The Spanish Settlement Essay Example for Free

The Spanish Settlement Essay During the 17th century, many nations started settling all throughout North America. Spanish conquistadors claimed much of the Southwest, while England began to occupy the Northeast. The Spanish and English colonies varied in terms of the impact of religion and control of the economy. The Spanish and English colonies varied in terms of religion such as immigration and opinions on salvation. Starting in the late 1500s and early 1600s, conquistadors such as Vasco Nunuez de Balboa and Herman Cortes of the Spanish empire first started to make their way into the New World. Known for their mantra, â€Å"Gold, Glory, God†, the main reason for their expansion was for power and wealth. In the Spanish church, the Pope decided who went to Heaven. This scared most Roman Catholics of the Spanish Empire into following the rules of the church. The Spanish ships arrived containing soldiers of the Spanish empire as well as Franciscan Friars, or priests of the Roman Catholic Church. The priests began converting Native Americans to Catholicism. The Spanish believed that by converting the Native Americans, the natives would be saved from an eternity spent in Hell. (This belief led them to demand tribute from the Native Americans.) Due to the notion that the Pope grants entrance into heaven, King Phillip III of the Spanish Empire fulfilled any demand the head of the church had. When the Pope insisted the Roman Catholic Church needed more money, King Phillip III made it a requirement for converted Native Americans to pay tribute to the Spanish using gold and silver bullion. On the other hand, English settlers came to the New World to practice their religion freely. After England broke away from the Roman Catholic Church in the 1500s, The Church of England was founded and all of England was forced to belong. The Puritans did not agree with ways of the Anglican Church. After years of being punished by King Charles I for not obeying the Church of England’s rules, the Puritans came to the New World. The colonists founded the Massachusetts Bay Colony in 1629 as a way to reform parts of the Protestant religion. One major aspect of the Anglican Church that the Puritans wanted to reform was the belief that one’s actions on earth determined entrance into Heaven. The Puritans believed in predestination, a belief that God decides who will go to Heaven and Hell before birth. A Puritan’s actions on Earth were evidence of who was going to heaven. The Spanish and the English came to the New World for different reasons. The Spanish came to expand their empire through religion. The  English wanted religious freedom. The Spanish settlers had strong ties back the Spanish empire; all tribute that Native Americans aid to the Spanish settlers was sent back to the Spanish empire and Roman Catholic Church. Because the English setters came to the New World to distance themselves from England, the colonists of New England were mostly on their own. Because of this, English settlers were more independent and self-sufficient. The cultures also had different ideas about salvation. The Spanish believed that leaders of the church decide who goes to heaven. The English believed that their fate was predestined, and that God chose who will go to heaven before birth. Because of the Spanish settlers reliance on the church officials, the English settlers show more independence than the Spanish. Another difference between the Spanish settlers of the Southwest and English settlers of New England were their views on acceptable ways to treat the Native Americans economically and on proper handling of wealth. The Spanish used the encomienda system to acquire wealth. Under this system, an ecomendero was granted a specific number of Native Americans to protect from other tribes and teach the Spanish language to. In exchange, the encomendero could force the Native Americans to pay tribute in forms of bullion and labor. Eventually, the native people began to die off from the harsh labor and foreign diseases that the Spanish brought from Spain. The Native Americans rejected Spanish control and returned to their customs. Angered by this, the Spanish captured 46 Pueblo leaders, which started the Pueblo Revolt. After years of fighting, the Spanish regained control. In New England, relationships with local Native Americans started out peaceful. The Native Americans and settlers of New England began to trade with each other. Native Americans, who were used to their elementary weapons, acquired better weapons from the Europeans. This once beneficiary exchange between the two cultures eventually grew tense. As years went on and more settlers came to America, conflicts arose. An agreement formed between Dutch settlers of New York and the English settlers of New England about the division of the Pequot lands. When no immediate decisions were reached of who would gain the land, New Englanders started to settle in the area without notice. The Pequot took this unplanned invasion as a form of attack, and fought back. After a series of attacks, New England called for reinforcements from allies. By joining forces with Plymouth and the Narragansett people, the  English gained control of the lands. In Spanish settlements, the economy revolved around mercantilism. The colonies were founded to economically compliment the Spanish empire by sending all wealth back to Spain. Foreign ships were prohibited to enter Spanish ports to keep a positive balance of trade. On the other side of the New World, the English colony of Plymouth initially set up a communal society. The entire community shared the land and helped farm. This later proved to be unsuccessful, and the land was divided up. In New England, farming was possible, but not particularly successful. The rocky soil and short growing season made growing the majority of crops difficult. The English settlers found the most profit in fishing and large trading ships. Since the colonists of New England were independent, from England, all profit made from farming and fishing stayed in the colonies. The Spanish and English battled with Native Americans of the Southwest and New England. The Spanish settlers, coming from a large empire, already had the taste for conquering other nations. Defeating cultures was a foreign concept to the people of New England. Their humble victory over the Pequot people resulted in unexpected success. The Spanish and English had similar economies with major differences. The Spanish economy was based on mercantilism. This gives evidence of ties back the Spanish empire, who ruled Spanish settlements. The English colonists traded with Europe, but also raised crops and cattle for themselves. While the Spanish sent their gained wealth back to Spain, the English settlers were able to make a profit. Because the Spanish settlements economy was created to benefit the Spanish empire, English settlers are more independent than the empire reliant Spanish. The Spanish and English settlers varied due to the English settler’s independence. The Spanish settlers showed more dependent on Spain, while English settlers showed independence when it came to treatment of Native Americans and economically using resources widely. The colonists of New England were better prepared for life on their own, and eventually gained control of all of America.

The Handmaid tale essay Essay Example for Free

The Handmaid tale essay Essay Everything except the wings around my face are red: the color of blood, which defines us. The skirt is ankle length, full, gathered to a flat yoke that extends over our breasts the sleeves are full, (9). Through this detailed imagery, the quote shows the restrictions on the handmaids and how they cant expose themselves to the men of Gilead, the color and appearance of the clothing is simple and boring, reflecting on their jobs as handmaids who just have one specific duty and that is to repopulate Gilead, their lack of freedom is shown as they have no choice, personality and individuality. The shoes flat-heeled shows that they cant present their sensuality, on the other hand, the wives that wear high heels shows power, control and a stimulant for sexual needs. The importance of the color red to the comparing of blood symbolizes fertility and womanhood; it also symbolizes danger for the people of Gilead to stay away from the handmaids. It also reminds the reader of a fairytale the little red riding hood hence, it is ironic because the life of a handmaid is nothing like a fairytale and they are represents political prostitutes. Moreover Gileads regime is extra strict on females, the violence towards is seen during the mass execution. Beneath the hems of the dresses the feet dangle, two pairs of red shoes, one pair of blue. If it werent for the ropes and the sacks it could be a kind of dance, a ballet, caught by flash-camera; mid-air. They look arranged. They look like showbiz. (346), through this visual imagery and simile, something brutal like death is presented as a performance of some sort. In this extract, Gilead is shown to have power and isnt afraid to take lives of females, and someones life has no value in Gilead, because everyone can be easily replaced. Furthermore, the men in Gilead are sexist; they enforced strict laws on the women of Gilead so they wouldnt be able to commit sinful acts like rape. Even though these laws were there to protect women, through the character of the Commander and the doctor the reader sees their sufferings and their manipulation of the law to get what they want, sex. The women in this novel, more specifically the handmaids symbolize sex because they are victims of this sexual thrust that the men of Gilead face. Through the Commander, the reader learns about his perspective on women of pre-Gilead and Gilead. Inability to feel. Men were turning off on sex. (263) The commander states that he had to make these laws so the men of pre-Gilead could feel, but the Commander didnt care for the females and their emotions, he had an anti-feminist perspective and decided to categorize females for his advantage. Likewise, it illustrates how men only want women to fulfill their sexual needs. In fact, they would not want to deal with elements of relationships such as love and emotions. Another example of sexism is at the night of the ceremony where the male figure, the commander is given the authority and power to begin the ceremony. Hes like a man toying with a steak, behind a restaurant window, pretending not to see the eyes watching him form hungry darkness. (110) The commanders character represents a figure of power and authority in this context, Atwood displays him as a leader of the household but him abusing his power to visit clubs like Jezebel proves that he has no respect for females and the laws that he enforced on the males and females of Gilead doesnt apply to him because he thinks of himself as a superior being, over the guardians and angels. In fact, they would not want to deal with elements of relationships such as love and emotions. Moreover, certain men in Gilead had the power to accuse women of acts that they didnt commit. The character of the Doctor is an example of this, who abused his power to victimizes a females and get sex. Upon seeing Offreds body, he trys to force Offred into having sex with him and he manipulates her by stating that he can get her pregnant and no one know. This is evident through the quote, He takes his hand away, lazily almost, lingeringly, this is not the last word as far as hes concerned. He could fake the tests, report me for cancer, for infertility, have me shipped off to the Colonies, with Unwomen. None of this has been said, but the knowledge of his power hangs nevertheless in the air as he pats my thighs (76). This illustrates how male could easily break the rules without getting in trouble while the females of Gilead have no rights or power. Even if the doctor was to be reported, the authorities would take his side instead of the woman. Therefore, such characters with power seem to get what they want and they misuse females for their sexual pleasures. Hence, females have always been victims of these sexual predations. In addition to this, there is sexism in the futuristic society after Gilead, where the speaker, Professor Piexioto, jokes about the Underground femaleroad, and refers to as a frailroad, meaning a weak or breakable road suggesting that females are weak and easy to repress upon. The professor seems more interested in the identity of the Commander but not the human sufferings of Offred who was victimized by the Commander and the regime of Gilead. It is ironic that during this conference the minority were females, only one female professor was present at the conference which proves that even though this society, the society of 2195, is still sexist, some female rights have been reclaimed. In conclusion, The Handmaids tale presents extreme forms of sexism and hatred towards females, and repetition of this sexism is present in cultures preceding and following Gilead which proves that sexism is widespread in societies, today. Usually females are targeted to physical and emotion abuse from men, this is not only wrong but something that scars one for life. Men are men and women are women. Both have some specialties. And in that particular area one should be respected by the opposite and should be assigned to lead. So leading an example and not becoming a bystander will contribute to the awareness of sexism and equality can be formed. And even though it is in human nature for men to manipulate and take advantage of females, females should take a step and fight for their rights. Therefore, the message is that females should not be contended within their society and should change for their benefits.

Analysis of Strategies for Expansion into UK

Analysis of Strategies for Expansion into UK Introduction Research Content:- Over the last few decades, there has been a tremendous growth in the volume of business. A number of new players have entered the business world and as a result there is fierce competition making survival very difficult. Therefore it is imperative that Companies establish a sustainable competitive advantage over other competitors. One key strategy that companies have often adopted to sustain in the long term is continuous growth to become recognised brand and dominant that they can set the agenda. Thus we see huge multi-national corporate in various sectors particularly in retail, food and beverages that are dominant and sometimes act as monopolies. However, pursuing a strategy of growth simply does not mean that corporate can expand their businesses, survive and remain successful. In the past, many organisations have adopted various strategies and implemented all of them but have failed. This is because like any other strategy, growth strategies must be carefully formulated and prop erly implemented. If not, there could be severe consequences. There are many organisations particularly in the UK that are aspiring to expand their presence. However, a number of huge western based multi-nationals exist that are dominant and follow entry deterrence strategies such as patents, limit pricing, cost advantages, aggressive advertising and marketing etc, in order to prevent other organisations from taking their market share or eroding their margins. We shall study in this dissertation, the growth strategies that such emerging organisations adopt and implement to capture the markets and also see how they encounter the indirect entry barriers imposed by the giant multi-nationals. Aims Objectives The Goal of this dissertation is: to analyse the various strategies that can be composed by an organisation and the ways that they should be implemented; to list the various possible outcomes that can be achieved by an organisation with proper planning and implementation of a strategy; to study the reasons why it is important for organisations to plan and have alternative strategies Even though many companies form strategies and implement them, not all of them may succeed. So, why do companies fail to achieve their objectives with the implemented strategies. The main purpose of this research would be based on Andronicas World Of Coffee (AWOC), the way they work on the strategies they plan and the implementation process to make it a success. A Study would be done on the problem that they have faced and are facing in the present and the past while implementing their Retail business strategies to become a recognized brand. The objective is to complete the study with all the required literature review and theory which relates to strategies formulation and implementation. Analyses the reasons, motives, process and other aspects related to strategies formulation and implementation. The main objective is to have a brief study on how Andronicas- world of coffee has planned its strategy and has implemented it, in order to enter highly competitive market of coffee chains and become a leading Retailer in UK. Analysis will also be done on the performance of this organisation and the growth achieved in short span of time. The objectives that we aim to explore are given below : To Examine the strategies formulated by Andronicas- World of Coffee for establishing their retail business within UK. To analyse the different steps and ideas they used and implemented for establishing their retail business in LONDON. To find out what Andronicas- World of Coffee was and what it is now after the implementation of its formulated strategy. To study the impact of ongoing Financial crisis on Andronicas as a business. Purpose of Study:- The fast growing competition in business market has raised the need for new markets. This has inspired many small organisations to grow and provided opportunities, for which various strategy needs to be formulated. The purpose of research is on what field a company needs to concentrate and what strategy it should apply in order to enter the highly competitive market. The implementation plans of company play a vital role. Even though strategies are planned well but some companies fail during the implementation process, this is because of improper communication/ short term plans. The implementation process needs to be monitored very carefully. The purpose of the study is to identify the strategies that organisations plan and the way they try to implement it. The main aim of this study is to describe a method that can be adopted by Small medium enterprise to enter a highly competitive market that is already dominated by big market players with the Example of Andronicas -World of Coffee. Managers and leaders of companies are constantly involved into decision-making. They use different types of strategy to ensure that their business not only survives but brings profit. . Strategic ideas are relevant for all types of organization, and many of the key issues are the same although they may differ in their relative significance. All businesses in the competitive environment are affected by strategy and strategic issues if not their own, then those of the competition or the external environment[2]. Long-term strategic success requires coordination of the managers efforts and effective structure of the managerial department of the company. Introduction to the Industry Coffee makes us severe, and grave, and philosophical Jonathan Swift, 1722 Possibly the cradle of mankind, the ancient land of Abyssinia, now know as Ethiopia, is the place where coffee was born. In todays world beverages sector comprising of coffee as a sub sector is one of the key segments of the economy having extensive and forward and backward linkages with other key segments of the economy. According to the latest coffee statistics from the International Coffee Organization (ICO), we pour about 1.4 billion cups of coffee a day worldwide. In fact when we look at per capita coffee consumption, the U.K. is #22 on the list with about 5 kilograms of coffee per person per year[3]. The coffee industry has grown rapidly since the 1990s; before Starbucks emerged, people were used to drinking low quality coffee from tins. Starbucks introduced fresh coffee made from top quality beans that have excellent taste and drinks such as the caffe latte and cappuccino, which have helped to fuel the development of the coffee market into a multi million pound industry. The size of UK branded coffee chains have quadrupled from 1999 to 2004, with a current market turnover of over  £1 billion. However, Britains coffee may finally be taking a new direction. Take a walk through London and youll see a rash of trendy independent coffee houses, with blackboards boasting of freshly roasted, Fair Trade beans and organic milk. Retail sales at specialist coffee shops reached  £1 billion for the first time in 2007 and were almost  £1.2 billion in 2008. High street chains such as Costa Coffee, Starbucks and Caffe Nero are also performing well, with 890 new branches of branded coffee shops expected to open before 2012, but they are upping their game to meet our rising expectations. Jeffrey Young, of the consumer analysts Allegra Strategies, says: â€Å"Were seeing a movement to a stronger coffee palate. People say that their Starbucks is not strong enough, that Nero is stronger than their Costa. Thats something that no one was talking about ten years ago. There has been a massive revolution in coffee drinking, from drinking instant or filtered in a polystyrene cup a decade ago to espresso-based drinks made from 100 per cent Arabica beans today.† UK being an upcoming market for coffee shops, with an estimation of more than 11000 outlets opened so far and number still increasing. The total turnover of the whole coffee industry is estimated to be over  £1.63 billion for year 2009.[4] Estimations for year 2010 are expected more than 13000 coffee shops, including small, medium and independent businesses Introduction to Andronicas World of Coffee (Source: Andrew Knight) Form of Ownership: -Andronicas Coffee is a private limited company whose entire share capital is under the control and ownership of Andrew Knight. Andronicas Coffee a coffee roaster/ supplier vertically integrated, accessing green coffee at source, roasting and processing through to the point of sale, via either catering or retail industries and including the equipment required to produce the finished drink. With a 25year history of selling, serving and operating retail outlets, adopting the best of both the Seattle and European model. Focused now on trade sales identifying customers whose ideals of quality, taste and service, expectation are at the top end of the market and who see outlet expansion as the driver for their business. Promotion of our brand identity is important but secondary to the overall success and profitable growth of our business. To develop staff skills and competence to recruit to fill any gaps and to take the opportunity forward, always keeping in mind the potential property opportunity as it arises and being in a position to take it up. Maintaining our commitment to re-invest each year across marketing , new plant, product development and if appropriate acquisition i.e. office coffee service. Not to lose sight of what we have in the pursuit of what we want. Strive to do what we do better always. The company commenced business as a retailer of real coffee in the Kensington department store, Barkers in 1979. The addition of a tasting facility lead to our first conflict the restaurant manager unhappy that we should be offering a free tasting to his potential customers as they walked through the door resulted in some initial difficulty. The compromise reached with the store manager was that we could charge for our sample. This led us to operating one of the first espresso bars in London. It was popular with both the store and customers in equal measure, was extremely profitable, our rent being based on a percentage of sales and led directly to the opportunity to replicate the model at a second House of Fraser store in Londons Victoria, just 18 months after the Kensington store opened. At this time we had installed a small coffee roasting machine. This brought a multiple benefit; vertical integration, aroma at the point of sale, credibility and increased profit. When House of Fraser invited us to open a third site at Rackhams of Birmingham, it was at the banks suggestion that we should try for our own site. This led to acquiring a lease at 15 St Johns Wood High Street in 1983. We had by this time embarked on the wholesale side of coffee supply to local restaurants and with the acquisition of the lease at St Johns Wood installed a 25 kilo professional coffee roasting machine in order to become self sufficient with our coffee. We considered franchising as a possible means of further expansion. The St Johns Wood shop was the ideal coffee shop model; a catering led operation, roasting on-site, front and rear access and space for an office. By now the coffee shop offer was growing to include a lunch-time dish of the day. It was around 1988, we received the disappointing news, Barkers was to be redeveloped and all concessions were given 6 months notice to quit. Certainly this was a rude awakening, how quickly 6 months goes. So we acquired the lease of another shop nearby in Kensington Court and then had four sites, all trading in profit, each slightly different. Just as we had spare space in St Johns Wood, so too a basement in Kensington allowed for the acquisition of a proper factory packing machine, allowed us more control, independence and profitability. As we assessed a way forward at that time, the expansion of the wholesale side of the business appealed more and our view that department stores, not delicatessen shops were the place to sell real coffee to the consumer, that led us to target Harrods, Selfridges, Fortnum and Mason and Harvey Nichols. In order to access funds to finance a production facility, we had to sell the lease on one of the two London shops. The first offer was for St Johns Wood, so that sale allowed us the opportunity to put a production facility in place in a railway arch in Camberwell. The successful conclusion of the contract to supply all Harrods retail coffee resulted in the need to acquire plant machinery, printing and packaging which quickly burnt through the  £120,000 that was paid for St Johns Wood and forced the sale of the Kensington shop to give us sufficient cash flow. (The Kensington shop sale was another fascinating lesson in small business management, but not terribly relevant to this). Suffice to say, the timing of the sale was perfect and ultimately led to the opportunity to acquire the freehold of Great Eastern Street. Having successfully become the supplier to Harrods, we added the exclusive supply of coffee by catering and retail to Harvey Nichols (that was juggling) and Selfridges. Today even fifteen years later, we are still in that happy position and whilst we only supply a few fringe coffee beans to Fortnum Mason, as the family owning the store also own Twinnings, we count that as quite an achievement. Our luckiest break on the catering supply side was to supply an espresso machine and coffee to the first Cafà © Rouge also around 1989. This company went on to expand to 120 sites nationally, acquired the Dome chain and instigated the idea of a restaurant being willing to sell a cup of coffee at any time of day. A bit like Barkers, the news in 1995 that Pelican Group was acquired by Whitbread, owners of Costa Coffee, came as a disappointment. Even then it took Costa three years to take the coffee and machine contract away from us. Another major customer is AMT Espresso Bars, established in Oxford around 1993, they had two coffee carts when we discovered the operation. Here were three brothers, passionate about their business and their coffee our coffee. Today with 43 bars nationally focussed in railway stations, there coffee sales are quite remarkable, though naturally confidential. All this brings us to the point. We have helped a number of high profile customers achieve consistent record sales of real coffee our real coffee, but nobody knows, nobody has even heard of Andronicas. (Our coffee produces over 50 million cups annually). We want to continue to develop the business as it is. Continue to sell, supply and develop coffee sales in all of these customers under their brand, but additionally and to different customers we want to sell our brand. The historic and existing business being the income stream to support the next opportunity, but which must remain the primary focus, i.e. the existing business can in no way be jeopardised by the plan for the Future. Our growth might well be limited by that fact, but there is always tomorrow. Our experience and strength are bound up in a passion for the product. From the grower and processor, we import only the finest beans, anybody can say it and they all seem to, even Kenko (part of Kraft Foods) but we have seen their factory and others like it. When you grind their coffee beans they look just like mine. Statistically the UK imports very little fine coffee, so somebody is lying. As always it comes down to money. Today I can buy Arabica coffee for  £1,000 per metric tonne. We actually pay around  £1,800 per tonne so naturally we get something much, much better. It really is that simple. We can only afford to pay more because our customers have the same view, they are willing to pay more because they in turn are saying the same to their customers and so it goes. Be it retail or catering pay more, get better, pay less, get worse. It will always be easy to drive down the price; always it will be pointless. So we have the best green beans, now we have to roast them. Our processing plant is equipped to roast coffee in batches of 1, 12, 60 and 120 kilos. This flexibility is of key strength, but more important than that, immediately after roasting, our coffee is securely packed, excluding all the oxygen immediately. This is only possible with state of the art valve packaging equipment. Whether nitrogen or vacuum packed removing the oxygen is critical to the aroma, taste and life of the coffee. NB you cannot vacuum real coffee twice, it only works when freshly roasted. The public does not understand this fact at all. The third critical ingredient to great coffee we will call the barista, the person who makes the coffee. If person one, the grower, person two, the roaster have not done their job, number three cannot win. However even when one and two have done their job correctly, number three can destroy it. So coffee the nectar of the gods, requires the skill resource and commitment of at least three people to achieve greatness. Given the consumption of coffee in just the UK alone exceeds 150 million cups per day, the scale of both the challenge and the opportunity can only be marvelled at. Andronicas core skill is in understanding the variables and bringing their expertise to endeavour to help the consumer make great coffee. Be it through bars serving it by the cup or at home made by a myriad of equipment from the simple French pot, the sophisticated Italian espresso machine, a German filter system, a Turkish pot or the elegant cafetiere. Going back to the bars, todays fashion is for espresso-based drinks and the machines used to do this form an important part of the companys business model. Espresso machines used extensively in every modern catering environment are a key opportunity to develop new business and a great opportunity to build long term customer relationships, through service, maintenance, training and lead to the identified opportunity here ‘ BRANDING. Traditionally a bar serving espresso purchases beans packed in kilo bags. This is emptied into a hopper feeding the grinder; the coffee is therefore nameless. In order to identify the brand at the point of sale, the outlet might well be given china cups that bear the brand of the coffee roaster. Our idea is to change the pack from bag to tin. Instead of emptying the bag of beans, a 2-kilo tin replaces the unbranded hopper. Vacuum packed at the factory this tin allows us to identify our brand at the point of sale. The additional supply of branded cups, china or paper, and other point of sale material, to get the message across at the time the product is being consumed. This should therefore be self-financing. Accepting that our brand is of no commercial value yet, the means to achieve the trade sale is to additionally personalise the 2 kilo caddy with the clients outlet brand. In other words Andronicas Coffee at †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Our desire then is to sell our coffee to a new group of trade customers where they are keen to sell the product as Andronicas Coffee. This in itself is not difficult. Coffee is a competitive market, our history, experience and resource make it a relatively straight-forward proposition. An investment in manpower, accessories to support the offer, the process is essentially similar to our current programme. Moving beyond this, the reason for creating the brand in the first place is to get back to our retail roots and to create value in Andronicas Coffee as a brand and therefore as a business. We have already indicated that access to market in the retail arena is through supermarkets, departments stores, speciality coffee retailers or mail order. Our view is the supermarkets are not an appropriate route for our company taking account of our existing customer base, our size and brand recognition. We are established in retail through department stores and therefore any activity to promote our coffee would be like shooting yourself in the foot. Speciality coffee retailers are unlikely to support our brand and are in any event a fragmented group, which brings us to mail order. Back-tracking a moment picture a coffee salesman visiting an espresso bar. His objective is to persuade the bar owner to change coffee suppliers. Having made that change and assuming everything the salesman says is true, one would have every reason to suppose that espresso bar owner would continue to purchase a case of espresso beans every week indefinitely. That is what Andronicas does, it persuades espresso bar owners it has great coffee, will not change the blend, will deliver consistently what they require, will not change the offer, price or any fundamental. Allowing him to offer his customer the same and build his business to such an extent he may open a second espresso bar. Who is he going to call? Picture if you would just for the exercise, a salesman in a car showroom. Imagine for a minute the different objectives of both these sales people. One wants a sale now, today. The other wants a sale indefinitely. They both come from the same place, they are both going somewhere entirely different. Now back to our retail opportunity. The consumer is a little like our espresso bar owner. They want great coffee, easily accessible, at good value for money, consistently. The supermarket fulfils that need extremely well. The only thing missing is the romance. There is no romance with supermarket coffee. We might all like the coffee specialist, but we dont have the time and there is no consistency. Mail order might be able to fulfil these objectives, but the cost of finding these potential customers would be excessive. However if the offer was good and met the requirements, it is conceivable such a person could purchase one 250g tin every week, for ever more.. Just like our espresso bar owner. Buying direct from the roaster, who is also the importer, is the romance. Operationally for us this is simple. The clever or difficult part is identifying those one in ten UK coffee drinkers who really do only drink real coffee at home. Events. Picture if you would any day out you have been on. A county show, a day at the races, museums, air shows, Henley, Wimbledon. We dont even expect a great coffee and we are still disappointed. Imagine being at one of these events and being served a great cup of coffee. Yes, it is possible. Might you think I wish I could get coffee like this at home. That is where we want to get to. Serving coffee in locations, the expectation is low, making a great drink and converting the customer to a mail order user. Difficult as it may be, the beauty of the idea is they are going to pay for the tasting and so building this opportunity should be self-financing and by focussing on this avenue to the consumer, we should not alienate our existing trade customer further we are establishing the brand recognition of Andronicas Coffee to his and our benefit. Andronicas world of coffee 4th floor Harrods Knightsbridge, is a concept Gourmet Coffee shop, where Term Freshly Roasted means just that. Here green coffee beans are roasted to customers specifications in the desired quantity. Having identified, what we consider the right ingredients for the perfect coffee shop, we are focused on the other locations where the concept would be appreciated. By Easter 2010 we will have opened Andronicas World of coffee at Covent Garden, Excel East and West, and Garden Park Peterborough.[5] Structure Of dissertation:- Developing a theoretical framework incorporating a number of ideas and findings relevant to understand the factors affecting Small medium enterprise entry barriers. In Chapter two a substantial body of literature is presented about different marketing strategies and branding models. In Chapter three, the methodology used in research concerned with entering market and brand development is presented. A qualitative research is proposed with the elaboration of focus groups. The use of a guide for the moderator was needed in order to help the researcher to put the research question in parallel with the topics to probe. Also the codification technique is used to organize the information later on. Finally, Chapter four presents the findings of this dissertation, giving an explanation of what the factors influencing the marketing strategies of any small medium enterprise. It also presents a comparison between the factors extracted from different authors and the ones found in this research evoking interesting potential directions for further research. Literature Review â€Å"Perception is strong and sight weak. In strategy it is important to see distant things as if they were close and take a distant view of close things†[6] This chapter is based on brief explanation about how strategies are formed and how they are implemented for any organisation in order to become successful and survive. Strategy is one of the key elements and a major concern for any organisation for its survival in future. Here in this chapter we are trying to explain various theories and concepts that have been put forward. Why Strategy? â€Å"Like politics, strategy is the art of the possible; but few can discern what is possible†.[7] Strategy in terms of business means planning how to reach the objectives of the company and how the planning should be implemented. â€Å"Strategy is a the pattern of major objectives, purpose or goals and essential policies or plans for achieving those goals, stated in such a way as to define what business the company is in or is to be in and the kind of company it is or is to be† Andrews (1971). In simpler terms can be explained as â€Å"The strategy of the firm is the match between its internal capabilities and its external relationship. It describes how it responds to its suppliers, its customers, its competitors and the social and economic environment within it operates† Kay (1993). Andrews definition clearly identifies two different processes, formulation and implementation, and the interrelation between these two concepts. â€Å"Strategy as the determination of the basic long term goals and objectives of the enterprise and the adoption of the courses of action and allocation of resources necessary for carrying out those goals† Chandler (1962) Mainly strategy is maintained at three main levels in any organisation. Internal Resources: It means the capital and the investments in the business, employees and their skill sets are resources for the company. To make most of these resources a proper strategy needs to be implemented, and that helps organisations to make most of the resources and that helps to survive and stay in the market. External environment within which the organisation operates: Environment means every aspect external to the organisations. Its not only the economic and political situations but also competitors, customers and suppliers. Organisations need to develop strategies that are best suited to their strengths and weaknesses in relation to the environment in which they are operating. According to Mintzberg H (1987) Environment is so uncertain, particularly in global level, that it may be impossible to plan a long term strategy. This may need to be crafted, i.e. built up gradually through a learning process involving experimentation. Strategies need to be devised to cope with such difficulties The ability of the organisation to add value to what it is doing presently: To ensure long term survival an organisation must take the supplies it brings in, add value to these through its operation and then deliver its output to the customer. The purpose of the strategy is to bring about the conditions under which the organisation is able to create this vital additional value. The strategy that is formulated should also ensure that the organisation adapts the changing circumstances. Strategy of a business is in cooperation with art and a science. Particular strategy will not be appropriate for all the cases. Small and medium companies coming into existence has increased substantially over a period of time. Marketing situation is completely different in small to medium enterprise then larger corporations. Gilmore, Carson and Grant (2001) use the limitations for companies to explain the differences. The limitations are capital, time, marketing knowledge and limited impact on the market place. Marketing strategy in terms of small and medium firms is lot different than multinational and larger firms. According to Gilmore (2001) marketing is casual, amorphous, reflex, and is build in the lead and in compliance to industry norm. Small and medium sized organisations are a very diverse faction. The strength of the company does not decide the purpose and goals of the organisation. This wide range of Small medium organisations can be categorised hooked on three groups Child-, Dwarf- , and pygmy- companies Brytting(1998). This categorization is done on the foundation of organisations ambitions and potential of expansion. Child companies are undersized because they are newly taking place. These companies are on the rise, resolve with time and the right resources increase beyond their present size. Dwarf companies are small because of internal issues. A dwarf company is disabled with its undersized manpower. This type of business needs to develop or else reshuffle in order to be ready for action. Pygmy companies are small because that is most suitable size. Pygmy companies are small because they dont try to grow. They are cost-effective and economical in their current size. Growth is generally qualitative because organisational expansion is not attractive. According to Bryttings (1998) categories give three reasons to give explanation why a company is small. The company is small because it is a new entrant, some is wrong with in the organisation or, it is designed to be small. In marketing a niche brand is strong within its market division, but small in unconditional terms (Doyle 1990). Companies that come under this category can be highly cost-effective without a large share of the market. According to Doyle (1990) it is possible for a small or medium company to receive comparatively better returns on investment then ratio then rest of the market leaders. Bergvall (2001) explains the fact how small and medium sized companies can be successful in their own markets. A small company is more supple and are innovative as they are physically more closer to customers/ market (Bergvall 2001) .Smaller organisations are have a flatter structure in size, that makes decision making process simpler. In current management view, marketplace is captured by communication and exchange of assets involving network partners (Norman Ramirez1998). Drucker (1974), the honoured management guru said â€Å"doing things right,† or efficiently, could not save the company when it was not â€Å"doing the right things† Both operations and strategic management must be done well to be successful, to gain and maintain a competitive advantage. When the world is changing, managers need to share some common view in the new world. Otherwise, decentralized strategic decisions will result in management anarchy. Strategy has both pros and cons: Strategy sets trend: At present this statement has uniformly advantages and disadvantages. The key function of the strategy is to map the road of a business in order to find the approach cohesively all the way through the situation. But the drawback is that occasionally strategic decision can also serve as a set of blinders to hide potential dangers. Strategy focuses effort: Strategy tries to build and promotes team work in an organisation, lacking strategy it can happen that the employees start running in different directions. The drawback on this is faction arises when attempt is too carefully determined, that results in avoid Analysis of Strategies for Expansion into UK Analysis of Strategies for Expansion into UK Introduction Research Content:- Over the last few decades, there has been a tremendous growth in the volume of business. A number of new players have entered the business world and as a result there is fierce competition making survival very difficult. Therefore it is imperative that Companies establish a sustainable competitive advantage over other competitors. One key strategy that companies have often adopted to sustain in the long term is continuous growth to become recognised brand and dominant that they can set the agenda. Thus we see huge multi-national corporate in various sectors particularly in retail, food and beverages that are dominant and sometimes act as monopolies. However, pursuing a strategy of growth simply does not mean that corporate can expand their businesses, survive and remain successful. In the past, many organisations have adopted various strategies and implemented all of them but have failed. This is because like any other strategy, growth strategies must be carefully formulated and prop erly implemented. If not, there could be severe consequences. There are many organisations particularly in the UK that are aspiring to expand their presence. However, a number of huge western based multi-nationals exist that are dominant and follow entry deterrence strategies such as patents, limit pricing, cost advantages, aggressive advertising and marketing etc, in order to prevent other organisations from taking their market share or eroding their margins. We shall study in this dissertation, the growth strategies that such emerging organisations adopt and implement to capture the markets and also see how they encounter the indirect entry barriers imposed by the giant multi-nationals. Aims Objectives The Goal of this dissertation is: to analyse the various strategies that can be composed by an organisation and the ways that they should be implemented; to list the various possible outcomes that can be achieved by an organisation with proper planning and implementation of a strategy; to study the reasons why it is important for organisations to plan and have alternative strategies Even though many companies form strategies and implement them, not all of them may succeed. So, why do companies fail to achieve their objectives with the implemented strategies. The main purpose of this research would be based on Andronicas World Of Coffee (AWOC), the way they work on the strategies they plan and the implementation process to make it a success. A Study would be done on the problem that they have faced and are facing in the present and the past while implementing their Retail business strategies to become a recognized brand. The objective is to complete the study with all the required literature review and theory which relates to strategies formulation and implementation. Analyses the reasons, motives, process and other aspects related to strategies formulation and implementation. The main objective is to have a brief study on how Andronicas- world of coffee has planned its strategy and has implemented it, in order to enter highly competitive market of coffee chains and become a leading Retailer in UK. Analysis will also be done on the performance of this organisation and the growth achieved in short span of time. The objectives that we aim to explore are given below : To Examine the strategies formulated by Andronicas- World of Coffee for establishing their retail business within UK. To analyse the different steps and ideas they used and implemented for establishing their retail business in LONDON. To find out what Andronicas- World of Coffee was and what it is now after the implementation of its formulated strategy. To study the impact of ongoing Financial crisis on Andronicas as a business. Purpose of Study:- The fast growing competition in business market has raised the need for new markets. This has inspired many small organisations to grow and provided opportunities, for which various strategy needs to be formulated. The purpose of research is on what field a company needs to concentrate and what strategy it should apply in order to enter the highly competitive market. The implementation plans of company play a vital role. Even though strategies are planned well but some companies fail during the implementation process, this is because of improper communication/ short term plans. The implementation process needs to be monitored very carefully. The purpose of the study is to identify the strategies that organisations plan and the way they try to implement it. The main aim of this study is to describe a method that can be adopted by Small medium enterprise to enter a highly competitive market that is already dominated by big market players with the Example of Andronicas -World of Coffee. Managers and leaders of companies are constantly involved into decision-making. They use different types of strategy to ensure that their business not only survives but brings profit. . Strategic ideas are relevant for all types of organization, and many of the key issues are the same although they may differ in their relative significance. All businesses in the competitive environment are affected by strategy and strategic issues if not their own, then those of the competition or the external environment[2]. Long-term strategic success requires coordination of the managers efforts and effective structure of the managerial department of the company. Introduction to the Industry Coffee makes us severe, and grave, and philosophical Jonathan Swift, 1722 Possibly the cradle of mankind, the ancient land of Abyssinia, now know as Ethiopia, is the place where coffee was born. In todays world beverages sector comprising of coffee as a sub sector is one of the key segments of the economy having extensive and forward and backward linkages with other key segments of the economy. According to the latest coffee statistics from the International Coffee Organization (ICO), we pour about 1.4 billion cups of coffee a day worldwide. In fact when we look at per capita coffee consumption, the U.K. is #22 on the list with about 5 kilograms of coffee per person per year[3]. The coffee industry has grown rapidly since the 1990s; before Starbucks emerged, people were used to drinking low quality coffee from tins. Starbucks introduced fresh coffee made from top quality beans that have excellent taste and drinks such as the caffe latte and cappuccino, which have helped to fuel the development of the coffee market into a multi million pound industry. The size of UK branded coffee chains have quadrupled from 1999 to 2004, with a current market turnover of over  £1 billion. However, Britains coffee may finally be taking a new direction. Take a walk through London and youll see a rash of trendy independent coffee houses, with blackboards boasting of freshly roasted, Fair Trade beans and organic milk. Retail sales at specialist coffee shops reached  £1 billion for the first time in 2007 and were almost  £1.2 billion in 2008. High street chains such as Costa Coffee, Starbucks and Caffe Nero are also performing well, with 890 new branches of branded coffee shops expected to open before 2012, but they are upping their game to meet our rising expectations. Jeffrey Young, of the consumer analysts Allegra Strategies, says: â€Å"Were seeing a movement to a stronger coffee palate. People say that their Starbucks is not strong enough, that Nero is stronger than their Costa. Thats something that no one was talking about ten years ago. There has been a massive revolution in coffee drinking, from drinking instant or filtered in a polystyrene cup a decade ago to espresso-based drinks made from 100 per cent Arabica beans today.† UK being an upcoming market for coffee shops, with an estimation of more than 11000 outlets opened so far and number still increasing. The total turnover of the whole coffee industry is estimated to be over  £1.63 billion for year 2009.[4] Estimations for year 2010 are expected more than 13000 coffee shops, including small, medium and independent businesses Introduction to Andronicas World of Coffee (Source: Andrew Knight) Form of Ownership: -Andronicas Coffee is a private limited company whose entire share capital is under the control and ownership of Andrew Knight. Andronicas Coffee a coffee roaster/ supplier vertically integrated, accessing green coffee at source, roasting and processing through to the point of sale, via either catering or retail industries and including the equipment required to produce the finished drink. With a 25year history of selling, serving and operating retail outlets, adopting the best of both the Seattle and European model. Focused now on trade sales identifying customers whose ideals of quality, taste and service, expectation are at the top end of the market and who see outlet expansion as the driver for their business. Promotion of our brand identity is important but secondary to the overall success and profitable growth of our business. To develop staff skills and competence to recruit to fill any gaps and to take the opportunity forward, always keeping in mind the potential property opportunity as it arises and being in a position to take it up. Maintaining our commitment to re-invest each year across marketing , new plant, product development and if appropriate acquisition i.e. office coffee service. Not to lose sight of what we have in the pursuit of what we want. Strive to do what we do better always. The company commenced business as a retailer of real coffee in the Kensington department store, Barkers in 1979. The addition of a tasting facility lead to our first conflict the restaurant manager unhappy that we should be offering a free tasting to his potential customers as they walked through the door resulted in some initial difficulty. The compromise reached with the store manager was that we could charge for our sample. This led us to operating one of the first espresso bars in London. It was popular with both the store and customers in equal measure, was extremely profitable, our rent being based on a percentage of sales and led directly to the opportunity to replicate the model at a second House of Fraser store in Londons Victoria, just 18 months after the Kensington store opened. At this time we had installed a small coffee roasting machine. This brought a multiple benefit; vertical integration, aroma at the point of sale, credibility and increased profit. When House of Fraser invited us to open a third site at Rackhams of Birmingham, it was at the banks suggestion that we should try for our own site. This led to acquiring a lease at 15 St Johns Wood High Street in 1983. We had by this time embarked on the wholesale side of coffee supply to local restaurants and with the acquisition of the lease at St Johns Wood installed a 25 kilo professional coffee roasting machine in order to become self sufficient with our coffee. We considered franchising as a possible means of further expansion. The St Johns Wood shop was the ideal coffee shop model; a catering led operation, roasting on-site, front and rear access and space for an office. By now the coffee shop offer was growing to include a lunch-time dish of the day. It was around 1988, we received the disappointing news, Barkers was to be redeveloped and all concessions were given 6 months notice to quit. Certainly this was a rude awakening, how quickly 6 months goes. So we acquired the lease of another shop nearby in Kensington Court and then had four sites, all trading in profit, each slightly different. Just as we had spare space in St Johns Wood, so too a basement in Kensington allowed for the acquisition of a proper factory packing machine, allowed us more control, independence and profitability. As we assessed a way forward at that time, the expansion of the wholesale side of the business appealed more and our view that department stores, not delicatessen shops were the place to sell real coffee to the consumer, that led us to target Harrods, Selfridges, Fortnum and Mason and Harvey Nichols. In order to access funds to finance a production facility, we had to sell the lease on one of the two London shops. The first offer was for St Johns Wood, so that sale allowed us the opportunity to put a production facility in place in a railway arch in Camberwell. The successful conclusion of the contract to supply all Harrods retail coffee resulted in the need to acquire plant machinery, printing and packaging which quickly burnt through the  £120,000 that was paid for St Johns Wood and forced the sale of the Kensington shop to give us sufficient cash flow. (The Kensington shop sale was another fascinating lesson in small business management, but not terribly relevant to this). Suffice to say, the timing of the sale was perfect and ultimately led to the opportunity to acquire the freehold of Great Eastern Street. Having successfully become the supplier to Harrods, we added the exclusive supply of coffee by catering and retail to Harvey Nichols (that was juggling) and Selfridges. Today even fifteen years later, we are still in that happy position and whilst we only supply a few fringe coffee beans to Fortnum Mason, as the family owning the store also own Twinnings, we count that as quite an achievement. Our luckiest break on the catering supply side was to supply an espresso machine and coffee to the first Cafà © Rouge also around 1989. This company went on to expand to 120 sites nationally, acquired the Dome chain and instigated the idea of a restaurant being willing to sell a cup of coffee at any time of day. A bit like Barkers, the news in 1995 that Pelican Group was acquired by Whitbread, owners of Costa Coffee, came as a disappointment. Even then it took Costa three years to take the coffee and machine contract away from us. Another major customer is AMT Espresso Bars, established in Oxford around 1993, they had two coffee carts when we discovered the operation. Here were three brothers, passionate about their business and their coffee our coffee. Today with 43 bars nationally focussed in railway stations, there coffee sales are quite remarkable, though naturally confidential. All this brings us to the point. We have helped a number of high profile customers achieve consistent record sales of real coffee our real coffee, but nobody knows, nobody has even heard of Andronicas. (Our coffee produces over 50 million cups annually). We want to continue to develop the business as it is. Continue to sell, supply and develop coffee sales in all of these customers under their brand, but additionally and to different customers we want to sell our brand. The historic and existing business being the income stream to support the next opportunity, but which must remain the primary focus, i.e. the existing business can in no way be jeopardised by the plan for the Future. Our growth might well be limited by that fact, but there is always tomorrow. Our experience and strength are bound up in a passion for the product. From the grower and processor, we import only the finest beans, anybody can say it and they all seem to, even Kenko (part of Kraft Foods) but we have seen their factory and others like it. When you grind their coffee beans they look just like mine. Statistically the UK imports very little fine coffee, so somebody is lying. As always it comes down to money. Today I can buy Arabica coffee for  £1,000 per metric tonne. We actually pay around  £1,800 per tonne so naturally we get something much, much better. It really is that simple. We can only afford to pay more because our customers have the same view, they are willing to pay more because they in turn are saying the same to their customers and so it goes. Be it retail or catering pay more, get better, pay less, get worse. It will always be easy to drive down the price; always it will be pointless. So we have the best green beans, now we have to roast them. Our processing plant is equipped to roast coffee in batches of 1, 12, 60 and 120 kilos. This flexibility is of key strength, but more important than that, immediately after roasting, our coffee is securely packed, excluding all the oxygen immediately. This is only possible with state of the art valve packaging equipment. Whether nitrogen or vacuum packed removing the oxygen is critical to the aroma, taste and life of the coffee. NB you cannot vacuum real coffee twice, it only works when freshly roasted. The public does not understand this fact at all. The third critical ingredient to great coffee we will call the barista, the person who makes the coffee. If person one, the grower, person two, the roaster have not done their job, number three cannot win. However even when one and two have done their job correctly, number three can destroy it. So coffee the nectar of the gods, requires the skill resource and commitment of at least three people to achieve greatness. Given the consumption of coffee in just the UK alone exceeds 150 million cups per day, the scale of both the challenge and the opportunity can only be marvelled at. Andronicas core skill is in understanding the variables and bringing their expertise to endeavour to help the consumer make great coffee. Be it through bars serving it by the cup or at home made by a myriad of equipment from the simple French pot, the sophisticated Italian espresso machine, a German filter system, a Turkish pot or the elegant cafetiere. Going back to the bars, todays fashion is for espresso-based drinks and the machines used to do this form an important part of the companys business model. Espresso machines used extensively in every modern catering environment are a key opportunity to develop new business and a great opportunity to build long term customer relationships, through service, maintenance, training and lead to the identified opportunity here ‘ BRANDING. Traditionally a bar serving espresso purchases beans packed in kilo bags. This is emptied into a hopper feeding the grinder; the coffee is therefore nameless. In order to identify the brand at the point of sale, the outlet might well be given china cups that bear the brand of the coffee roaster. Our idea is to change the pack from bag to tin. Instead of emptying the bag of beans, a 2-kilo tin replaces the unbranded hopper. Vacuum packed at the factory this tin allows us to identify our brand at the point of sale. The additional supply of branded cups, china or paper, and other point of sale material, to get the message across at the time the product is being consumed. This should therefore be self-financing. Accepting that our brand is of no commercial value yet, the means to achieve the trade sale is to additionally personalise the 2 kilo caddy with the clients outlet brand. In other words Andronicas Coffee at †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Our desire then is to sell our coffee to a new group of trade customers where they are keen to sell the product as Andronicas Coffee. This in itself is not difficult. Coffee is a competitive market, our history, experience and resource make it a relatively straight-forward proposition. An investment in manpower, accessories to support the offer, the process is essentially similar to our current programme. Moving beyond this, the reason for creating the brand in the first place is to get back to our retail roots and to create value in Andronicas Coffee as a brand and therefore as a business. We have already indicated that access to market in the retail arena is through supermarkets, departments stores, speciality coffee retailers or mail order. Our view is the supermarkets are not an appropriate route for our company taking account of our existing customer base, our size and brand recognition. We are established in retail through department stores and therefore any activity to promote our coffee would be like shooting yourself in the foot. Speciality coffee retailers are unlikely to support our brand and are in any event a fragmented group, which brings us to mail order. Back-tracking a moment picture a coffee salesman visiting an espresso bar. His objective is to persuade the bar owner to change coffee suppliers. Having made that change and assuming everything the salesman says is true, one would have every reason to suppose that espresso bar owner would continue to purchase a case of espresso beans every week indefinitely. That is what Andronicas does, it persuades espresso bar owners it has great coffee, will not change the blend, will deliver consistently what they require, will not change the offer, price or any fundamental. Allowing him to offer his customer the same and build his business to such an extent he may open a second espresso bar. Who is he going to call? Picture if you would just for the exercise, a salesman in a car showroom. Imagine for a minute the different objectives of both these sales people. One wants a sale now, today. The other wants a sale indefinitely. They both come from the same place, they are both going somewhere entirely different. Now back to our retail opportunity. The consumer is a little like our espresso bar owner. They want great coffee, easily accessible, at good value for money, consistently. The supermarket fulfils that need extremely well. The only thing missing is the romance. There is no romance with supermarket coffee. We might all like the coffee specialist, but we dont have the time and there is no consistency. Mail order might be able to fulfil these objectives, but the cost of finding these potential customers would be excessive. However if the offer was good and met the requirements, it is conceivable such a person could purchase one 250g tin every week, for ever more.. Just like our espresso bar owner. Buying direct from the roaster, who is also the importer, is the romance. Operationally for us this is simple. The clever or difficult part is identifying those one in ten UK coffee drinkers who really do only drink real coffee at home. Events. Picture if you would any day out you have been on. A county show, a day at the races, museums, air shows, Henley, Wimbledon. We dont even expect a great coffee and we are still disappointed. Imagine being at one of these events and being served a great cup of coffee. Yes, it is possible. Might you think I wish I could get coffee like this at home. That is where we want to get to. Serving coffee in locations, the expectation is low, making a great drink and converting the customer to a mail order user. Difficult as it may be, the beauty of the idea is they are going to pay for the tasting and so building this opportunity should be self-financing and by focussing on this avenue to the consumer, we should not alienate our existing trade customer further we are establishing the brand recognition of Andronicas Coffee to his and our benefit. Andronicas world of coffee 4th floor Harrods Knightsbridge, is a concept Gourmet Coffee shop, where Term Freshly Roasted means just that. Here green coffee beans are roasted to customers specifications in the desired quantity. Having identified, what we consider the right ingredients for the perfect coffee shop, we are focused on the other locations where the concept would be appreciated. By Easter 2010 we will have opened Andronicas World of coffee at Covent Garden, Excel East and West, and Garden Park Peterborough.[5] Structure Of dissertation:- Developing a theoretical framework incorporating a number of ideas and findings relevant to understand the factors affecting Small medium enterprise entry barriers. In Chapter two a substantial body of literature is presented about different marketing strategies and branding models. In Chapter three, the methodology used in research concerned with entering market and brand development is presented. A qualitative research is proposed with the elaboration of focus groups. The use of a guide for the moderator was needed in order to help the researcher to put the research question in parallel with the topics to probe. Also the codification technique is used to organize the information later on. Finally, Chapter four presents the findings of this dissertation, giving an explanation of what the factors influencing the marketing strategies of any small medium enterprise. It also presents a comparison between the factors extracted from different authors and the ones found in this research evoking interesting potential directions for further research. Literature Review â€Å"Perception is strong and sight weak. In strategy it is important to see distant things as if they were close and take a distant view of close things†[6] This chapter is based on brief explanation about how strategies are formed and how they are implemented for any organisation in order to become successful and survive. Strategy is one of the key elements and a major concern for any organisation for its survival in future. Here in this chapter we are trying to explain various theories and concepts that have been put forward. Why Strategy? â€Å"Like politics, strategy is the art of the possible; but few can discern what is possible†.[7] Strategy in terms of business means planning how to reach the objectives of the company and how the planning should be implemented. â€Å"Strategy is a the pattern of major objectives, purpose or goals and essential policies or plans for achieving those goals, stated in such a way as to define what business the company is in or is to be in and the kind of company it is or is to be† Andrews (1971). In simpler terms can be explained as â€Å"The strategy of the firm is the match between its internal capabilities and its external relationship. It describes how it responds to its suppliers, its customers, its competitors and the social and economic environment within it operates† Kay (1993). Andrews definition clearly identifies two different processes, formulation and implementation, and the interrelation between these two concepts. â€Å"Strategy as the determination of the basic long term goals and objectives of the enterprise and the adoption of the courses of action and allocation of resources necessary for carrying out those goals† Chandler (1962) Mainly strategy is maintained at three main levels in any organisation. Internal Resources: It means the capital and the investments in the business, employees and their skill sets are resources for the company. To make most of these resources a proper strategy needs to be implemented, and that helps organisations to make most of the resources and that helps to survive and stay in the market. External environment within which the organisation operates: Environment means every aspect external to the organisations. Its not only the economic and political situations but also competitors, customers and suppliers. Organisations need to develop strategies that are best suited to their strengths and weaknesses in relation to the environment in which they are operating. According to Mintzberg H (1987) Environment is so uncertain, particularly in global level, that it may be impossible to plan a long term strategy. This may need to be crafted, i.e. built up gradually through a learning process involving experimentation. Strategies need to be devised to cope with such difficulties The ability of the organisation to add value to what it is doing presently: To ensure long term survival an organisation must take the supplies it brings in, add value to these through its operation and then deliver its output to the customer. The purpose of the strategy is to bring about the conditions under which the organisation is able to create this vital additional value. The strategy that is formulated should also ensure that the organisation adapts the changing circumstances. Strategy of a business is in cooperation with art and a science. Particular strategy will not be appropriate for all the cases. Small and medium companies coming into existence has increased substantially over a period of time. Marketing situation is completely different in small to medium enterprise then larger corporations. Gilmore, Carson and Grant (2001) use the limitations for companies to explain the differences. The limitations are capital, time, marketing knowledge and limited impact on the market place. Marketing strategy in terms of small and medium firms is lot different than multinational and larger firms. According to Gilmore (2001) marketing is casual, amorphous, reflex, and is build in the lead and in compliance to industry norm. Small and medium sized organisations are a very diverse faction. The strength of the company does not decide the purpose and goals of the organisation. This wide range of Small medium organisations can be categorised hooked on three groups Child-, Dwarf- , and pygmy- companies Brytting(1998). This categorization is done on the foundation of organisations ambitions and potential of expansion. Child companies are undersized because they are newly taking place. These companies are on the rise, resolve with time and the right resources increase beyond their present size. Dwarf companies are small because of internal issues. A dwarf company is disabled with its undersized manpower. This type of business needs to develop or else reshuffle in order to be ready for action. Pygmy companies are small because that is most suitable size. Pygmy companies are small because they dont try to grow. They are cost-effective and economical in their current size. Growth is generally qualitative because organisational expansion is not attractive. According to Bryttings (1998) categories give three reasons to give explanation why a company is small. The company is small because it is a new entrant, some is wrong with in the organisation or, it is designed to be small. In marketing a niche brand is strong within its market division, but small in unconditional terms (Doyle 1990). Companies that come under this category can be highly cost-effective without a large share of the market. According to Doyle (1990) it is possible for a small or medium company to receive comparatively better returns on investment then ratio then rest of the market leaders. Bergvall (2001) explains the fact how small and medium sized companies can be successful in their own markets. A small company is more supple and are innovative as they are physically more closer to customers/ market (Bergvall 2001) .Smaller organisations are have a flatter structure in size, that makes decision making process simpler. In current management view, marketplace is captured by communication and exchange of assets involving network partners (Norman Ramirez1998). Drucker (1974), the honoured management guru said â€Å"doing things right,† or efficiently, could not save the company when it was not â€Å"doing the right things† Both operations and strategic management must be done well to be successful, to gain and maintain a competitive advantage. When the world is changing, managers need to share some common view in the new world. Otherwise, decentralized strategic decisions will result in management anarchy. Strategy has both pros and cons: Strategy sets trend: At present this statement has uniformly advantages and disadvantages. The key function of the strategy is to map the road of a business in order to find the approach cohesively all the way through the situation. But the drawback is that occasionally strategic decision can also serve as a set of blinders to hide potential dangers. Strategy focuses effort: Strategy tries to build and promotes team work in an organisation, lacking strategy it can happen that the employees start running in different directions. The drawback on this is faction arises when attempt is too carefully determined, that results in avoid

New World Domesticates of the Genus Chenopodium :: Botany

New World Domesticates of the Genus Chenopodium The genus Chenopodium includes a variety of weedy herbs native to much of Europe, Asia, India, China and both North and South America. This genus belongs to the Chenopodiaceae or goosefoot family which also Includes spinach (Spinacia oleracea) and beets (Beta vulgaris). The name chenopodium means goosefoot in Greek, and refers to the resemblance many leaves of Chenopodium have to the webbed feet of geese. There are both wild and domesticated species of the Genus Chenonodium indigenous to the New World. Often regarded as a common weed (Dept. of Agriculture 1955), many different species of Chenopodium can be found growing wild today throughout North and South America. The most significant of these in terms of cultivar progeny and economic utilization are the species Chenopodium berlandieri from Mexico and the Southwestern United States, and Chenopodium bushianum of the Eastern United States. Common names often applied to members of this genus Include goosefoot, lamb's quarter, and occasionally pigweed. Reaching a height of 3-4 feet (the Andean cultivar C. quinoa reaches 6 feet) these annual species propagate via seeds produced between August and November. Well known as a campfollower, Chenopodium is most often found in disturbed soil with in close proximity of human settlements or constructions. Domesticated Chenopods Domesticated species of Chenopodium known today include Chenopodium nuttalliae from central Mexico, and two varieties of Chenopodium quinoa from the Andes of South America. C. guinoa has been dated from archaeological contexts as ancient as 7000 B.P. (Bender 1975:197). From the prehistoric eastern woodlands of North America, it is hypothesized that there once existed a now extinct domesticated chenopod named Chenopodium bushianum ssp. jonesianum (Smith 1987). Among these cultivated species of Chenopodium, the wild mechanisms for seed dispersal and germination dormancy have been lost, seed size has increased dramatically and the seed is light colored because of an extreme reduction of the testa (Wilson and Heiser 1979). Economic Uses Chenopods have long been recognized as a valuable resource for exploitation as food. Cultivation requires a minimum of energy and labor investment. Furthermore, the leaves and fruit (i.e. seeds) of these plants are extremely nutritious. For example, the leaves of Chenopodium albidum L. contain more vitamin A and Ascorbic Acid than the most common garden fruits and vegetables (Zennie and Ogzewalla 1977). The prodigious yields derived from chenopods are also an important factor in terms of its value as a economic resource.

The First Jump Essay -- Personal Narrative Sky Diving Essays

The First Jump My first jump out of an airplane on December 17, 1999 was the most exciting experience of my life. I had been anticipating this day since some point when I was a little kid and saw a skydiver on TV for the first time, at which time I promised myself that I would let nothing stop me from jumping out of a plane sometime before I die. It was the first time I had been in a small airplane since I was a young child. From shortly after I was born until I was seven years old, I had flown in my father's Cessna 150 countless times, so I have always felt comfortable flying in airplanes, but I always had a small fear of heights; the kind of heights where there is nothing around you to keep you from falling off. The aircraft that we were to jump out of was a Cessna 182- a commonly used five-person, high-wing, single engine airplane. The interior of this particular plane was not much to speak of. All of the upholstery had been removed, as were all the seats (except for the pilot's seat, of course). That was okay though. This plane is used for skydiving, not first-class passenger transportation. As we were climbing to 3,500 feet, I was experiencing the most exciting yet nervous point in my life. I had been looking forward to this day for a long time and there I was sitting in the back of that small aircraft, waiting to take the plunge of my life while nervously taking turns looking at the little needle on my wrist altimeter and glancing out the window, looking at everything on the ground getting smaller, anxiously reviewing the jump routine over and over in my head, â€Å"arch one-thousand, look one-thousand, reach one-thousand, pull one-thousand.† Since this was going to be a static-line jump, there was not a real ripcord to pull because the canopy would deploy automatically, but we were equipped with a dummy ripcord so that we would learn the proper free-fall technique. At about three-thousand three-hundred feet, the jumpmaster hollered â€Å"one minute to jump,† and opened the cabin door. It was me and two other beginners on board, Jennifer and Susan. Since Jennifer was the first to go, she was already sitting by the door, facing aft of the aircraft. When the door flung open and the air came rushing in, Jennifer took a quick glance at the ground and her eyes grew huge. At this time, I was going over the exit routine in my head. â€Å"Wait for the ju... ...went out the window and was replaced with "oh shit, oh shit, oh shit!" Instead of arching my back with my arms and legs spread out like I was supposed to do, I instinctively tried to "swim" back to the aircraft. With my arms and legs flailing all over the place, I flipped and flopped through the thin air until my chute opened about five seconds after leaving the airplane. The momentum of my spinning body caused my lines to twist when my canopy deployed. Not a big deal. They taught us how to deal with this during ground instruction. I pulled my lines apart and kicked my way out of it. Having successfully left the plane with my chute open and my lines untwisted, I breathed the biggest sigh of relief that I had ever breathed in my entire life. The ride down was extraordinary. The only problem was that I had gotten so caught up in the moment that I had pretty much forgotten to steer the chute toward the airport until I was about two-hundred feet above the ground. Luckily, I barely made it back into the airport, but landed in some mud about three-hundred yards from the X that I was supposed to be aiming for. Oh, well. I knew that next time, I'd make it a lot closer to that X.

Hurricane :: essays research papers

â€Å"Safety in Hurricanes† Hurricanes are one of the most damaging forces of nature. These tropical storms, with possible winds speeds of over eighty miles per hour, have the potential to destroy millions†¦including you. Which is why I write to you, the population of Southern Florida, in hopes of informing you about the dangers of hurricanes. Many precautions have been taken in the past. Though, some safety measures are unreliable. Having the attitude of â€Å" Oh†¦what are the chances of a hurricane hitting me?† or â€Å" What are the odds of that happening to me?† will not surpass as a justification for not taking the proper precautions. The fact is hurricanes give very little warning time and it is absolutely necessary that you clean your house and yard, make plans for evacuation of family members, and get flood insurance.   Ã‚  Ã‚  Ã‚  Ã‚   One of the most important safety steps is cleaning around your house, because materials in your yard can serve as missiles. The possible three hundred to four hundred mile span of the average hurricane can transform objects such as dead tree limbs, playground equipment, and any other â€Å"loose† materials in your yard into deadly projectiles targeted at your house. That is why it is important to cut dead limbs as well as trim back any weak limbs. Along with objects in your yard, your have can become hazardous during a hurricane. To insure the inhabitant’s safety, boarding windows to avoid â€Å"shooting† glass is very essential. I would suggest permanent shutters, though this can become very expensive. Another alternative is using sheets of one-half inch plywood.   Ã‚  Ã‚  Ã‚  Ã‚  Secondly, you should make evacuation plans for your family members. Planning an evacuation route is simple. You can call local emergency management offices and determine the quickest, safest route to a shelter. Though, make sure you create an evacuation plan for you pets. Pets may not be allowed into emergency shelters for health and space reasons. You can call your local humane society regarding local animal shelters. Overall, you should be ready to drive twenty to fifty miles away to a shelter so make sure you are supplied with ample gasoline.   Ã‚  Ã‚  Ã‚  Ã‚   Hurricanes bring floods inland. Every person living in southern Florida should look into flood insurance. Like I said earlier, you should not have the attitude of â€Å" It will never happen to me†Ã¢â‚¬ ¦ because it can, it is called Murphy’s Law and it states that what ever you think is least likely to happen will happen.

On “The Incident at Oglala: the Leonard Peltier Story” Essay

The Incident at Oglala: The Leonard Peltier Story is a political documentary which questions the claims of justice and equality in the United States. It is a Civil Rights documentary that recounts one event in the lives of Native Americans. This essay is an expository work and not a critique. The objective here is to present the major elements of the documentary and their ramifications for the doctrine of equal treatment under the law in the United States. With other supporting sources, it is my hope that the readers would become enlightened about the issues of justice as it relates to minority populations. Pine Ridge: The Political Context The primary events documented in the film occurred at a placed considered the poorest reservation in the nation, the Pine Ridge Indian Reservation in South Dakota. Pine Ridge, with a population of about 15,000 Lakota Indians, is a severely economically depressed area with the highest murder rate in the United States per capita. The high murder rate is the result of intra-tribal rivalries fermented by limited Federal funding. The residents of Pine Ridge had divided themselves into two groups, the full-blood and the mixed blood. The full-bloods were the genetically pure natives with culturally conservative views. The mixed-bloods were Native Americans with Caucasian heritage who generally preferred a more progressive society. For the most part, the mixed-blood dominated the administration of the reservation. To foster self-help and a sense of pride among themselves, the residents formed the American Indian Movement (AIM). In the spring of 1972, Dick Wilson, a mixed-blood, became president the Tribal Council. The leader of the Tribal Council controlled the major source of livelihood on the reservation, the money from the Federal Government. Wilson was believed to be a very corrupt leader who used death squads (Guardians of the Oglala Nations or GOONs) to silence his critics. As a result, nearly all of the victims of the high murder rate in Pine Ridge were the full-blood Native Americans. The failure of the Federal Bureau of Investigation (FBI) and the Bureau of India Affairs (BIA) to investigate the murders coupled with the fact that Wilson was being supported by Federal money gave the impression that the Federal Government was in support of the actions of Wilson and his cohorts. In this environment of fear and intimidation, many of the residents secured arms for self-defense. To publicize their plight, AIM decided to get confrontational with the Federal Government. The group occupied Wounded Knee in late 1973. AIM got the desired publicity with the unintended consequences of a heavy military response from the Federal Government. After a three-day standoff and two Native American deaths, the crisis was resolved. It, however, reinforced the belief among the Pine Ridge residents that they could not depend on the Federal Government to seek their interests. As Wilson’s vigilantes pushed their campaign of intimidation and elimination, Pine Ridge residents became more concerned for their lives and afraid of strangers. Wilson’s Goons, in collaboration with the FBI and BIA, attempted to destroy the American Indian Movement. AIM members became very much afraid of strangers and always assumed a defensive posture. It was in this environment that two FBI agents, driving in two unmarked vehicles, made an aggressive pursuit of a vehicle into a heavily armed section of the reservation in 1975. A gun battle ensued in which the agents were killed. It was not until after their deaths did any of the residents of Pine Ridge know that they were Federal Agents. All the men involved in the shootout fled. Leonard Peltier went to Canada. The Trials The events of that day became the focus of the Michael Apted’s documentary, Incident at Oglala: The Leonard Peltier Story. The U. S. Government brought indictments against Jimmy Eagle, Dareelle Butler, Bob Robideau, and Leonard Peltier. The case against Eagle was dismissed for lack of evidence. According to the documentary, Peltier fled to Canada fearing that he would not get a fair trial anywhere in the United States. Peltier fought extradition from Canada. Desiring a speedy trial and perceiving that the extradition proceedings would take considerable time, the U. S. Government prosecuted the other defendants without Peltier. The case was taken to Cedar Rapids, Iowa. The Government tried to instill a sense of fear in the local population against the Native American population. It did not work. Convinced that the government did not present case void of reasonable doubts, all the defendants were found not guilty on the grounds of self-defense. Peltier was the lone accuser left and the prosecutor wanted to convict him at all cost. Federal agents had been murdered and someone had to be convicted; and Peltier was the man. If he had not fled to Canada, he would have acquitted along with his colleagues. Now, he must face a separate fate. What followed is a disturbing look into how representatives of the Federal Government can manipulate people and information to convict innocent people. It began with the extradition. The U. S. Government used a perjured document to get Canada to extradite Peltier back to the United States. Myrtle Poor Bear, the Government’s witness in the extradition case, claimed to be Peltier’s girlfriend. It was a lie. She admitted in the documentary that if she had seen Peltier in court, she would not have been able to identify him. Yet, they Government got her to sign two affidavits attesting to be on the scene when the Federal Agents were murdered and that they were murdered by Peltier. Her affidavit of February 23rd indicated that she was not present when the agents were murdered. Four days later, she signed another affidavit indicating that she was present when the agents were killed and that the perpetrator was Peltier. Fingerprints analyses from the location did not put Poor Bear at the scene. Why, then, did she lie? Poor Bear was threatened by representatives of the U. S. Government. She was shown the mutilated body of a colleague and told that her fate could be worse. In addition, she was told that she could lose her child to the Government. Fearing that the Government had the power to make good on its threats, she decided to cooperate. The Government Agents then provided her the information she attested to in the affidavits. That representatives of the United States Government would deliberately lie to a foreign government and undermine international treaty is very disturbing. But that is what happened. With an eyewitness affidavits ((Linder, Famous Trials: Leonard Peltier Trial, paragraph 17) putting Peltier at the scene of the crime and identifying him as the perpetrator, the Canadian Government turned Peltier over to the United States. According to Bob Robideau, one of the defendants in the first trial, the Canadians did not need the affidavits to extradite Peltier. It gave them the excuse because the Canadian Government has its own problems with the local populations of Native Americans. No wonder they were willing to breach an international treaty based on conflicting evidence. The trial of Leonard Peltier was filled with many inconsistencies in the Government’s case. James Harper, the Government’s prime witnessed who allegedly got a prison confession from Peltier, was a liar. His landlord reported how he had rehearsed his claims of evidence in the Manson case and in Peltier’s case. Secondly, the bullet casings found at the murder scene could not me matched to any one particular weapon. Thirdly, the Government provided conflicted evidence about the vehicle the dead agents were following. All initial reports indicated that the agents were following a red pick-up truck. This would have been the case because the person they were look for, Jimmy Eagle, was last seeing driving a red pickup. So it made sense that they would chasing after a red pickup truck; however, to implicate Peltier, the prosecutors changed the vehicle in the chase from a red pickup truck to a red and white van because Peltier owned a red and white van. Three witnesses, who at the trial placed Peltier at the murder scene, later recanted their statements and said that they were coerced (AIM For Freedom For Leonard Peltier). Unlike his colleagues who were tried in Iowa, Peltier was tried in Fargo, South Dakota by a jury that did not represent his peers (Linder, Famous Trials: Leonard Peltier trial, paragraph 20). Peltier was found guilty in spite of the preponderance of very doubtful evidence. Ballistics analyses could not definitely tie Peltier’s gun to the casings found at the murder scene because his gun was damaged in a motor vehicle fire. The Government Agents were apparently chasing one vehicle: it was both a red pickup truck and a red and white van. Witnesses were coerced. Even a Federal Appeals Court has found this case to be gross travesty of justice. â€Å"As late as November 2003, the 10th Circuit Court of Appeals acknowledged that ‘†¦Much of the government’s behavior at the Pine Ridge Reservation and its prosecution of Mr. Peltier is to be condemned. The government withheld evidence. It intimidated witnesses. These facts are not disputed’† (AIM For Freedom For Leonard Peltier) Opinion The credibility of any judicial system rests on the fact that it can be trusted by the people to administer justice impartially. When judicial system can be manipulated, especially by the government, to disregard the principle of innocent until proven guilty, it is not Leonard Peltier alone who is the victim. We are all victims because the judicial system loses its credibility at home and abroad. Since his imprisonment, many world-renowned figures have called for his on the grounds that he is a political prison. Amnesty International, the 14th Dalai Lama, the Belgium Parliament, the United Nations Commissioner on Human Rights, the Italian Parliament, Archbishop Desmond Tutu, the Italian Parliament, Rev. Jesse Jackson, and the European Parliament have all called for his release (See Resolution). The continued imprisonment of Peltier also undermines the United States in it efforts to be a beacon of justice, equality, and fair play. As long as the world continues to see Peltier as a political prisoner, America’s call on other nations, like Cuba and China, to release their political prisoners would ring hollow, if not seen as hypocritical. Worst of all, if the government can plant evidence, distort evidence, coerced witnesses, and intentionally falsify documents just to get a conviction in one case, what will stop it from doing the same in any other case? On a larger sociological point, the Pine Ridge Indians see the case of Peltier as another reason why they should be skeptical about the government seeking their interests. This is the same reason why African Americans have distrusted the government, especially law enforcement. If the government wants to be a government for all people, regardless of race, creed or ethnicity, justice must be blind and never, even manipulated by the government. References AIM For Freedom For Peltier, 2009. An Internet publication. Retrieved on 12 May 2009 from http://www. whoisleonardpeltier. info/background. htm Linder, Douglas. 2006. Famous Trials: The Leonard Peltier Trial, 1977. Retrieved on. 12 May 2009 from: http://www. iterasi. net/openviewer. aspx? sqrlitid=eguyvxdeae-dwr5whj8t6g Resolution on the case of Leonard Peltier. European Parliament. 1999-02-11. Retrieved on 12 May 2009 from: http://www. webcitation. org/5LSGc933r.