control. Specified tasks should be completed under the supervision and control of the teacher. Further guidance about controls for the assessment of this unit can be found in the Internal Assessment Specification. EDI have also produced have Assessment Material to further specify the requirements for centres. Guided Learning Hours at bottom this unit GLH refers both to time for teaching and learning and time for assessment activities. For this unit 25 hours must be dedicated to teaching and learning activities and 5 must be used for assessment activities.Assess ment is likely to be through a project or assignment requiring straightforward delivery of knowledge and understanding. Employer Engagement Experiencing the world of work is critically important for learners. It provides opportunities for learners to demonstrate that they are familiar with the hospitality industry and for this to be duly accepted through either practical performance or learning in a work-based hospitality environment as part of a work placement. Centres and individual teachers need to develop good relationships with the employers who have shown their willingness to contribute to delivery by supporting the Diploma Gateway process.Industry mentors can also add valuable input and support individual learners. Building solid relationships with the local hospitality industry is extremely important for this unit and an employer could be used to introduce learners to both the industry and the unit (this could be done in conjunction with Unit 1 Introducing how the hospitali ty industry whole kit and caboodle). Other opportunities for work-related learning can be maximised by arranging day or half-day trips to a range of establishments in different hospitality industries. This could involve a tour of the establishment with a manager, or by experiencing the establishments services as a customer. Such visits will add greatly to naive realism and vocational relevance.Learners can be provided with targeted websites from a wide range of organisations and establishments (large and small, privately and publicly owned) to investigate, either in general or focused on a specific issue. There are excellent opportunities to explore learners capability career development. Employers can also support teachers and the development of materials by providing real or simulated data relating to revenue, information about staff employment opportunities and turnover, information about any links they already have with the local community, copies of job descriptions or rece nt advertisements, examples of where they engage with the local tourism industry, and case study materials on factors that have impacted on their operation (either locally or nationally, if the establishment is part of a larger national chain).Employers can also contribute to classroom input where this is appropriate, such as by giving an introduction to the unit, or leading a discussion on learners findings. Employers are crucial to the assessment process. They can help to build assessment materials, commenting on their realism and relevance to the hospitality industry. Employers can also contribute to formative and summative assessment, for example by reviewing the evidence that learners have produced on the importance of the hospitality industry to the local economy or community, or by attending presentations by learners on the factors which impact on the hospitality industry and asking pertinent questions. 16 Delivery StrategiesThis unit should relate to and complement the deliv ery of Unit 1 Introducing how the hospitality industry works, as well as contributing to development in other units. Its aim is to develop learners understanding of the importance of the hospitality industry, including levels of hospitality revenue and employment locally and nationally, the importance of different hospitality establishments to the local community and job roles in the local area which are based in the hospitality industry. Learners will also develop their knowledge of the factors which impact on the hospitality industry, including the effect of tourism on hospitality in the local area and the factors impacting on the local and UK hospitality industry. Other local xamples might be the development of new housing provision, requiring additional hospitality support through pubs, restaurants, cafes and hotels, school meals and industrial canteens. Such a development would draw new people to the area, providing a wider group of potential customers. Similarly, the developme nt or amplification of a local airport may increase the demand for hotel accommodation from travellers transiting in the local area. Learners should be encouraged to research the local area themselves and consider a range of local and national factors that will affect the industry they are studying. Visits to relevant hospitality establishments, setting practical and investigative tasks, and inviting visiting speakers to the centre can focus jointly on this unit and Unit 1 Introducing how the hospitality industry works.Such activities will underpin learners understanding of how hospitality contributes to the economy (1 in 5 of the new jobs created in the UK is in hospitality), how it can offer job opportunities and how it relates to the tourism industry. A short presentation to hospitality employers to show understanding of the industry would be an appropriate role of formative and/or summative assessment. Witness statements would further testify to learners knowledge and understa nding of the industry. This unit could be delivered as part of or as the complete extended project. The learners work experience could also be used as a vehicle for delivering the unit. Guidance materials need to be make operable for learners so that they can continue to make appropriate career choices.Examples of how the unit could be delivered include Visits to a selection of different hospitality businesses on a local basis to support learners understanding of the importance of hospitality establishments to the local community, for example A local farm pass bed and breakfast accommodation (this could be combined with a talk on sourcing local produce) A small cafe or burnt umber shop operation (often dependent on visitors to the area for passing trade) A local stately home or other tourist attraction (providing opportunities to consider the hospitality industrys relationship with tourism) A local sports club venue Discussions with invited speakers from local hospitality busines ses to add vocational realism to issues such as levels of revenue and employment 17Presentations from representatives of local organisations such as the Federation of Small short letteres or the Chamber of Commerce to underpin the importance of the hospitality industry to the local community Presentations by visiting tourism speakers to help hospitality learners relate to the tourism industry Group discussions of what experience learners have of the hospitality and tourism industries and how they relate to each other (this may be limited) Case studies that garnish specific issues relating to the importance of the hospitality industry and the factors that can affect it Simple tests to underpin learning Active learning techniques that will get along understanding for various learning styles include A chart showing the range of hospitality establishments in an area to expound how the industry contributes to local and national revenue and employment A logarithm or diary of visits to hospitality establishments indicating how knowledge can contribute to evidence Research activities, for example to explore how the hospitality industry contributes to local and national revenue Using up-to-date resources to find out about the hospitality industry, such as trade journals, industry-focused websites and, in relation to the local industry, local newspapers/reports and People 1st (the Sector Skills Council for hospitality) Investigating local job opportunities in the hospitality industry and presenting them in a chart format to illustrate the range of job roles and hospitality establishments represented A personal statement of their experience of hospitality and/or tourism (either through visits or personal experience) Role-plays to explore different hospitality scenarios The level of support required by a learner or the independence they can demonstrate will vary, differentiating learners from the least and most able. Integrating units For this unit to integrate with others, centre teams need to consider the structure of their programme and how integration of units can be most effective. This unit builds on Unit 1 Introducing how the hospitality industry works and will help learners to understand the importance of the hospitality industry, how it relates to the tourism industry and the range of factors that affect it.It will also integrate in limited ways with most other units in the Foundation Hospitality Diploma. Learners can develop skills and understanding and/or generate assessment evidence toward the following units Unit 1 Introducing how the hospitality industry works This unit is externally assessed, which will impact on how learners develop their knowledge and understanding of the hospitality industry. Unit 2 Why the hospitality industry is important will broaden this knowledge and understanding and improve learners confidence when tackling the external assessment. 18 This unit will also support development of evidence for Unit 2 Why th e hospitality industry is important, particularly for learning outcome 1.Learners will be able to use their knowledge of the hospitality services provided by different job roles to identify those roles in the local area which are based in the hospitality industry. Learners will also be able to use their knowledge of hospitality services and the categories of establishments, providing them when they are developing their evidence for local issues and how these determine the importance of hospitality establishments to a local community. Learners can use their knowledge from this unit to build their knowledge of the factors affecting the UK hospitality industry and how it can be affected by tourism. Unit 3 Introducing customer service in hospitalityWhilst not directly related to Unit 2 Why the hospitality industry is important, this unit will help to provide a platform of knowledge that will help learners develop their evidence relating to the importance of the hospitality industry. Uni t 4 growing skills for the hospitality industry Learners will be able to use evidence from this unit focusing on teamworking and their understanding of different roles in the hospitality industry to help them identify job roles in the local area which are based in the hospitality industry. In reverse, learners knowledge of the importance of the hospitality industry gained through Unit 2 Why the hospitality industry is important can underpin the development of learners abilities as effective team members.Unit 5 Introducing responsible food preparation Links with this unit are more tenuous. It is possible for learners to make connections between the local economy and local issues (such as sourcing local foods and the overall impact on the environment) but this may stretch the capacity of Level 1 learners. Unit 6 Introducing skills for preparing and serving food and beverages Again, there is no direct link with this unit. However, learners may be able to appreciate how providing good food and beverage services can contribute to the local economy, providing a relationship with learning outcome 1 of Unit 2 Why the hospitality industry is important. 19 Resources TextbooksJones P An Introduction to Hospitality, 2nd Edition (Thompson Learning 2002) ISBN 0826460771 Holloway J The Business of Tourism, 7th Edition (Financial Times/Prentice Hall 2006) ISBN 0273701614 Gardiner J, Housley J GCSE Hospitality and Catering The Essentials (Hodder Arnold 2007) ISBN 0340948396 Journals Learners may also benefit from articles in the Caterer and Hotelkeeper available from high street newsagents. Hospitality magazine is the professional publication for industry managers established or aspiring. Published by the newly-branded Institute of Hospitality, with a fervent take on all things influencing and driving change in hospitality, each quarter Hospitality reports on key issues affecting hotels and restaurants, contract caterers and SMEs. Websites www. bha. org. k British Hospitali ty Association the national trade association for hotels, restaurants and caterers British Institute of Innkeeping the professional body for the licensed retail industry The industrys leading hospitality job site, with a wide range of jobs advertised Caterer and Hotelkeeper industry journal Institute of Hospitality the professional body for managers and aspiring managers working in the hospitality, leisure and tourism industries aims to promote the highest professional standards of management and education in the international hospitality, leisure and tourism industries People 1st The Sector Skills Council for the Hospitality, Leisure, Travel and Tourism industries site contains research into key facts and figures and industry issues Schools Hospitality Project introduces 11-18 year-olds to the UKs hospitality industry and helps them learn about career paths within the industry also introduces young people to the skills and attitudes employers look for. www. bii. org www. cater er. com www. caterersearch. com www. instituteofhospitality. org/ www. people1st. co. uk www. schoolsproject. co. uk 0 www. springboarduk. org. uk Springboard UK industry-supported organisation which promotes careers in the industry and supports learning through the provision of learning materials for teachers British Tourist Authority site contains considerable volume of information regarding industry data Visit Britain the national tourism agency, promotes Britain internationally aims to build the value of tourism to Britain and in England, generating wealthiness and jobs across Britain site contains information regarding tourism destinations, travel and accommodation targeted at overseas visitors www. tourismtrade. org. uk www. visitbritain. co. uk 21