Document analysis Essay Example | Topics and Well Written Essays - 2750 words

Document analysis - Essay Example The AEU was a progressive and politically active union, and a number of factors contributed to its success. Though women were not highly represented in metalworking, the AEU was able to make progress because of its competitive organization and dedication. Diane Fieldes ranks as indicators of success in this particular case, â€Å"The distribution of metalworkers throughout the economy (by 1970 metal trades unionists were 17 per cent of all unionists), and the traditional role of the fitter’s rate as representative of all craftsmen’s wages [†¦ ]In the early 1970s, whatever happened in the metal industry was a standard to which other unions aspired (Fieldes, 4). In the early seventies, women all over the world were beginning to exercise their public rights, as they pertained to labour and otherwise. The fact that this case was brought to bear is extremely indicative of the thinking of the times: women working outside the home had begun to consider themselves entitled to an equal and fair wage, begun to feel that the concept of the family wage was outdated and furthermore, that this same concept was the source of injustice. In addition to the 1972 decision, the 1970s saw other important steps for women in the labor force. As Dalton, Draper, Weeks, and Wiseman write, As a result of long, hard lobbying by women unionists, the 1977 Australian Council of Trade Unions (ACTU) adopted the Working Women’s Charter, and in 1979 obtained maternity leave as a right in industrial awards (11). Society in general was beginning to be receptive to such notions. Fieldes remarks that the metalworkers union was not noted for its inherent progressiveness, nor for its majority female membership, but rather for its competitive organization and discipline: The final factor of note in the metalworkers’ union’s campaign for equal pay is the composition of the union’s membership. In March 1969 the

Sports Policy Essay Example for Free

Sports Policy Essay Sports policies and the sports environment are extremely important to promote safe participation on an athlete, by ensuring these factors are optimal, the chance of injury can be avoided, thereby promoting safe participation. The rules or laws that govern an organisation are in place to protect all participants and spectators. Clubs generally have a set of rules and regulations, which often include the club’s constitution In case of injury; the sports organisation must have appropriate first aid facilities and an insurance policy, which covers both the individual and the sports organisation. first aid facilities allow quick treatment of any injuries to promote safe participation. The grounds and facilities must be safe for all players. This effectively reduces the risk of many injuries and provides support for the players in the care of an injury. The grounds must be well lit, such as with good lights, so that competitors have clear vision. The grounds must be clear from obstruction to prevent injury. For example, potholes may cause a player to fall over and fracture their ankle. Filling these potholes will promote safe participation. Some reasons why grounds might be inadequate may be due to financial limitations. Where children are concerned, applying simplified or modified rules will contribute to a more enjoyable safer and satisfactory sporting experience. The emphasis is on fun and promoting participation rather than competition. For example, as children cannot focus for as long and become fatigued more easily, using smaller fields and shorter games will contribute promoting safe participation, similarly providing more breaks limit risk or overheating. An example of a modified sport is Netta Netball. Netta Netball is a modified version of netball, some of the rules that accommodate participation for children include; reduced height in the goal post, 8 feet instead of 10 feet, which makes it easier to shoot goals. Shorter quarters, 410 minute quarters rather than 415 minute quarters which reduce fatigue. More time to pass the ball, 6 seconds rather than 3 seconds, which makes it easier to pass the ball. Sports policy must also enforce or encourage the use of appropriate protective equipment. The playing equipment needs regular checks and must be suitable for the size of the player. For example, a cricket helmet must be free of cracks and a suitable size for the athlete. Protective equipment can often soften blows to reduce the risk or injury. Ill-fitted equipment may cause discomfort for players and this increases the risk of injury. For example supportive and cushioned shoes for runners will reduce the risk of injuries such as shin splints. Mouth guards are frequently used to protect teeth and the jaw in sports such as, boxing, rugby league and hockey or any other sport where there is a possibility of getting hit in the face. The rules and competition structures must also be modified based on the skill level, growth and development. This effectively promotes safe participation as it decreases the risk of injury. Mentally athletes are more positive when playing against people of their own size. There are certain sports such as rugby union, which promote ‘weight for age’ competitions, where players compete under weight categories to promote safe participation associated with size contact. Combat sports such as boxing an judo are also examples where competitors are based on weight category.

The Personal Digital Assistant (PDA) Essay examples -- essays research

Your Right-hand-man is in your Palm In the 1980s no one who was anyone, went anywhere, without his or her Filofax. The end of the 1990s had replaced it by its digital equivalent - the Personal Digital Assistant (PDA). A PDA is effectively a handheld PC, capable of handling all the normal tasks of its leather-bound ancestor - address book, notepad, appointments diary and phone list. Most PDAs offer many more applications besides, such as spreadsheet, word processor, database, financial management software, clock, calculator and games. PC users have the ability to transfer data between the handheld device and a desktop PC and to convert data to and from existing organizer applications. They also achieve connectivity either via an infrared port or a special docking station. Because of their size, entering data into a PDA requires either a tiny keyboard or some form of handwriting recognition system. They're too small for touch-typing. This relies on a touch-screen display and a simplified alphabet - which takes about 20 minutes to learn - for data entry. Typically, PDAs with the Graffiti system provide the option to write directly onto the display which translates the input into text, or to open up a dedicated writing space which also provides on-line examples and help. I have been contemplating about purchasing a PDA and I’ve been to every store in town and all over the internet, to come up with a Top 5 PDAs & Handhelds according to Microsoft computers, makers of handh...

Part Two Chapter IV

IV Samantha's dinner invitation to Kay had been motivated by a mixture of vengefulness and boredom. She saw it as retaliation against Miles, who was always busy with schemes in which he gave her no say but with which he expected her to co-operate; she wanted to see how he liked it when she arranged things without consulting him. Then she would be stealing a march on Maureen and Shirley, those nosy old crones, who were so fascinated by Gavin's private affairs but knew next to nothing about the relationship between him and his London girlfriend. Finally, it would afford her another opportunity to sharpen her claws on Gavin for being pusillanimous and indecisive about his love life: she might talk about weddings in front of Kay or say how nice it was to see Gavin making a commitment at last. However, her plans for the discomfiture of others gave Samantha less pleasure than she had hoped. When on Saturday morning she told Miles what she had done, he reacted with suspicious enthusiasm. ‘Great, yeah, we haven't had Gavin round for ages. And nice for you to get to know Kay.' ‘Why?' ‘Well, you always got on with Lisa, didn't you?' ‘Miles, I hated Lisa.' ‘Well, OK †¦ maybe you'll like Kay better!' She glared at him, wondering where all this good humour was coming from. Lexie and Libby, home for the weekend and cooped up in the house because of the rain, were watching a music DVD in the sitting room; a guitar-laden ballad blared through to the kitchen where their parents stood talking. ‘Listen,' said Miles, brandishing his mobile, ‘Aubrey wants to have a talk with me about the council. I've just called Dad, and the Fawleys have invited us all to dinner tonight at Sweetlove – ‘ ‘No thanks,' said Samantha, cutting him off. She was suddenly full of a fury she could barely explain, even to herself. She walked out of the room. They argued in low voices all over the house through the day, trying not to spoil their daughters' weekend. Samantha refused to change her mind or to discuss her reasons. Miles, afraid of getting angry at her, was alternately conciliatory and cold. ‘How do you think it's going to look if you don't come?' he said at ten to eight that evening, standing in the doorway of the sitting room, ready to leave, wearing a suit and tie. ‘It's nothing to do with me, Miles,' Samantha said. ‘You're the one running for office.' She liked watching him dither. She knew that he was terrified of being late, yet wondering whether he could still persuade her to go with him. ‘You know they'll be expecting both of us.' ‘Really? Nobody sent me an invitation.' ‘Oh, come off it, Sam, you know they meant – they took it for granted – ‘ ‘More fool them, then. I've told you, I don't fancy it. You'd better hurry. You don't want to keep Mummy and Daddy waiting.' He left. She listened to the car reversing out of the drive, then went into the kitchen, opened a bottle of wine and brought it back into the sitting room with a glass. She kept picturing Howard, Shirley and Miles all having dinner together at Sweetlove House. It would surely be the first orgasm Shirley had had in years. Her thoughts swerved irresistibly to what her accountant had said to her during the week. Profits were way down, whatever she had pretended to Howard. The accountant had actually suggested closing the shop and concentrating on the online side of the business. This would be an admission of failure that Samantha was not prepared to make. For one thing, Shirley would love it if the shop closed; she had been a bitch about it from the start. I'm sorry, Sam, it's not really my taste †¦ just a teeny bit over the top †¦ But Samantha loved her little red and black shop in Yarvil; loved getting away from Pagford every day, chatting to customers, gossiping with Carly, her assistant. Her world would be tiny without the shop she had nurtured for fourteen years; it would contract, in short, to Pagford. (Pagford, bloody Pagford. Samantha had never meant to live here. She and Miles had planned a year out before starting work, a round-the-world trip. They had their itinerary mapped out, their visas ready. Samantha had dreamed about walking barefoot and hand in hand on long white Australian beaches. And then she had found out that she was pregnant. She had come down to visit him at ‘Ambleside', a day after she had taken the pregnancy test, one week after their graduation. They were supposed to be leaving for Singapore in eight days' time. Samantha had not wanted to tell Miles in his parents' house; she was afraid that they would overhear. Shirley seemed to be behind every door Samantha opened in the bungalow. So she waited until they were sitting at a dark corner table in the Black Canon. She remembered the rigid line of Miles' jaw when she told him; he seemed, in some indefinable way, to become older as the news hit him. He did not speak for several petrified seconds. Then he said, ‘Right. We'll get married.' He told her that he had already bought her a ring, that he had been planning to propose somewhere good, somewhere like the top of Ayers Rock. Sure enough, when they got back to the bungalow, he unearthed the little box from where he had already hidden it in his rucksack. It was a small solitaire diamond from a jeweller's in Yarvil; he had bought it with some of the money his grandmother had left him. Samantha had sat on the edge of Miles' bed and cried and cried. They had married three months later.) Alone with her bottle of wine, Samantha turned on the television. It brought up the DVD Lexie and Libby had been watching: a frozen image of four young men singing to her in tight T-shirts; they looked barely out of their teens. She pressed play. After the boys finished their song, the DVD cut to an interview. Samantha slugged back her wine, watching the band joking with each other, then becoming earnest as they discussed how much they loved their fans. She thought that she would have known them as Americans even if the sound had been off. Their teeth were perfect. It grew late; she paused the DVD, went upstairs and told the girls to leave the PlayStation and go to bed; then she returned to the sitting room, where she was three-quarters of the way down the bottle of wine. She had not turned on the lamps. She pressed play and kept drinking. When the DVD finished, she put it back to the beginning and watched the bit she had missed. One of the boys appeared significantly more mature than the other three. He was broader across the shoulders; biceps bulged beneath the short sleeves of his T-shirt; he had a thick strong neck and a square jaw. Samantha watched him undulating, staring into the camera with a detached serious expression on his handsome face, which was all planes and angles and winged black eyebrows. She thought of sex with Miles. It had last happened three weeks previously. His performance was as predictable as a Masonic handshake. One of his favourite sayings was ‘if it's not broke, don't fix it'. Samantha emptied the last of the bottle into her glass and imagined making love to the boy on the screen. Her breasts looked better in a bra these days; they spilled everywhere when she lay down; it made her feel flabby and awful. She pictured herself, forced back against a wall, one leg propped up, a dress pushed up to her waist and that strong dark boy with his jeans round his knees, thrusting in and out of her †¦ With a lurch in the pit of her stomach that was almost like happiness, she heard the car turning back into the drive and the beams of the headlights swung around the dark sitting room. She fumbled with the controls to turn over to the news, which took her much longer than it ought to have done; she shoved the empty wine bottle under the sofa and clutched her almost empty glass as a prop. The front door opened and closed. Miles entered the room behind her. ‘Why are you sitting here in the dark?' He turned on a lamp and she glanced up at him. He was as well groomed as he had been when he left, except for the raindrops on the shoulders of his jacket. ‘How was dinner?' ‘Fine,' he said. ‘You were missed. Aubrey and Julia were sorry you couldn't make it.' ‘Oh, I'm sure. And I'll bet your mother cried with disappointment.' He sat down in an armchair at right angles to her, staring at her. She pushed her hair out of her eyes. ‘What's this all about, Sam?' ‘If you don't know, Miles – ‘ But she was not sure herself; or at least, she did not know how to condense this sprawling sense of ill-usage into a coherent accusation. ‘I can't see how me standing for the Parish Council – ‘ ‘Oh, for God's sake, Miles!' she shouted, and was then slightly taken aback by how loud her voice was. ‘Explain to me, please,' he said, ‘what possible difference it can make to you?' She glared at him, struggling to articulate it for his pedantic legal mind, which was like a fiddling pair of tweezers in the way that it seized on poor choices of word, yet so often failed to grasp the bigger picture. What could she say that he would understand? That she found Howard and Shirley's endless talk about the council boring as hell? That he was quite tedious enough already, with his endlessly retold anecdotes about the good old days back at the rugby club and his self-congratulatory stories about work, without adding pontifications about the Fields? ‘Well, I was under the impression,' said Samantha, in their dimly lit sitting room, ‘that we had other plans.' ‘Like what?' said Miles. ‘What are you talking about?' ‘We said,' Samantha articulated carefully over the rim of her trembling glass, ‘that once the girls were out of school, we'd go travelling. We promised each other that, remember?' The formless rage and misery that had consumed her since Miles announced his intention to stand for the council had not once led her to mourn the year's travelling she had missed, but at this moment it seemed to her that that was the real problem; or at least, that it came closest to expressing both the antagonism and the yearning inside her. Miles seemed completely bewildered. ‘What are you talking about?' ‘When I got pregnant with Lexie,' Samantha said loudly, ‘and we couldn't go travelling, and your bloody mother made us get married in double-quick time, and your father got you a job with Edward Collins, you said, we agreed, that we'd do it when the girls were grown up; we said we'd go away and do all the things we missed out on.' He shook his head slowly. ‘This is news to me,' he said. ‘Where the hell has this come from?' ‘Miles, we were in the Black Canon. I told you I was pregnant, and you said – for Christ's sake, Miles – I told you I was pregnant, and you promised me, you promised – ‘ ‘You want a holiday?' said Miles. ‘Is that it? You want a holiday?' ‘No, Miles, I don't want a bloody holiday, I want – don't you remember? We said we'd take a year out and do it later, when the kids were grown up!' ‘Fine, then.' He seemed unnerved, determined to brush her aside. ‘Fine. When Libby's eighteen; in four years' time, we'll talk about it again. I don't see how me becoming a councillor affects any of this.' ‘Well, apart from the bloody boredom of listening to you and your parents whining about the Fields for the rest of our natural lives – ‘ ‘Our natural lives?' he smirked. ‘As opposed to – ?' ‘Piss off,' she spat. ‘Don't be such a bloody smartarse, Miles, it might impress your mother – ‘ ‘Well, frankly, I still don't see what the problem – ‘ ‘The problem,' she shouted, ‘is that this is about our future, Miles. Our future. And I don't want to bloody talk about it in four years' time, I want to talk about it now!' ‘I think you'd better eat something,' said Miles. He got to his feet. ‘You've had enough to drink.' ‘Screw you, Miles!' ‘Sorry, if you're going to be abusive †¦' He turned and walked out of the room. She barely stopped herself throwing her wine glass after him. The council: if he got on it, he would never get off; he would never renounce his seat, the chance to be a proper Pagford big shot, like Howard. He was committing himself anew to Pagford, retaking his vows to the town of his birth, to a future quite different from the one he had promised his distraught new fiancee as she sat sobbing on his bed. When had they last talked about travelling the world? She was not sure. Years and years ago, perhaps, but tonight Samantha decided that she, at least, had never changed her mind. Yes, she had always expected that some day they would pack up and leave, in search of heat and freedom, half the globe away from Pagford, Shirley, Mollison and Lowe, the rain, the pettiness and the sameness. Perhaps she had not thought of the white sands of Australia and Singapore with longing for many years, but she would rather be there, even with her heavy thighs and her stretch marks, than here, trapped in Pagford, forced to watch as Miles turned slowly into Howard. She slumped back down on the sofa, groped for the controls, and switched back to Libby's DVD. The band, now in black and white, was walking slowly along a long empty beach, singing. The broad-shouldered boy's shirt was flapping open in the breeze. A fine trail of hair led from his navel down into his jeans.

How Have Our Ideas of Heroes Changed over Time Essay

In the beginning of cinema heroes and heroines tended to stay within the mythic structure of heroes using binary pairs of opposite terms to simplify the complexity of events and reducing the players down to good guys and bad guys or more cinematic, white hats and black hats. That changed radically in the late 1960’s and early ’70’s when a series of films such as Butch Cassidy and the Sundance Kid, Bonnie and Clyde, The Godfather, Midnight Cowboy and One flew Over the Cuckoo’s Nest, literally turned mythic structure on its head and presented the cinematic anti-hero. Before this golden age of film an audience could rely on the belief that no matter how complicated events got for the hero in the end the hero would prevail and the villain would be brought to justice. Butch Cassidy and the Sundance Kid asks its audience to redefine justice in order to root for our heroes who are in fact the villains and hiss the villains who are in fact the good guys. Bonnie and Clyde does the same, the Godfather does it so well that films influence is noticeable in prevailing attitudes about justice today. Midnight Cowboy and One flew Over the Cuckoo’s Nest don’t necessarily offer up villains as heroes, but our heroes are so flawed, so aimless in their pursuit that even if in the end they are brought down by their own hubris they are still weaker, less competent versions of the mythic hero who rather than ask there audience to be inspired by greatness they ask their audience to celebrate rebelliousness for the sake of rebellion and immorality as an acceptable form of happiness. The radical changes that took place in the films of the seventies still has heavy influence in film making and particularly in film criticism today. There are still and will always be plenty of films made that remain true to classical mythic structure where white hats prevail and black hats do not. Current examples of such mythic structure can be found in films such as Live Free Die Hard, Casino Royale, Mission Impossible, and almost any Harrison Ford film. In these films, no matter how complicated things get the white hats always prevail the black hats lose. These films do not do well with the film critics that find employment in the media. It’s not that critics don’t like action films as most heaped plenty of praise on such films as Children of Men, Pans Labyrinth, 3:10 to Yuma and I am Legend. The difference between these movies and the action films such as Live Free Die Hard or any Harrison Ford Film is that Harrison Fords heroes always live and in the films praised by critics the heroes always died. I am skeptical that Braveheart would have actually won the Oscar for best picture if William Wallace lived. This is the primary and perhaps the most important change in the depiction of heroes and heroines over the years in film. The abandonment of classical mythic structure in exchange for â€Å"realism† where â€Å"rational ideas† become notions that heroes aren’t heroes unless they die fighting the good fight and villains aren’t so bad once you really get to know them.

AIC, American International College Admissions

AIC, American International College Admissions Students with good grades and decent test scores have a good chance of being accepted into AICthe college had a 69 percent acceptance rate in 2016. Your high school transcript will be the most important piece of your application, and strong grades in challenging classes will impress the admissions folks. Standardized test scores (the ACT and SAT) are now optional, but they are worth submitting if your scores are on the high end of the ranges listed below. Letters of recommendation and a personal statement are also optional.   Will You Get In? Calculate Your Chances of Getting In  with this free tool from Cappex Admissions Data (2016): American International College Acceptance Rate: 69 percentTest Scores 25th / 75th PercentileSAT Critical Reading: 380 / 490SAT Math: 382  / 500What these SAT numbers meanACT Composite: 16 / 22ACT English: -  / -ACT Math: -  / -What these ACT numbers mean American International College Description: American International College is a private, four-year college located in Springfield, Massachusetts. Including graduate and undergraduate students, AIC has about 3,400 students, an undergraduate student / faculty ratio of 14 to 1 and a graduate student / faculty of 8 to 1. The college offers a wide range of majors and programs between their School of Business Administration; School of Arts, Education, and Sciences; School of Health Sciences; School of Continuing Education; and graduate programs. Professional programs are particularly popular. AIC is proud of its technological advances and has recently put in a new wireless network that covers the whole campus. Students are involved outside of the classroom, and AIC offers a host of student clubs and organizations. The school also has an active Greek life. AIC competes in the NCAA Division II Northeast-10 Conference in a variety of sports including men’s and women’s tennis, cross country, and lacrosse. The men’s ice hockey team competes separately in the Division I Atlantic Hockey Association. Enrollment (2016): Total Enrollment: 3,377  (1,414 undergraduates)Gender Breakdown: 39  percent male / 61 percent female95  percent full-time Costs (2016 - 17): Tuition and Fees: $33,140Books: $1,200 (why so much?)Room and Board: $13,490Other Expenses: $1,660Total Cost: $49,490 AIC Financial Aid (2015 - 16): Percentage of New Students Receiving Aid: 100 percentPercentage of New Students Receiving Types of AidGrants: 100 percentLoans: 88 percentAverage Amount of AidGrants: $25,402Loans: $7,719 Academic Programs: Most Popular Majors:  Accounting, Communication, Criminal Justice, Liberal Studies, Management, Nursing, Psychology, Sport and Recreation ManagementWhat major is right for you?  Sign up to take the free My Careers and Majors Quiz at Cappex. Transfer, Graduation and Retention Rates: First Year Student Retention (full-time students): 69 percentTransfer Out Rate: 43 percent4-Year Graduation Rate: 29 percent6-Year Graduation Rate: 44 percent Intercollegiate Athletic Programs: Mens Sports:  Football, Soccer, Lacrosse, Wrestling, Track and Field, Baseball, Basketball, Golf, Ice Hockey, Cross CountryWomens Sports:  Field Hockey, Basketball, Track and Field, Cross Country, Softball, Volleyball, Tennis, Soccer, Lacrosse Data Source: National Center for Educational Statistics If You Like American International College, You May Also Like These Schools: Students that are looking for a mid-sized college in New England with similar acceptance rates (around 70% of applicants admitted each year) should also check out Endicott College, Becker College, Springfield College, Champlain College, Assumption College, or Fairfield University.

How to Melt Aluminum Cans at Home

How to Melt Aluminum Cans at Home Aluminum is a common and useful metal, known for its corrosion resistance, malleability, and for being lightweight. Its safe enough to be used around food and in contact with skin. Its much easier to recycle this metal than it is to purify it from ores. You can melt old aluminum cans to get molten aluminum. Pour the metal into a suitable mold to make jewelry, cookware, ornaments, sculptures, or for another metalworking project. Its a great introduction to home recycling. Key Takeaways: Melt Aluminum Cans Aluminum is an abundant and versatile metal that is easily recycled.The melting point of aluminum is low enough that it can be melted with a hand-held torch. However, the project goes more quickly using a furnace or kiln.Recycled aluminum can be used to make sculptures, containers, and jewelry. Materials for Melting Aluminum Cans Melting cans is not complicated, but its an adult-only project because high temperatures are involved. Youll want to work in a clean, well-ventilated area. Its not necessary to clean the cans before melting them since organic matter (plastic coating, leftover soda, etc.) will burn off during the process. Aluminum cansSmall furnace of the electric kiln (or another heat source that reaches the appropriate temperature, such as a propane torch)Steel crucible (or other metal with a melting point much higher than aluminum, yet lower than your furnace- could be a sturdy stainless steel bowl or a cast iron skillet)Heat-resistant glovesMetal tongsMolds into which youll pour the aluminum (steel, iron, etc.- be creative) Melting the Aluminum The first step youll want to take is to crush the cans so that you can load as many as possible into the crucible. Youll get about 1 pound of aluminum for every 40 cans. Load your cans into the container youre using as a crucible and place the crucible inside the kiln. Close the lid.Fire up the kiln or furnace to 1220 °F. This is the melting point of aluminum (660.32  °C, 1220.58  °F), but below the melting point of steel. The aluminum will melt almost immediately once it reaches this temperature. Allow half a minute or so at this temperature to assure the aluminum is molten.Put on safety glasses and heat-resistant gloves. You should be wearing a long-sleeve shirt, long pants, and covered toe shoes when working with extremely hot (or cold) materials.Open the kiln. Use tongs to slowly and carefully remove the crucible. Do not place your hand inside the kiln! Its a good idea to line the path from the kiln to the mold with a metal pan or foil, to aid in clean-up of spills.Pour the liquid aluminum into the mold. It will take about 15 minutes for the aluminum to solidify on its own. If desired, you can place the mold in a bucket of cold water after a few minutes. If you do this, use caution, since steam will be produced. There may be some leftover material in your crucible. You can knock the dregs out of the crucible by slapping it upside down onto a hard surface, such as concrete. You can use the same process to knock the aluminum out of the molds. If you have trouble, change the temperature of the mold. The aluminum and mold (which is a different meta) will have a different coefficient of expansion, which you can use to your advantage when freeing one metal from another.Remember to turn off your kiln or furnace when youre done. Recycling doesnt make much sense if youre wasting energy, right? Did You Know? Re-melting aluminum to recycle it is far less expensive and uses less energy than producing new aluminum from the electrolysis of aluminum oxide (Al2O3). Recycling uses about 5% of the energy needed to make the metal from its raw ore. About 36% of aluminum in the United States comes from recycled metal. Brazil leads the world in aluminum recycling. The country recycles 98.2% of its aluminum cans. Sources Morris, J. (2005). Comparative LCAs for curbside recycling versus either landfilling or incineration with energy recovery.  The International Journal of Life Cycle Assessment, 10(4), 273–284.Oskamp, S. (1995). Resource conservation and recycling: Behavior and policy. Journal of Social Issues. 51 (4): 157–177. doi:10.1111/j.1540-4560.1995.tb01353.xSchlesinger, Mark (2006). Aluminum Recycling. CRC Press. p. 248. ISBN 978-0-8493-9662-5.

5 Steps to Create Your Own Career Path

5 Steps to Create Your Own Career Path Whether you’re a recent grad trying to plan your next steps, hoping to move up in the ranks in your current office, a career changer who’s ready for new professional opportunities, or returning to the workforce after time away, The National Association of Professional Women has provided a list of planning tips to get you started! Step 1: EvaluateFirst things first–begin by taking stock of your current job or skill-set; are there potential opportunities for advancement? Are you satisfied there? Do you need to look into new certifications or positions that might interest you more?Step 2: Write It DownWhether you like to write on paper or type a note in your phone, capture your brainstorming in some visual way so you can refer back to it regularly. It’s the best way to hold yourself accountable to your list of goals and career objectives.Step 3: NetworkFrom senior colleagues to mentors from past educational or professional opportunities, chances are you alrea dy know people who can help you learn more about the field you’re hoping to enter or advance in. Ask questions, take people out for coffee, reconnect online, and attend local career fairs in search of advice and behind-the-scenes insights. Your friends and co-workers can’t help you find it if they don’t know what you’re looking for!Step 4: Seek HelpYou may want to consider working with a professional career coach, who can assess your background and potential objectively, to help prepare and motivate your quest to make significant career changes. Temp agencies may also be able to help you find short term gigs that pay the bills, fill your resume and keep you busy.Step 5: Monitor and ReviewChange doesn’t happen overnight–check in with your list of goals, be patient, and take it from the National Association of Professional Women–â€Å"Remember, be flexible, stay positive and keep forging ahead.†Remember to take good care of yours elf too–whether you’re searching for an entirely new job or hoping to make changes in your current role, it can be stressful and time-consuming, but taking the time to self-evaluate and make a wish-list can help you stay focused and identify opportunities to make progress.5 Steps to Creating a Career Path That Will Work For YouRead More at The Business Journals–

Training and Coaching Essay Example | Topics and Well Written Essays - 2000 words

Training and Coaching - Essay Example In addition, employees also clarify the organizational attitude, beliefs or behavior. Through a series of repetitive practice employees improve their output by adopting the skills learnt and also improve these skills.Coaching forms part of the training development that occurs when a coach supports a learner to achieve a professional or personal goal. In most cases, coaching is a confidential learning process designed to improve the learners’ performance, output, or personal growth. Unlike normal employee training, coaching is more effective since the coach is able to evaluate an individual’s progress. In this regard, the coach not only identifies the learner’s strengths and weaknesses, but he also provides a forum for feedback, by clarifying areas where the learner performs well and areas in which the learner must improve on.  In several instances, coaching results to the learners’ personal change in that a learner acquires clear understanding on the imp ortance of positive output towards the achievement of organizational goals. Coaching facilitates development of skills and performance aimed at specified tasks and overall job responsibility. Coaching also advocates for professional and personal development aimed at future responsibilities and professional roles.Identification of training and coaching needsIn an organization, training is often essential when employees are not meeting the organization’s standard or failing to meet the expected performance level. The difference between actual.

Financial Reporting Disclosures in the Australian Corporate Sector Essay

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Nursing mental health - Case Study Example I wondered why they wished to meet the physician in this department, as they both "looked" normal to me. I was present in the physician's consulting room when they arrived. He made them comfortable and then slowly ventured to the actual problem. Tim added that Annie was hesitant to go to a physician at first, as she did not think she had any mood swings at all. But Tim persuaded her to just accompany him. The other symptoms were noticed by Tim, and hence he had planned this visit. The physician thought it fit to perform certain medical examinations and selected investigations for Annie, before diagnosing a major depressive disorder. All the above symptoms were the same as that of clinical depression, which Annie might be suffering from, but these tests were necessary to rule out a medical illness. As expected, all the above tests had normal results. So any medical cause was ruled out. All this while, I had been observing Annie. She actually seemed to be just like any other woman you see on the road, but sometimes she suddenly became hyper and had a violent streak in her. I discussed about this with the physician, and I suggested that this case should be referred to a Psychologist. It would be better to handle this case in an interdisciplinary health care team comprising myself, a nurse, a psychologist, an occupational therapist and a social worker, if need be. I checked the schedule of the interdisciplinary team member... I discussed about this with the physician, and I suggested that this case should be referred to a Psychologist. It would be better to handle this case in an interdisciplinary health care team comprising myself, a nurse, a psychologist, an occupational therapist and a social worker, if need be. I checked the schedule of the interdisciplinary team members and requested for a meeting with the psychologist and occupational therapist. I also sent a formal request for a meeting to both the doctors prior to this. I had prepared myself with all the relevant details of Annie's case, and had put down my questions on paper. I carried a file containing the information of the symptoms and physical examination reports of Annie, so that it would be easy for the consultants to decide on the further course of action. (Ackley and Ladwig, 376) The requirement of interdisciplinary medical help was posted to all concerned. All concerned departments were informed officially that there help is needed in dealing with this particular patient. In the meeting, we discussed the possibilities that Annie could be suffering from, in an informal way. At this stage it is important to point out that interdisciplinary care was a must for this patient. As a nurse I had not only to look after the administrative issues but also needed to worry about the patient's health as well as coordinating activities to make sure she got all the right things at right places. (Katz, Carter, Bishop and Krayits, 54) Now we had a resourceful health care team, including the psychologist, occupational therapist and me, a nurse, and all of us were focused on Annie. I handed over the copies of Annie's documents to each one present, so that they could have a reference. The psychologist then

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Delegation in Nursing Term Paper Example | Topics and Well Written Essays - 750 words

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John Steinbeck's novel Cannery Row - Look at them Essay

John Steinbeck's novel Cannery Row - Look at them - Essay Example The novel explains the grassroots realities of life, in its positive and negative aspects, its glory and meanness and the Doc’s character is penned by the author to highlight the complexity of this philosophy. Steinbeck observes, the inhabitants are, "whores, pimps, gamblers, and sons of bitches," by which he meant everybody. Had the man looked through another peephole he might have said, "Saints and angels and martyrs and holy men," and he would have meant the same thing (1). Doc is a man of scientific approach, but at the same time, he is interested in enjoying the luxuries of day to day life. He is not the one to chase the perfect disciplines in life, but is willing to carry on happily with the available levels of discipline. The readers first see him leaving his Western Biological Laboratory for purchasing five quarts of beer. He is not interested to tread the beaten and routine tracks of life and exhibits defiance towards the vested interests that take control of the soci ety and his approach is evident in his suggested â€Å"method for getting revenge on a bank if anyone should ever want to: `Rent a safety deposit box, then deposit in it one fresh salmon and go away for six months.† (15)Thus Doc is an individual who accepts and lauds the contradictory facets of life and his Western Biological is a kind of experimental laboratory for the living things as per their levels of progression. A true philosopher (the realized soul) knows the past, present and the future and they are one with the, the great leveler of humankind, the Time. They are unaffected by the day to day agitations, ups and downs occurring in the world outside. The author compares Mack and the boys, the ordinary folks, to such philosophers as they have the capacity to survive in this world of pluralities and pairs of opposites, like happiness and sorrow, light and darkness etc. There are others, the simple types of people, to whom ignorance is bliss and they also remain happy, li ke philosophers, in all circumstances. The intelligent, successful and competitive people remain upset always; their mind is full of agitations over the business and secular challenges they face and the author categorizes them as men with â€Å" bad stomachs and bad souls†(142) but Mack and the boys are fit physically and mentally. They are carefree people, eat what they like, and do what they wish. They are free in every sense of the term. Steinbeck is a master in depicting the lives of the ordinary people and their perspective of life. Such people do not have the predefined goals in life and craze for aggrandizement of wealth; they just live life. Even though they live different types of life, their trials and miseries of life are of different categories and grades, yet there exists the common thread that binds them all. Their minds are not small, their behaviors and motives are great. Steinbeck has understanding and sympathy for the poor and the common people. His love for the lowest strata of the society, the economically poor, and his admiration for the nobility of human existence, can be observed throughout the novel. This reflection of Doc reveals the inside working of the mind of Steinbeck: â€Å"It has always seemed strange to me† said Doc. â€Å"The things we admire in men, kindness, generosity, openness, honesty, understanding, and feeling are the concomitants of failure in our system. And those traits that we detest, sharpness, greed, acquisitiveness, meanness, egotism, and self-interest are traits of success. And while men admire the quality of the first they love the produce of the second.† (143)Steinbeck is able to read the minds of his common characters well, the delineation, dialogue and situation building is

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Integration versus generic approach Essay Example for Free

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Geostrategic Importance of Indian Ocean

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The Indian Ocean is home to many choke points, such as the Straits of Hormuz, Straits of Malacca, Lombok and the Sunda Straits. Any disruption in traffic flow through these points can have disastrous consequences. The disruption of energy flows in particular is a considerable security concern for littoral states, as a majority of their energy lifelines are sea-based. Since energy is critical in influencing the geo-political strategies of a nation, any turbulence in its supply has serious security consequences. Given the spiraling demand for energy from India, China and Japan, it is inevitable that the sea lines of communication (SLOCs) and choke points of the region have become strategically important for these countries that they are extremely sensitive to their security  [2]  . The Indian Ocean and the states on its littoral are of significant and growing importance. The region contains 1/3 of the worlds population, 25% of its landmass, 40% of the worlds oil and gas reserves. It is the locus of important international sea lines of communication (SLOCs). The region is home to most of the worlds Muslim population as well as India, one of the worlds likely rising powers. The Indian Ocean also is home to the worlds two newest nuclear weapons states, India and Pakistan, as well as Iran, which most observers believe has a robust program to acquire nuclear weapons  [3]  . The Oil Factor The Indian Ocean has seen intense maritime activity for the past 600 years, primarily for trade. While centuries ago, the motivation was for silk and spices, today it is for oil. Persian Gulf contains 65 per cent of the worlds proven reserves and accounts for more than half of the worlds oil exports and almost all of Asia-Pacifics imports. Due to growth in global economy the world wide demand for oil imports from the gulf is expected to grow and this fact is most critical while considering geo strategic significance of Indian Ocean. Despite efforts by nations to diversify sources, disruption of oil supplies is bound to impact severely on national economies leading to inflation and widespread unemployment. The US, Europe, China, Japan, India and most of Southeast Asian nations  are heavily reliant on oil from the Gulf. In his State of the Union address in Feb 2006, President Bush said that the nation was addicted to oil. U.S. gross oil imports from the Persian Gulf were 2.2 million bbl/d during 2006, accounting for 17 percent of the US total net oil imports  [4]  . The importance of energy to India, China and Japan is also extensive. At current levels of consumption, the oil import dependence of India is expected to reach 82.2 percent by 2010 and 91.6 percent by 2020. In the case of China it will be 61 percent and 76.9 percent, while for rest of South Asia it will be 95.1 percent and 96.1 percent respectively  [5]  . Sea Lines of Communications(SLOCs) The economic development of a state is closely linked to its trade and energy supply. Since most of the trade of the Indian Ocean littorals and the South Asian states is seaborne, SLOCs form the lifeline of these countries. According to World Bank estimates, in 1999 the world seaborne trade was pegged at 21,480 billion ton-miles; it is expected to reach 35,000 billion ton-miles in 2010, and 41,800 billion ton-miles in 2014. The United Nations Conference on Trade and Development (UNCTAD) Report, Review of Maritime Transport 2000, notes that world sea-based trade recorded its fourteenth consecutive annual increase, and Asias share of imports and exports was 26.1% and 18.8 % respectively  [6]  . To a military analyst, the SLOCs are related to the maritime instruments of power, and maritime geography becomes the pivot on which forces must be deployed. To a politician, on the other hand, SLOCs signify the state of relations with countries located along the sea route traversed, while for an economist it is just the shortest and most economical travel distance between two destinations. Similarly, for some nations multilateral cooperation on SLOC security may mean a perceived intrusion into aspects of sovereignty. Thus the security of sea lanes requires comprehensive strategies encompassing differing perceptions and national interests of concerned states  [7]  . The Indian Ocean is home to important SLOCs and maritime choke points. A large volume of international long haul maritime cargo from the Persian Gulf, Africa and Europe transits through this ocean. Some of the primary items transported are energy products mainly oil and gas. Disruption in energy lifelines can also arise from patterns of trade flows. Imports to South Asia from West Asia utilize the Strait of Hormuz. According to EIA estimates, the Strait recorded a transit volume of 15.4 million barrels of oil per day in 1998. Closure of the Strait of Hormuz practically cuts off Gulf supplies to the East altogether and also affects the West considerably. Similarly, the closure of the Straits of Malacca, through which nearly 9.4 million barrels of oil per day flow (according to the EIA), can seriously threaten the economies of Southeast Asia and the energy intensive economies of China and Japan. Due to the geostrategic importance of Malacca Straits to almost all the South and Southeas t Asian countries, any maritime contingency in this traffic congested region would have profound security ramifications. Since most of the trade of the Indian Ocean littorals and the South Asian states is seaborne, SLOCs are critical to these countries as well as to major energy consuming nations such as US, Europe, China and Japan. Exports from West Asia utilize the Strait of Hormuz. Equally strategically located are the eastern straits, Malacca, Sunda and Lombok-Makasser. One-third of the worlds trade and almost all of East Asias oil amounting nearly to 9.4 million barrels of oil per day pass through these straits. Protection of the sea-routes through the Indian Ocean becomes a strategic priority for many states. America thus has maintained a massive military presence in the region, poised to do whatever necessary to maintain the choke points and the flow of regions essential energy supplies to the rest of the world. The stakes are so high that Pentagon has now drawn up plans to annihilate Irans military capability in three days  [8]  . Strategic Importance of IOR for Extra Regional Forces United States of America. For almost 200 years the British exercised predominant military power in the Indian Ocean by establishing bases at key choke points and along critical sea lines. In the 1960s however British Government decided to drastically cut the British presence east of Suez. During the succeeding years the Indian Ocean became a distinct area attracting international attention due to inter and intra state instabilities in the states bordering the region , prominent being the Iran-Iraq war. In reaction to this instability both the superpowers started deploying naval forces on a regular basis in the Indian Ocean to ensure their energy security  [9]  . The dramatic event of Soviet occupation of Afghanistan, led to US establishing its naval supremacy in the Indian Ocean to react quickly to a situation threatening access to the oil resources in the region. This was the beginning of the so called super power rivalry in the IOR. Successive US administrations have followed u p these developments with a vigorous search for facilities across Indian Ocean and have met with considerable success in getting such facilities in Oman, Bahrain, Kuwait, UAE, Qatar and Saudi Arabia , Kenya and Singapore. Their base in Diego Garcia is however the key element in providing the US capability to act at relatively short notice in the region  [10]  . By the end of 1980 US established a Rapid Deployment Joint Task Force (RDJTF) at Diego Garcia. On 01 Jan 83 RDJTF was converted into full fledged strategic command and was named the Central Command (CENTCOM). Hundreds of B 52 bomber flights were flown by US from this base during 1990-91 war against Iraq  [11]  . Russia. The initial deployment of Soviet Navy in the Indian Ocean was governed by need for a reciprocal arrangement with littoral states that would assist its attempt to break through Western containment of its long southern flank. Soviets developed their facilities in Ethiopia and South Yemen close to Bab-al- Mandeb  [12]  . In 1979 the Soviets signed an agreement with Vietnam for a 25 year lease of base at Cam Ranh Bay close to Malacca straits. Russian government continued the lease of Cam Ranh Bay primarily for SIGINT activities in South China Sea. At the end of 25 year period, Russia decided to withdraw from Cam Ranh Bay. Its presence in other erstwhile bases is also on the decline. Australia. Vital to Australias economic well being is the security of maritime trade, particularly in the Western Pacific and Indian Ocean. The worlds principal trading blocs, USA, EU, Japan/Korea/China/East Asia, comprise mercantile trading nations dependent on Middle East oil to sustain their economies. Australias economy is tied to these principal trading blocs  [13]  . Besides straddling vital sea-lines for naval and commercial mobility Southeast Asia has always provided Australia the strategic defence-in-depth for its security. Post-Cold War, Australia rushed to forge new security bonds in the sub region to augment its existing Five-Power Defence Agreement (FPDA) with Malaysia and Singapore. This caused apprehensions, but its proactive stance and especially its leadership role during the 1999 East-Timor crises  demonstrated a commitment to the sub-region. However, the perception of Australias pro-West character since the beginning of the 20th century has led to Islamic fun damentalists targeting its interests. Its interests thus converge with that of other concerned powers to combat non-state maritime threats in Southeast Asia. Japan. Japans proactive role in Southeast Asia is vital for its global status and economic interests, since the sub-region is the source and transit of its energy lifeline. Primarily due to this reason, it is averse to Chinese domination in the South China Sea  [14]  . Despite its potent maritime forces however, Japan has been unable to assist the sub-region to secure the sea-lines against nontraditional threats due to the constraint posed by Article 9 of Japanese Constitution, which does not permit its military to have a collective security arrangement. Japans commitment to Southeast Asia has thus been limited to financial and technological assistance for navigational safety and prevention of pollution. Japan is now actively considering a Constitutional review to break free from the legal handicap, including in terms of collective-security. This would make Japan more militarily assertive and enable it to safeguard its vital security interests in Southeast Asia. Natural Resource Wealth The Indian Ocean is known to contain natural resources, the significance of which has yet to be fully determined  [15]  . Other than the oil in the gulf, the Indian Ocean holds 65 per cent and 31 per cent of worlds strategic raw minerals and gas respectively. Large occurrences of hydrocarbons are being trapped in the offshore deep bedrocks of Saudi Arabia, Iran, India, and Australia. Beach sands rich in heavy minerals and deep sea polymetallic nodules are actively exploited by bordering countries, particularly India, South Africa, Indonesia, Sri Lanka, and Thailand. The Bay of Bengal is known to hold an immense wealth of resources in terms of fossil fuels, minerals and fish stocks. The discoveries of huge gas reserves in the Krishna-Godavari basin has added to the known potential of the area. The AN island chain itself is known to bear substantial hydrocarbon reserves. It is only a matter of time that offshore platforms, similar to those at the Bombay High, would sprout in these waters. Its fish are of great and growing importance to the bordering countries for domestic consumption and export. Fishing fleets from   Russia,  Japan,  South Korea, and  Taiwan  also exploit the Indian Ocean, mainly for  shrimp  and  tuna. The endangered marine species include the  dugong,  seals,  turtles, and  whales  [16]  .

The European Union (EU) vs the North American Free Trade Agreement Essa

The European Union (EU) vs the North American Free Trade Agreement Introduction The European Union (EU) is the organization which integrates the countries listed below, both politically and economically. It is a customs union, which is an agreement amongst a group of countries to eliminate trade barriers between them on the movement of goods, services, labor and capital, and also to establish a common external tariff on goods and services coming into the union. The EU evolved from the European Coal and Steel Community (ECSC), which was formed in 1951 as a response to the First and Second World Wars to try to ensure future peace in Europe. This became the European Economic Community (EEC) in 1965, which in turn became the European Union in 1992 following the signing of the Maastricht Treaty. The North American Free Trade Agreement (NAFTA) has brought economic growth and rising standards of living for the people of all three member countries since 1994. As well, by strengthening the rules and procedures governing trade and investment throughout the continent, NAFTA has proved to be a solid foundation for building Canada’s future prosperity. NAFTA has enabled both Canada and Mexico to increase their exports to the United States: Canadian manufacturers now send more than half their production to the U.S., while Mexico’s share of the U.S. import market has almost doubled from 6.9% in pre-NAFTA 1993 to 11.6% in 2002. Manufacturers in all three countries are better able to realize their full potential by operating in a larger, more integrated and efficient North American economy. In 2002, Canada was the most important destination for merchandise exports from 39 of the 50 U.S. states. Relevant Sections Trading Blocs .. ...ading blocs: the growth of regionalism in the world economy’, New York: John Wiley & Sons. Hopkinson, N. (1992) ‘Completing the GATT Uruguay Round: renewed multilateralism or a world of regional trading blocs’, Wilton Park Paper No. 61 London. Hunt, D. (1989) ‘Economic theories of development: an analysis of competing paradigms’, New York: Harvester Wheatsheaf. O’Brien, R. (1992) ‘Global financial integration: the end of geography’, London: Pinter. Preeg, E. M. (1989). The GATT trading system in transition: an analytic survey of recent literature. The Washington Quarterly 12, 201-213. Schott, J.J., ed. (1989) ‘Free trade areas and U.S. trade policy’, Institute for International Economics, Washington, D.C., p. 59 United Nations Conference on Trade and Development (UNCTAD) (1999) ‘Handbook of Trade and Development Statistics’, Geneva: United Nations.

Business Model Yum Brands

YUM! Inc Internal Analysis| The Strategic Management Process| REPORT NUMBER| 2| WEEK| 2| CBL GROUP AND SUB-GROUP| I3SHM Group A| DECLARATION 1. This work is composed by me / by us. 2. This work has not been accepted in any previous application for a degree or diploma, by me / by us or anyone else. 3. The work of which this is a record is done wholly by me / by us. 4. All verbatim extracts have been distinguished by quotation marks and the sources of my information have been specifically acknowledged. Signatures: Date:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Submitted in Partial Fulfilment for the Requirements of the degree Programme Bachelor of Business AdministrationNovember, 2012 Table of Contents Introduction3 Chapter 1: Business Model, Vision, Mission, Goals and Strategies3 Concept Definitions3 Yum! Inc Evaluation3 Yum! Inc Correlation Business Strategies and Current Business Model4 Chapter 2: Yum! Inc Financial Analysis6 Chapter 3: Weaknesses and/ or Competitive Liabilities8 Chapter 4: Internal Factor Analysis8 Reference List12 Introduction An internal organizational analysis aims to investigate a company`s business model, its mission, vision, goals, resources, competencies and undertaken strategies to compete on the market.It gives an overview of the organizations strengths, weaknesses, opportunities and consequently threats. By conducting a proper internal analysis a company can identify its competitive advantage over its competitors and use the outcomes to derive new scope of strategies and possibly effectively direct the organization on the long run. There are several major and crucial areas companies audit internally, that is to say organizations value chain, cultural web, business model, capabilities assessment.After conducting such analysis companies identify possible areas where immediate action is needed for improvement, its threshold capabilities, core competencies by which they gain competitive advantage. Essential ly, organizations can decide which resources and activities are of significant importance to the company and must be kept internally and which can be outsourced. Additionally, possible strategies for the future can be established. However, the internal analysis cannot solely be a ground for new strategies, an organization has to conduct an external analysis before forming its final strategies. (Johnson & Scoles, 2008).Chapter 1: Business Model, Vision, Mission, Goals and Strategies Concept Definitions Before analyzing Yum! Inc, several concepts have to be defined. Firstly, Business Model refers to all products, services and information an organization owns and how they flow between participating parties. Vision refers to what an organization aspires to become in the future. A Mission statement captures the emblematic purpose of an organization to conduct business in line with the values of it`s stakeholders. Organizational goals are general statements for aims and purposes whereas o bjectives are narrowed down to quantifiable results.Finally, organizational strategies are its long-term directions. (Johnson&Scoles,2008). Yum! Brands, Inc Evaluation Yum! Brands, Inc is a global operator of franchisees and licensees a chain restaurant brands like KFC, Pizza Hut, and Taco Bell. The business model of Yum! Brands, Inc will be analyzed by the use of Canvas Model further in this chapter. According to the Annual Report (AR) 2011, the company`s Mission Statement is implied under its future-back vision statement: â€Å"Be The Defining Global Company that Feeds the World†. Moreover, it`s Vision Statement is: â€Å"Be the Best in The World at Building Great Restaurant Brands†.After a deeper analysis of the company, it has been identified that Yum! Brands, Inc has the following core business related long-term goals: † 1. Build leading brands in China in every significant category; 2. Drive aggressive international expansion and build strong brands everywh ere; 3. Dramatically improve U. S. brand positions, consistency in returns; 4. Drive industry leading, long-term shareholder and franchise value. (Yum, Annual Report, 2011). According to the Chief Sustainability Office ‘CSO’, Roger McClendon, Yum Brands want to establish and align global goals to improve the economy of restaurant.Yum Brands global enterprise goals for sustainability are: 1. Reduce global energy consumption by 10% by 2015 2. Reduce global water consumption by 10% by 2015 3. Develop 5 LEED certifiable restaurant standards across China, India, United States of America and Yum Restaurants International (YRI) business divisions by 2012 4. Elevate Yum packaging vision into actionable brand goals leveraging Yum packaging guidelines. (Source: www. yum. com/csr/environment) Next to that Yum! Brands, Inc has formed it`s values which direct the companies strategic actions, namely: 1. Believe in People; 2. Be Restaurant and Customer Maniacs; 3.Recognize; 3. Go for Breakthrough 4. Build Know How; 5. Take the Hill Teamwork Yum! Brands, Inc, further referred to as† the company† or â€Å" Yum† within this report has taken different strategies to achieve its main long-term goals. The strategies will be outlined in correlation with the business model. Yum! Brands, Inc Correlation Business Strategies and Current Business Model The CEO and Chairman of Yum! Brands, Inc shares the fairly simple business model of Yum. The main focus of the company is reducing company ownership in highly penetrated markets meanwhile increasing exposure in emerging and under-penetrated markets.Moreover, the largest fast food franchiser continues with its refranchising program in the States, aiming to retain 5% ownership of KFC and Pizza Hut. The business model of Yum! Brands, Inc is analyzed by the Canvas Business Model, (Oosterwalder, 2010) see fig. 1 Fig. 1 Canvass Business Model Yum! Brands, Inc has three main markets from which it generates revenues , namely the USA, China and Yum Internatianonal Restaurants. Within those markets, the company creates value for various sub markets by diversifying and customizing within the fast food market through different restaurant concepts.Moreover, the channels through which it reaches those markets are via own channels-direct, namely in-house sales, mobile ordering system for Pizza Hut in the States. This is rather costly activity for the company, however it has a high profit margins. Moreover, in 2011, Yum participated in an Annual World Hunger Relief campaign with the use of Christina Aguilera voice for good in the cause against hunger (www. fromhungertohope. com). This is an example of the Awareness Channel Phase as explained by Osterwalder, 2011. Christina Aguilera`s personality world recognition and the Campaign`s awareness to create awareness for the Yum! Brands, Inc.With regard to the customer relationship, the company serves its customers via personal service, self-service. The per sonal service is based on the fact that customers are being helped via the purchase process on the points of sales. In addition to that, in order to continue successful operations within the quick service restaurant sector, Yum has several key partners, subcontractors- franchisees and licensees through which the company exposes its products. Moreover, the company`s main supplier is Unified FoodService Co-op LLC, an American company which offers lowest store-delivered prices for restaurant products (Yum, Annual Report, 2011).Another key partner of Yum is McLane Company, Inc. distributor for concept-owned restaurants and for many of the franchisee and licensee restaurants. Finally, there is a Syndicated creditor, consisting of 24 banks which offers a financias support for the company- 1. 15 bln USD. International partners such as in Russia with Rostik`s KFC are also of significant importance to the company. In order to effectively, deliver its value proposition to customers, namely hi gh product quality, speed service, high quality ingredients, variety of unique products, competitive prices, consistent product quality, the company operates with few key resources.The company operates an effective distribution system- Yum! Brands, Inc owns their local, regional and also global distribution system. Additionally, the company owns, franchises and licenses, as a consequence, there are financial resources coming in within the company in form of royalty fees and sales. Another, key resource for the company are it`s restaurant concept Patents and Trademarks etc. KFC, Pizza Hut, Taco Bell etc. Brand Power, standardized and formalized restaurant operations practices which give the company the ability to offer consistent service.Finally, the research & development centers and the overall diversified product portfolio are other key company resources. The key activity in which the company engages is sales of food within the quick service restaurants sector by franchising, lice nsing and owning own properties. This is related to the production of fast food. Finally, the main revenue generating streams are the three main markets from which the company derives it`s financial resources, the USA, China and the Yum International Restaurants and the offer of dine-in, dine-out, drive through and home delivery food via franchise, license agreements and own properties.The main strategy of Yum to succeed in the fast food market is by undertaking Cost Driven strategy. By delivering a customized service to the Chinese, American and International market the company targets at the average income market by offering relatively law priced products which fit into the budget of a wide market. Since, it does not necessarily focus on the value-proposition like exclusive products do but rather on cost-saving. Yum achieves this via economies of scale and economies of scope. To conclude, Yum operates with cost-driven cost structure.This business model can clearly be linked to the undertaken strategies by Yum. One of the company aims to enter emerging under-penetrated markets like China and increase leadership position and strengthen operational model. This has been achieved by the strategy of buying the Chinese Hot Pot concept restaurant Little Sheep Company and developing a tailored local quick service restaurant chain East Dawning. This actions fit into the company`s value proposition- food diversity, variety of products, speed service, tailored products as they all belong to the quick service restaurant category.Next to that, the strategy of East Dawning is to strategy is to offer tremendous variety and refresh menu 24% twice/year which also fits to company`s value proposition. In addition, the company owns their local, regional and global distribution system and this fits to their long term goal to expand internationally but also with their cost structures and cost-driven strategy. Moreover, the ownership of distribution system gives the company a stron g competitive advantage. Finally, these strategies fit into the company`s business model by segregating the market and still offering products on competitive prices.Internationally, the company took the strategy to enter Russian, Indian and African market. : In Russia acquisition of Rostiks- chicken company. Growth in Africa is represented by the opening of 656 stores in SA, entry in Zambia, Ghana, Kenya. In India the company entered the market with 101 restaurants in 2011. In total 900 restaurants were added in 2011 in the International Division. International Division`s Operating Profit grew with 12%. These strategies re in line with the business model for generating revenues via three main areas, the USA, China, and International Division.Moreover, all those strategies to expand are connected to the company`s key activity and also value proposition. Next to that, the company aimed at improving brand position in the States. One of the strategies to achive this was transforming Piz za Hut to â€Å"Pizza, Pasta and wings†. Moreover, Pizz Hut improved it`s service by â€Å" Heart of the Hut: program which also added value to the hospitality of the chain. Moreover, the KFC kicked off a nation-wide campaign with value menu – 3. 99 USD 2 peace meal, 2 side dishes and biscuit. This has been as a result of investment in operations, make it more contemporary.Additionally, Taco Bell introduced it`s – â€Å"First Meal† Strategy- launched breakfast in 800 restaurant- opening earlier than before at 9am and introducing theu Launche Doritos Lotos Taco, which became a huge success- famous Nacho Cheese Doritos. The above mentioned strategies, go in line Yum`s business model: value proposition- speed service, product quality; key partners- continue operations with franchisees and licensees; key activities- continue playing on the Quick Service Restaurant Market by the use of company`s key resources- rely on own patented brands, use the standardized operations to offer consistent service.Another, strategy Yum took in the USA was to increase operation audits in franchise field support which also was in accordance to their business model to offer quality products and consistent service. Another strategy to improve the USA brand position was to reduce company ownership of KFC, Pizza Hut, Taco Bell from 13% to 8% in the domestic market in order to increase franchise fees, reduce operating expenses and capital expenditures- cost-driven company.Last but not least, the company has decided to reduce Taco Bell Ownership from 23% to 16% over the next 2 years and sold Long John Silver`s A&W All American Restaurants in order to meet it`s last long-term goal, namely Drive Industry Leading, long term Shareholder & Franchise Value and retain 5% ownership of Pizza Hut and KFC. To conclude, according to the Yum Brands annual report 2011 (annual report 2011), the success of Yum Brands in executing these strategies has driven the organizations r eturn on invested capital over 22. 00% in top with the industry leaders. The organization generated over $2. 000. 000. 00,00 dollars cash from the operations in 2011. The company is lucky to have global opportunities to invest in for the future growth. Furthermore, the organization owns and operate the distribution system the restaurants in China. This strategy provides a significant competitive advantage. This way China will have an economy growth and achieve a population of 1. 300. 000. 000,00. Yum Brands will rapidly adding KFC and Pizza Hut restaurants, this way the organization will test the additional restaurants concepts. The concepts of KFC and Pizza Hut are (for example): ‘Pizza Hut – pizza delivery’ and East Dawning, which is Chinese food. Yum! Brands, Inc Annual Report, 2011). Chapter 2: Yum! Brands, Inc Financial Analysis In this chapter the financial performances of Yum are being analyzed. Within the first part of this chapter the balance sheet and t he income statement are being analyzed. This analysis is being conducted with the help of horizontal and vertical analysis. Within the second part of this chapter the key performance indicators will be analyzed and compared with industry averages. 2. 1. 1 Income statement The total revenue of Yum increased from $10. 836 million in 2009 to $12. 626 million in 2011. This is an increase of 16%. 6% of the total revenue is the income from restaurant sales and 14% is the income of franchise fees. The distribution of the revenue is more or less the same as previous years. From this it can be concluded that, although Yum is expanding their franchises, the most important form of revenue still comes from restaurant sales. Although the revenue increased with 16% from 2009 till 2011, also the total costs increased with 16%. The total costs represented 85% of the total revenue. This figure is more or less the same in 2009 and 2010. The largest cost account is the use of food and paper. This acco unt represents 29% of the total revenue.The food costs in the hospitality industry is on average 33% of the total revenue (Cote, 2006) Yum is doing quite well with managing their food costs. The salaries represent 19% of the total revenue. Considered that on average within the hospitality industry employee wages represent 33% of the total revenue, Yum is managing their employee costs very well. (Yum, 2010) (Yum, 2011) 2. 1. 2 Balance sheet The most noticeable when looking at the horizontal analysis of the balance sheet is the huge increase in the cash and cash equivalent account. The cash increased from $353 million in 2009 to $1198 million in 2011.This is an increase 239. 38% . In 2009 the cash account represented 4. 94% of the total assets, in 2011 this account represented 13. 56% of the total assets. The shareholder equity also increased significantly. The shareholder equity increased with 177%. This can be explained by the fact that Yum sold shares. Additionaly, the increase in cash of the company can be explained by the facts that they sold Long John Sylver A&W All American Food Restaurants. Furthermore the short-term borrowings increased significantly. From 2009 till 2010 this account increased with 1140,68%. However in 2011 this account is reduced slightly.In 2011 the increase in comparison with 2009 is 542%. In 2009 the short-term borrowings represented 0,83% of the total liabilities, in 2010 this was 8. 09% and in 2011 3. 62%. This can be explained by their pursuit of growth strategy- taking over of the Little Sheep Company, opening East Dawning Restaurant in China. The inventory has also increased with 223%. This can be explained by the fact that expansion results in more inventory. The cash and cash equivalents account do not only represent hard cash but it also represents funds which are temporary invested in short-term, high liquidity debt securities.The cash account increased because of the increase of the shareholders’ equity. The shareho lder equity increased with 177% because of the issuing new stock. Finally the retained earnings increased significantly. In 2009 this account was $996 million, in 2011 this was $2052 Million. That is an increase of 106%. In 2009 the retained earnings represented 13. 93% of the total liabilities, in 2010 it was 20. 65% and in 2011 the account represented 23. 23% of the total liabilities. Yum is saving money which originally was reserved as dividend payments.Yum is saving their money probably for investments and expansions otherwise the shareholders would not agree by the fact that they are not getting paid all their dividends. (Yum, 2010) (Yum, 2011) 2. 2 Ratio analysis Within this part several ratios of the past 3 years will be calculated and analyzed. Current ratio The current ratio measures the relation between the current assets and the current liabilities. Year| Current ratio| 2009| 0. 73| 2010| 0. 94| 2011| 0. 95| Table 1: Current ratio From the above given figures one can conc lude that Yum has a shortage of $0. 05 in 2011. However this does not means that Yum is financially unhealthy.In general the current ratio should be around 1. According to Schmidgall, 2006 different parties are interested in different current ratios. Creditors normally prefer a high current ratio as this insures that they are getting paid. Owners and stockholders generally prefer a lower current ratio. Stockholders are mainly interested in profits and according to them investments in most current assets are less productive than investments in noncurrent assets. (Schmidgall, 2006) (Yum, 2010) (Yum, 2011) Solvency The solvency ratio measures the relation between total assets and the total liabilities. Year. Solvency ratio. | 2009| 1. 18| 2010| 1. 25| 2011| 1. 28| Table 2: Solvency In 2009 Yum had a solvency ratio of 1,18. This means that for every dollar of debt they had $1,18 of assets. In 2010 they increased their solvency to $1,25 and in 2011 it increased to $1,28. It can be conclu ded that Yum is solvent, their assets exceed their debts. (Yum, 2010) (Yum, 2011) Profitability ‘Hospitality enterprises are often evaluated in terms of their ability to generate profits on sales’ (Schmidgall, 2006, p. 225) Year| Profit Margin Yum| Profit Margin McDonalds| 2009| 9. 88%| 20%| 2010| 10. 21%| 20. 54%| 2011| 10. 4%| 20. 37%| Table 3: Profit margin In 2011 Yum had a profit margin of 10,44%. This means that for every dollar of revenue the gain 10,44 cents of profit. The average profit margin of the whole restaurant industry is around 5%. Compared with the whole restaurant industry yum has a strong profit margin. However when a comparison is being made with a top competitor, yum has a weak profit margin. As can be seen in table 3, McDonalds has almost the double profit margin of yum. Thus from these figures it can be concluded that yum has a weak profit margin compared with their top competitor McDonalds. Yum, 2010) (Yum, 2011) (Yahoo finance, 2012) (Stock ana lysis) Return on Assets The ROA ratio measures the profitability of a company’s assets. Year| ROA Yum| ROA McDonalds| 2009| 15. 62%| 15,06%| 2010| 15. 30%| 15,47%| 2011| 15. 58%| 16. 68%| Table 4: Return on Assets Within the restaurant industry the average ROA lays around 8%. The ROA of Yum is around 15,5%. Compared with the total industry yum has a strong ROA. When the ROA of Yum is being compared with the ROA of McDonalds, the conclusion remains the same, Yum has a strong return on assets. Yahoo finance, 2012) (Yum, 2010) (Yum, 2011) (Stock analysis) To conclude it can be said that yum is a financially healthy company. Although the world wide credit crunch Yum is still able to increase their revenues. Comparison of the ratios with industry averages shows that Yum is doing well. Their debts do not exceed their assets. There is still room for an improvement of their profit margin. Compared with the industry average they have a strong profit margin however in comparison with t heir top competitor their profit margin is quite weak. Chapter 3: Weaknesses and/or Competitive Liabilities 1.Resources and Capabilities Evaluation 2. Evaluations of Factors Depriving Yum! Inc from Effective market Competition The evaluation of the resources and capabilities, and factors which might be preventing the corporation from competing effectively will be outlined with the help of a SWOT analysis. This technique will be used, because it gives the ability to present the resources and capabilities into strengths, and the factors which might be preventing the corporation from effective competence can be divided into weaknesses. However, since Threats and Opportunities part will be elaborated on in Weekly Report 3 Strengths| Weaknesses| Leading market position built on a portfolio of strong brands with high level of consumer acceptance * Different store concepts catering to a diverse customer base * Strong balance sheet and cash flows even in tough economic and macro environment * Leadership position in China and other emerging markets * Human Resource Policies- area coaches * Support by syndicated credit facility * Research & Development Centers * Ownership of distribution systems * | * Drop in performance within the domestic market * Lawsuits – Bad Publicity * Heavily dependent on Chinese geographic region * Internal brand competition * Higher loan interest rate than the LIBOR- London Interbank Offered Rate- 0. 25-1. 25% higher. * Brand Reputation dependent on Franchisees| Strengths With more than 37,000 outlets in 120 countries worldwide, Yum Brands, has earned the title of a leading global quick service restaurant corporation with high level of consumer acceptance and brand recognition. The corporation consist of three main brands, namely – KFC, Pizza Hut and Taco Bell. The big amount of units all over the world is a valuable resource, but this is not enough to guarantee a distinctive capability.With the effective interception of the sale s and marketing functional area, all those restaurants are promoted effectively and with heavy investments in brand promotion, the position of it, in the mind of the customers, has been changed to the point, that Yum Brands is recognized as one of the best global brands with a leading market position within the industry. The promotion effectiveness is present by the fact that KFC is the leader within US chicken QSR segment with 39% market share, which is 2 times higher than the results from its closest competitor on a national level. In addition to that Pizza Hut is also the leader in the US pizza QSR segment, with 15% market share. Last but not least Taco Bell is also the leader in the US Mexican QSR segment, with 50% market share.The sales and marketing functional area is not the only one responsible for this results. In addition to it the operations management team and all international and regional managers, are contributing to the constant delivery of high quality, which will g uarantee customer satisfaction and acceptance. From the fact that Yum Brands’ has a leading market position as a second main resource, two main capabilities can be derived as well – the ability of significant bargaining power and the capability to grow financially. Furthermore, the company's strong brand value, facilitates customer recall and allows Yum Brands to penetrate new markets as well as consolidate its presence in the existing ones.The second strength can be divided into one resource and one capability. The resource is that the brand has three different restaurant concepts and every one of them has a set of unique food products, which can be customized additionally on their own as well. For example KFC, offers fried and non-fried chicken-on-the-bone products, while international outlets offer menus, which include side items, which are in line with the local customer demands. Pizza Hut for example is specializing in the sale of ready-to-eat pizza products, but there are restaurants, which are also offering breadsticks, pasta, salads, sandwiches and pizza souses, which are also suited to the local markets.Taco Bell is a small exception, since it specializes only in Mexican-style food products, but the diversification comes from the fact that all products like tacos, burritos, gorditas, chalupas, quesadillas, salads, nachos and other related items can be customized on their own. This resource leads to the capability of having the opportunity to provide products, which will attract a large number of diverse market segments. Not only by differentiation of the products but also by the differentiation of the locations the three different concepts within Yum Brands can develop, operate, franchise and license an international chain of both traditional and non-traditional QSR restaurants.For example the traditional one’s offer dine-in, carryout and often, drive-thru or delivery services, while the non-traditional restaurants are typically l icensed outlets that include express units and kiosks with a limited menus and most of the time operate in locations, which are not traditional like malls, airports, gas stations, convenience stores, stadiums, amusement parks and colleges. The diversification of the company products into three different brands, which outlets are also positioned in relation to the profile of the different consumers they serve, Yum Brands is transforming its existing resources into a distinctive capability. Even though there are economic and macro- environmental difficulties in the world, Yum Brands is continuously growing. It’s financial performance is outstanding, since the company’s outlets have recorded net income of $1. billion and over $2 billion in cash from its operations, which is 0. 3 billion more in comparison to 2011. In addition to that there is a 14% increase in the Earnings Per Share, and 7% system sales growth. The company maintains its position of industry leader in USA with Return on Invested Capital (ROIC) of more than 20%, and in addition to that the company has also increased its number of restaurants with more than 1,561. This increase with more than 1,000 new restaurants is also continuous happening already 11 years. The stable growth of units gives the corporation a title among the other US competitors as the â€Å"number one retail developer of units outside the US†.The capability of delivering constant strong results, which contributes to the plans for growth, provide a significant competitive advantage and distinctive capability, despite the difficult economic situation. Building a leadership position in China and other developing markets, should be considered as a strength, since this will help the corporation to develop even stronger brand image around the world. In addition to that, if the food concepts continue to be popular within the market, this will generate constant profit and ability to grow even further. This strength is also in line with the already mentioned strategy of expansion of the business in emerging and low-penetrated markets. For example over half of the operating profit of the company is generated in China and 72 other emerging countries.The actual aim of the company is to reach 85% global sales in comparison with only 15% in their local market until 2015. Within China all brands are growing with more than 656 new restaurants. Their policy to have leading brands in every significant category also has led to the acquisition of Little Sheep- a leading casual dining concept in China. Except this developing market, 3 more markets are strategically targeted. In India the managers are implementing all key elements, which drove the enormous success in China. The efforts in the moment are concentrated on building a strong base of restaurants, which will generate significant part of their future profits.In the moment in India there are more than 220 KFCs and 170 Pizza Hut restaurants and Taco Be ll also has just entered the market in to develop the brand into their third international known brand. Russia is also considered to be one of the growing market potentials for Yum Brand. Within this market there is a severe competition with McDonalds, but the company still expects high profits and return on investment. In order to do that the company started to expand by re-branding Rostiks-KFC to stand alone as KFC, which will lead to more brand recognition and customer retention. The last market, in which Yum, is aiming to become a leader is Africa. This already has started by the building of 656 stores in South Africa during 2011, and the building of outlets also in countries like Zambia, Ghana and Kenya.The plan is also to enter 7 new countries by the end of 2012, which will cover in total 20 African countries. The resource of having so many outlets worldwide and creating a broad world coverage, will become a capability in future, because the company will be able to generate re venue from markets, which are not penetrated and posses customers with growing buying power. Finally, Yum! Brands, Inc slowly enters the African market by building of 656 stores in South Africa, also entering Zambia, Ghana and Kenya in 2011 and plan to enter 7 new countries in 2012, which sums the plan in total to have restaurants in about 20 African countries by the end of 2012.Overall, this clearly shows that the company has the capability of successful penetrating new markets by adapting to the local customs, political, social, economic and legal systems. The last strength of Yum is the consolidation within its human resource policies. This policies start with the corporate value – How We Win Together principles including the motto â€Å"We love celebrating the achievement of others and have lots of fun doing it! â€Å", is one of the main reasons for their culture to be full of positive energy, teamwork, and fun. This corporate value is also built around a â€Å"People Capability First† philosophy, which lays the groundwork for the way they work as a team, together, every day.Yum invests in their Human Resources and provides training guides have been developed in 11 different languages for over 37,000 Restaurant General Managers around the globe. (Yum! Brands Inc. , Annual Report, 2011) Moreover, the company assigns area coaches, every six restaurant is operated under the supervision of one coach. This is an evidence for the company`s capability of successfully investing in people and promoting employee development and support. Being financed by Syndicated Credit Facility, which consist of 24 banks (Yum! Brands, Inc Annual Report, 2011) gives the company a strong financial security by not being reliable on single creditor.Research& Development Centers, are resource which Yum can strategically utilize to develop new products. This is an explicit example of company`s capability to investigate markets and identify customer needs. Finally, the ownership of distribution channels, helps the company to effectively manage its costa by local, regional and global distribution centers, namely developing effective cost structures. Weaknesses In 2009 the restaurant industry in the US showed transaction declines in dinner occasions, because consumers chose to save money and eat at home. This had also a significant impact on both Pizza Hut and KFC concepts of Yum Brands. As a result, their U. S. usiness was clearly under-performing from 2009 till 2011, but the most significant numbers are present in 2011 with store sales decrease of 1% and profit decrease of 12% for all units within the US market. In order to cope with this problem the company is reducing its ownership in this highly-penetrated market and in December 2011, they have completed the sale of Long John Silver's and A&W All American Restaurants. To sum it up the competitive liability, which is outlined by this weakness, consists of the fact that there is a deficiency of f inancial resources Moreover, lawsuits can cause a negative publicity for the company. For example, beef quality lawsuit on Taco Bell projected the restaurant concept-chain in negative limelight In January 2011.The lawsuit claimed that Taco Bell food items are made with a substance known as ‘taco meat ‘filling', rather than beef. The lawsuit also contended that Taco Bell products only contain 36% ground beef, below the prescribed USDA standard of 40% to qualify as meat. An estimated $3 million to $4 million were spent for nationwide advertising campaign to fight with the negative publicity from the lawsuit. Moreover, the company heavily relies on the Chinese market, as it is the main revenue generator. In the case, of nation-wide catastrophe- decrease in disposable income, change of food related legislations, the company business will be affected negatively.The internal brand competition can lead to decrease of sales in some brands. Furthermore, compared to the average Yu m loans relatively expensive financial resources form banks as the interest rates it pays for its loans are 0. 25%-1. 25% higher than LIBOR. (Annual Report, 2011) Finally, Yum! Brands, Inc company reputation is heavily reliant on its franchisees and licensees. The damaged brand name definitely should be considered as competitive liability, first because of the deficiency in quality of the products and second because of the lack of important organizational assets, which has led to this situation. Chapter 4: Internal Factor AnalysisInternal Factor Analysis organizes the strengths and weaknesses of a company into factors and analyses how a company is reacting on those factors (Jones, 2010). The weight is assigned to each factor from 1. 0 most significant to 0. 0 unimportant. Secondly, rating is assigned from 1 to 5, taking into account the management`s reaction to each factor. And finally, the weighted score is calculated by multiplying column 2 to column 3. INTERNAL FACTORS| WEIGHT| R ATING| WEIGHTED SCORE| COMMENTS| STRENGTHS| | | | | Supported by Syndicated Credit Facility| 0. 02| 0. 5| 0. 01| Secure financing, less dependency on 1 bank| Strong balance Sheet and Cash Flows| 0. 02| 1| 0. 2| Healthy operations| | 0. 3| 0. 5| 0. 15| | Research and Development facilities in Shanghai (China division), Dallas (Pizza Hut, YRI), California( Taco Bell), Lousiville (KFC)| 0. 2| 0. 5| 0. 1| Advantage of examining markets, developing products| Distribution system ownership| 0. 02| 0. 5| 0. 01| Cost effectiveness| Membership in Unified FoodService Purchasing Co-Po| 0. 01| 0. 5| 0. 005| Cost effectiveness and purchase power| Effective Market Segmentation-| 0. 02| 0. 3| 0. 006| Reach more consumers, spread risks| Restaurant concepts, trademarks patents| 0. 01| 0. 2| 0. 002| Competitive advantage| Strong Global Brand Awareness| 0. 2| 0. 5| 0. | Strong recognized brands| Area Coaches work with 6-12 restaurants| 0. 2| 0. 5| 0. 1| | Part D: Finances 1. Cost Structures * Reduce la rge capital investments by franchising and licensing in more mature markets 2. Characteristics of Cost Structures 3. Revenue Streams * Royalty fees based on sales from franchisees and licensees * Company sales * 3 Major markets- the USA- , China and Yum Restaurants International Conclusion The report has been divided into four components in order to describe Yum! Brands Inc. , internal organizational analysis. Among others the first component identified the vision and mission. Yum! Brand, Inc. strives for Be the Best in The World at Building Great Restaurant Brands†. In addition, the vision of Yum! Brands, Inc. can be stated as: â€Å"Be The Defining Global Company that Feeds the World. † Therefore, offering speed, variety, and convenience and budget prices products is of high value in order to satisfy their customers’ needs. They want to be a company ‘with a huge heart’, taking the environment into consideration and look for recognition with one sys tem operational excellence as out foundation. Furthermore, this vision reflects to the fact Yum! Brands, Inc. is already a global operator of franchisees and possesses chain restaurants brands like KFC, Pizza Hut,Taco Bell, Little Sheep and East Dawning.Principally main markets for the brand are in USA, China, Africa, Europe and Asia; here they segment different groups. Effective marketing which Yum! Brands, Inc. uses, contributes to this growth of business. As well as aggressive international expansion supports Yum! Brands Inc. entered the market in Russia and India. With China as focus, Yum! Brand Inc. strives for building strong and leading brands everywhere. The acquisition of Little Sheep, which offers casual dining restaurants to China, generates leading brands in every appropriate category. East Dawnings has been build up to be the first restaurant with a quick food service In China. Second strategy is to aim for international expansion.In addition, the brand wants to expand the US brand position. Last, the goal to serve the long-term interests of shareholders will be supported b an executive compensation program. However, financially, looking at revenue streams of the brand, the total revenue of Yum! Brands Inc. showed an increase of revenue of 14% in 2011. 86% of the total revenue has been generated by restaurant sales, the remaining part was income of franchise fees. Though, the total costs increased equally with 16%. Notable is, the fact retained earnings showed quite an increase of 106%. There can be assumed here Yum! Brands Inc. lay aside a lot of cash in order to invest and expand in the future.All in all, there can be concluded Yum! Brands Inc. is a financially healthy company. Debts do not exceed assets and the company is still capable to increase revenue. 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