Empire Windrush Essay Example | Topics and Well Written Essays - 2000 words

Realm Windrush - Essay Example The ceaseless procedure of the nation's development is an endless procedure, which represents the present cultural condition the Empire has. Its multicultural fondness to different locales on the planet has opened up incalculable open doors towards progress of the expectations for everyday comforts in Britain. At present, over 5% of the British populace began from parentage that is overwhelmingly non-British. These incorporate the Chinese, Indian, Pakistani, Bangladeshi, Russian, Africans and Americans (Schiavone, 2003). Likewise, the quantity of abroad laborers keeps on flooding ahead. This receptiveness to assorted societies has cleared route for the current status of Britain establishing of various blends of amazing techniques for civilisation. Notwithstanding that, it likewise gave path for the nation's rich information in various fields including global promoting. Really, the social proclivity of the nation has prompted information development that the nation directly appreciate s and uses towards giving a further extent of resident fulfillment. Incontestably, the cutting edge Britain owes its present conspicuousness to its history. England's rich history is to be sure one of the major contributing variables to the nation's high caliber of life. According to its affluent legacy, various antiquarians have since a long time ago anticipated the decency that recently anticipated the nation. To be sure, probably the most grounded base for such expectations is the Empire Windrush. The Empire Windrush is a colossal boat that cruised from Britain to various pieces of the world. It is a critical milestone in the multiculturalism foundation of current Britain (Kurdi, 2000). The boat Empire Windrush brought the main gathering of roughly 500 workers to Tilbury close to London on June 22, 1948. The Windrush was in transit from Australia to England through the Atlantic, docking in Kingston, Jamaica. A commercial had showed up in a Jamaica paper offering modest vehicle on the boat for anyone who needed to come and work in the UK. There was a lot of work in post war Britain and enterprises, for example, British Rail, the National Health Service and open vehicle selected only from Jamaica and Barbados. In spite of the fact that African-Caribbean were urged to travel to Britain by means of movement crusades made by progressive British governments, numerous fresh introductions were to suffer bigotry and extraordinary prejudice from specific areas of indigenous British society. This was to stamp African-Caribbean relations with the more extensive network over a significant stretch. Early African-Carribean settlers discovered private work and lodging denied to the m based on race. Lodging was hard to come by following the wartime besieging, and the deficiency prompted a portion of the principal conflicts with the built up white network. Conflicts proceeded and intensified into the 1950s, and there were riots in urban areas including London, Birmingham and Nottingham. The Second World War cleared path for various number of outlets including science, innovation, workmanship, writing, culture and above all else financial improvement in an unmistakable way. It ought to be noted movement changes the demography of a country and why just demography It impacts the nearby populace in a differing way whereby the settlers, however monetarily in reverse, for the most part, get their colorful culture and particular

What it means to be human Essay Example | Topics and Well Written Essays - 1250 words

Being human - Essay Example cites the expressions of Nietzsche: â€Å"He who has a Why to live for can shoulder practically any How.†(Foreword, ix) What he makes reference to in the book is no uncertainty significant; however how he says, what he says is increasingly significant; about whom he says is still progressively significant. He doesn’t recount to the radiant accounts of saints and incredible men. He subtleties the sufferings and brain plays of the normal people, when fast approaching passing tested them; when they were up close and personal with the outline of death of the most exceedingly awful request. This book is considered as a significant commitment to the mental writing since Freud. Accounts of different detainees and jail staff are entwined around the narrative of Frankl, about his detainment in Auschwitz and other death camps for a genuinely significant stretch of 5 years, and how he kept his inward soul igniting with the dormant want to live. In this viewpoint Frankl appears to outperform Freud, who propounds that sexual impulses and inclinations are the main impetus in the life of an individual. Frankl suspects something and contends about the nobler senses that are all the more impressive. The center want of a person is to look for significance and motivation behind life. The most noticeably awful was in store in the life of Frankl. In addition, Auschwitz, he needed to experience the meticulousness of four unique camps somewhere in the range of 1942 and 1945. His folks, sibling and pregnant spouse died. In a comparable circumstance, a standard individual will create self-destructive propensities, if not end it all. Frankl was a man of incredible coarseness and assurance. Through his enduring he supports others by contending that one can't abstain from enduring when it needs to come, when it falls in one’s parcel, yet it very well may be tested, one can adapt to it, discover importance and walk forward in existence with reestablished assurance. His hypothesis is known as logotherapy. History produces stalwarts like Frankl whom it needs as the observer and to record its pages smeared in carnage and viciousness. To demonstrate to humankind that severe power won't produce anything strong!

Reflaction Essay Example | Topics and Well Written Essays - 250 words

Reflaction - Essay Example With an end goal to accomplish the elevated requirements of manliness set by sexism and heterosexism the same, men miss the mark concerning taking part in hostile to savagery endeavors (Grove 287). The proposition of the article is powerful given that it features the genuine idea of the general public, particularly in regards to men and against brutality endeavors. While society anticipate that men should hold their manliness gauges as high as could be expected under the circumstances, supporting endeavors against viciousness turns into an overwhelming assignment given that the two run corresponding with one another. It is very inconceivable for a man to stay manly in the eyes if the general public while simultaneously supporting endeavors against brutality. The article further presents potential systems of drawing in men in hostile to savagery endeavors, for example, connecting with men in exercises that challenge both sexism and heterosexism while giving them a passage point that help their male character (Grove 285). The subsequent article lays accentuation on the making of exchange network based mediation to viciousness. The endeavors contributed by the current mediations to brutality are not satisfactory to alleviate the savagery to a middle of the road level. It in this manner recommends the production of network based intercessions as an answer for savagery. It refers to the absence of execution of elective structures on the ground as a significant issue confronting the battle against viciousness. The effectiveness of the network put together mediation to brutality lies with respect to drawing in the network in taking dynamic job in really interceding savagery (Mimi 293). The elective mediation to viciousness ends up being a successful method for alleviating savagery given it moves toward the issue from the grass root notwithstanding really including the network with an end goal to battling brutality. The techniques delineated in network based mediation programs elevate odds of accomplishment of the intercession. The paper has illuminated me on elective mediation

Hult, the Business School I chose Hult Blog

Written by Undergraduate Global Ambassador, Paula Cevallos.   When graduating high school, I wasn’t sure where I wanted to study. If I am completely honest, I didn’t even have a clear picture of what I wanted to study. I knew four things for sure–I like people, I am good talking with them, I am good in organizing, and I am very creative. A few aptitude tests later, I decided I wanted to study Business. Not everything is for everyone, but Business is definitely a gateway to anything. Whether you want to open your own business, work in a company, work with numbers, or work in the more creative areas; and the great thing is that along the way you can decide what area or areas of business you want to specialize in. If you want to study business and don’t know what university to choose, this blog might be for you. I applied to many universities, including Indiana University, University of Pennsylvania, and Pace University. I got accepted into all of them. So what were the deciding factors that led me to choose Hult? International Environment   I absolutely loved that Hult had such a variety of students from all over the world. Not only because of how interesting their different backgrounds are but because in Business there is nothing more important than connecting with people.   When I arrived at Hult, there were at least people from 10 different nationalities per class and the value was not only one of the interests but an educational one as well. At that moment and even until now, I find myself learning from what each of them has to add to the class: experiences, different ways of solving things, mindsets, core values. All of which have added up to my learning experience that is hard to put into words without experiencing it. It is close to the feeling of having a new kid in your classroom. But not nearly as exciting because this time you don’t know where that kid is from, or if you do, it may differ in some way to where you were born. Strategic Locations Hult has their two main campuses in important business centers or metropolitan cities. These being London in the UK, and the other in San Francisco, or if I may say, the Silicon Valley in the US. I am currently on our San Francisco campus and the business opportunities are as easy as walking along Levis Plaza, grabbing a Starbucks, or ordering an Uber. In the Silicon Valley, you never know who you’ll meet along your way. In fact, I’d like to share my friend Rudy’s experience. Just months before graduating Hult he ordered an Uber to his friend’s house. He was sharing that ride with a man who ended up being the CEO of a company in LA, where he works right now. Opportunities are this huge in these types of cities, so in looking for a Business School this was one important requirement I wanted my university to fulfill. Rotation Plan Alongside San Francisco and London, Hult has campuses in Shanghai, Dubai, and Boston for our summer programs. As a big traveling fanatic, I loved this about Hult. Traveling and studying had never been so easy and effective. Last summer I was in Shanghai in a culture 360 degrees different than mine. I was learning from everything I saw. For example, people in Mainland China are very conservative and even a little shy. They don’t like to make others or themselves â€Å"lose face† (this is to be embarrassed or look bad in a situation), they like everything hot because they believe this helps digest food faster because for them mind and body have a dual relationship, and almost every tradition has a significance. These are just some of the things I learned from walking and interacting, but this wasn’t the only place I was learning. Academically the Shanghai campus was great as well, the professors were mostly American and the classes were the same as in San Francisco or London. I liked the fact that I was enjoying a new culture as well as increasing my academic knowledge. Dual Degree This is something people generally start thinking about after finishing their BBA or in other words after finishing university. But this is something I thought about as well. We need to think about our future, even if that direction may change along the way, it is great to know that a university thinks further as well. Hult enables you to get a one-year master degree program and add a second master’s degree in just 9 months or accelerate it to 6 months. This is extremely important; companies want to hire people with greater knowledge and experience and being able to have that in a timely manner and having that option after my BBA was definitely an opportunity that caught my eye.  Ã‚   Scholarship and Financial Aid I have always been a good student so I wanted my university to acknowledge my efforts. Some of the previous universities mentioned accepted me without a scholarship or the scholarship that wasn’t fully appealing to me. It is no secret that university is more costly than High School, so one of the things high school graduates look for is a university with a good learning outcome that is not so expensive, or if it is, that in some way, helps their incoming students. Hult met these expectations. I had done IB (International Baccalaureate) for three years in High School and they accepted my credits and awarded me a scholarship. There is no better feeling than knowing your efforts meant something. Even if most of us have our parents to help us with tuition fees, some have to pay it with their own money. So, it is very gratifying to know that either you are a US citizen or an international student, if eligible, Hult offers you both merit-based scholarships or need-based grants. Representing the Toastmasters Club during the Club Societies Fair To conclude, yes Hult isn’t the biggest university neither is the one that has been around the longest, but it is most certainly one that has exploited its potential in ways that other universities haven’t. It offers you the opportunity to study in some of the greatest business centers, share classes with people from all over the world who might in the future become your business partners or your entry to different markets, it offers great academic material with hands-on projects and lectures, it awards scholarships and financial aid, and it has a master degree program that allows you to get double the outcome in less time. Above all, the greatest thing about this institution that I can proudly call My University is that it is always updating, and the best is yet to come. If you’d like to know more about student life at Hult, get in touch with a student ambassador on this page. Paula Cevallos is an undergraduate student majoring in Marketing at the Hult San Francisco campus. Shes passionate about travel and outdoor activities. Outside of the classroom, shes an active member in Hult San Francisco Toastmasters Club, Fashion Business Club, Hult SAS Big Brother Club, and Hult Running Club. Shes also a Hult Global Ambassador. Hult offers a range of highly skills-focused and employability-driven business school programs including a range of MBA options and a comprehensive one year Masters in International Business. To find out more, take a look at our blog Why business school? A student’s perspective. Download a brochure or get in touch today to find out how Hult can help you to learn about the business world, the future, and yourself. Hult Rotation offers you a chance to study in a truly global way. Our rotation program allows you to study and be immersed in some of the finest cities in the world. 📠¸: @jasminmanzano . Hult Rotation offers you a chance to study in a truly global way. Our rotation program allows you to study and be immersed in some of the finest cities in the world. 📠¸: @jasminmanzano . Each year, Hult seeks to enroll a talented and ambitious incoming class from all over the world. We look for diverse students with a wide range of experiences, perspectives, and interests—students who will thrive in our unique educational atmosphere. Are you ready for a truly global experience? 📠¸: @iambrunadiniz . Each year, Hult seeks to enroll a talented and ambitious incoming class from all over the world. We look for diverse students with a wide range of experiences, perspectives, and interests—students who will thrive in our unique educational atmosphere. Are you ready for a truly global experience? 📠¸: @iambrunadiniz . We’re excited to start 2020 on a ranking high! Hult is proud to have been placed #28 in Poets Quants 2020 rankings for Best Undergraduate Business Schools in the US. Taking a huge leap of 32 places from our 2019 position, we’re also very happy to have secured top positions in key categories like: life-changing experience, practicality of the degree, and global immersion. . With five global campuses, a student body of over 130 nationalities, and a learn-by-doing approach—Hult offers a student experience like no other. . We’re excited to start 2020 on a ranking high! Hult is proud to have been placed #28 in Poets Quants 2020 rankings for Best Undergraduate Business Schools in the US. Taking a huge leap of 32 places from our 2019 position, we’re also very happy to have secured top positions in key categories like: life-changing experience, practicality of the degree, and global immersion. . With five global campuses, a student body of over 130 nationalities, and a learn-by-doing approach—Hult offers a student experience like no other. . â€Å"I’m from an engineering background and needed a whole new skill set for the industry I wanted to switch to. I learned a lot about myself and how I deal with being out of my comfort zone. I learned both soft and hard skills, from how to work in very diverse teams to key accounting metrics and strategy. I was surprised by how weak I was at certain tasks in English or how strong I actually was in other areas. Hult gave me opportunities to try new things and meet people from places I never thought I would have friends. . My internship experiences gave me the chance to broaden my view of different cultures and different companies. I had the opportunity to work and live with people whose values differed from people in my home country. I thought that this would be difficult, but it gave me the chance to reflect on my own values and assess if they were a result of my home country environment or if they were intrinsically mine. . Diederick ter Kulve (@diederick.terkulve) Netherlands Masters in International Business . â€Å"I’m from an engineering background and needed a whole new skill set for the industry I wanted to switch to. I learned a lot about myself and how I deal with being out of my comfort zone. I learned both soft and hard skills, from how to work in very diverse teams to key accounting metrics and strategy. I was surprised by how weak I was at certain tasks in English or how strong I actually was in other areas. Hult gave me opportunities to try new things and meet people from places I never thought I would have friends. . My internship experiences gave me the chance to broaden my view of different cultures and different companies. I had the opportunity to work and live with people whose values differed from people in my home country. I thought that this would be difficult, but it gave me the chance to reflect on my own values and assess if they were a result of my home country environment or if they were intrinsically mine. . Diederick ter Kulve (@diederick.terkulve) Netherlands Masters in International Business . Say a big hello to our Bachelor of Business Administration program cover star, Elisa Orus Plana âÅ" ¨ . â€Å"I’m excited for the future—especially that I cant predict whats going to happen. Maybe Ill end up in Mexico working for a trading company or maybe in Africa, developing my own business. Everything is possible, and the options are constantly changing. I love the idea that Im never going to be stuck doing the same job until the end of my life if I dont want it to be like this. . Hult really supports me and my ambitions and truly believes that we deserve to be considered as professionals as well as students. Here, I get to express not just my opinions but all elements of myself. From my creative side with the Fashion Society to my finance and business sides in Trading Club and the Management Consulting Club. We get a different type of learning here. Not just essential knowledge and theory, but practical skills and mindset. The school is always evolving. We’re encouraged to innovate and to always look for new ways of doing traditional things. We learn how to be more confident and become aware of how we can impact our environment. The school aims to help you become a better version of yourself and to stand out from the crowd.â€Å" . Elisa Orus Plana French Bachelor of Business Administration Class of 2021 Say a big hello to our Bachelor of Business Administration program cover star, Elisa Orus Plana âÅ" ¨ . â€Å"I’m excited for the future—especially that I cant predict whats going to happen. Maybe Ill end up in Mexico working for a trading company or maybe in Africa, developing my own business. Everything is possible, and the options are constantly changing. I love the idea that Im never going to be stuck doing the same job until the end of my life if I dont want it to be like this. . Hult really supports me and my ambitions and truly believes that we deserve to be considered as professionals as well as students. Here, I get to express not just my opinions but all elements of myself. From my creative side with the Fashion Society to my finance and business sides in Trading Club and the Management Consulting Club. We get a different type of learning here. Not just essential knowledge and theory, but practical skills and mindset. The school is always evolving. We’re encouraged to innovate and to always look for new ways of doing traditional things. We learn how to be more confident and become aware of how we can impact our environment. The school aims to help you become a better version of yourself and to stand out from the crowd.â€Å" . Elisa Orus Plana French Bachelor of Business Administration Class of 2021"> During the final days of 2019, you probably reflected on what you’ve accomplished this year—and even this decade—and what you’d like to achieve in 2020. Let us know in the comments below. During the final days of 2019, you probably reflected on what you’ve accomplished this year—and even this decade—and what you’d like to achieve in 2020. Let us know in the comments below. â€Å"The first time we did group work on the program, I went head-to-head with a colleague. It taught me a lot about how I see people, how people see me, and how conflict can be resolved in a kind and productive way. The best feedback you get, when delivered constructively, is the most critical because it really feeds into how you lead. I’ve completely reversed my leadership style—the result is so much richer and more powerful when you lead from behind and lead with strength. . Studying in tandem with working, whilst challenging, gave me the perfect platform to directly apply learning concepts into my business environment, the competitive landscape, and the real-estate industry as a whole. When I started the program, I was very happy in my corporate role. But my courage and aspirations grew to the point that I took on a whole new direction. Having my career coach, Joanna, as a sounding board allowed me to really be strategic and get to know myself. She coached me thro ugh all the interviews, the research, and the questions. It went in parallel with what I was doing academically and after six months everything just clicked. . I went into the EMBA knowing I had nothing to lose and I’ve come out with everything. Great strength, global friends, amazing learning, mentors from professors, a job I love, and the knowledge that I can set my mind to achieve anything and with the right support and resources I’ll get there.† . Kashani Wijetunga British, New Zealand Sri Lankan Associate Director Senior Strategy Consultant CBRE EMBA Class of 2019 . â€Å"The first time we did group work on the program, I went head-to-head with a colleague. It taught me a lot about how I see people, how people see me, and how conflict can be resolved in a kind and productive way. The best feedback you get, when delivered constructively, is the most critical because it really feeds into how you lead. I’ve completely reversed my leadership style—the result is so much richer and more powerful when you lead from behind and lead with strength. . Studying in tandem with working, whilst challenging, gave me the perfect platform to directly apply learning concepts into my business environment, the competitive landscape, and the real-estate industry as a whole. When I started the program, I was very happy in my corporate role. But my courage and aspirations grew to the point that I took on a whole new direction. Having my career coach, Joanna, as a sounding board allowed me to really be strategic and get to know myself. She coached me thro ugh all the interviews, the research, and the questions. It went in parallel with what I was doing academically and after six months everything just clicked. . I went into the EMBA knowing I had nothing to lose and I’ve come out with everything. Great strength, global friends, amazing learning, mentors from professors, a job I love, and the knowledge that I can set my mind to achieve anything and with the right support and resources I’ll get there.† . Kashani Wijetunga British, New Zealand Sri Lankan Associate Director Senior Strategy Consultant CBRE EMBA Class of 2019 . â€Å"It was now or never. I knew that I’d have likely stayed in my neighborhood for years to come if I didn’t take this opportunity. I’d not lived or studied outside of the U.S. before. So I left my job as a global strategist at an advertising agency and moved halfway around the world. I’ve come back a more culturally aware, well-versed person. I’ve realized that everything is a learning experience and an opportunity for growth. Ill definitely carry this mindset with me into the future. Technology and social media allow us to be different people in several places at once. Im excited to see how I can establish myself in whatever city Ill be lucky enough to call home and still maintain deep connections with people all over the world. I’m inspired by my classmates every day. Hearing some of their life stories and how getting this degree fits into their greater mission has been very humbling. My biggest challenge has been finding the ‘right’ path for me. There have been rooms Ive felt like I shouldnt be in, but now Im proud to feel as though I truly belong, wherever I am.† . Dwayne Logan, Jnr. American MBA Class of 2019 . â€Å"It was now or never. I knew that I’d have likely stayed in my neighborhood for years to come if I didn’t take this opportunity. I’d not lived or studied outside of the U.S. before. So I left my job as a global strategist at an advertising agency and moved halfway around the world. I’ve come back a more culturally aware, well-versed person. I’ve realized that everything is a learning experience and an opportunity for growth. Ill definitely carry this mindset with me into the future. Technology and social media allow us to be different people in several places at once. Im excited to see how I can establish myself in whatever city Ill be lucky enough to call home and still maintain deep connections with people all over the world. I’m inspired by my classmates every day. Hearing some of their life stories and how getting this degree fits into their greater mission has been very humbling. My biggest challenge has been finding the ‘right’ path for me. There have been rooms Ive felt like I shouldnt be in, but now Im proud to feel as though I truly belong, wherever I am.† . Dwayne Logan, Jnr. American MBA Class of 2019 . Happy New Year, Hultians! . Happy New Year, Hultians! .

Psych Exam Chapter 12 - 16262 Words

Chapter 12, Exam 3 Name: ___________________________________ Date: ______________ 1. The definition of _____ is a negative emotional state occurring in response to events that are perceived as taxing or exceeding a persons resources or ability to cope. A) a hassle B) stress C) a stressor D) appraisal 2. Which of the following is the BEST definition of stress? A) the demands that are made on you by other people B) deadlines, daily hassles, or inconveniences C) a negative emotional state caused by your perception that you are unable to cope with events or circumstances D) the mental processes that people use to make sense out of their environment 3. During their third year at college, Tammy and Timothy both lost their part-time jobs in†¦show more content†¦13. The Social Readjustment Rating Scale (SRRS): A) measures acculturative stress. B) uses personality measures to estimate the length of time it will take a person to recover and readjust from the stressful effects of major life traumas. C) was an attempt to quantify and rank the impact of stress-producing events in a persons life. D) measures the effect that everyday events that annoy and upset people has on health and well-being. 14. The Social Readjustment Rating Scale (SRRS), which was an attempt to quantify and rank the impact of stress-producing events in a persons life, was developed by: A) Richard Lazarus. B) Robert Ader and Nicholas Cohen. C) Thomas Holmes and Richard Rahe. D) Janice Kiecolt-Glaser and Ron Glaser. Page 3 15. Holmes and Rahe believed that any change that required you to adjust your behavior and lifestyle would cause stress. In an attempt to measure the amount of stress people experienced, they developed the: A) Ways of Coping Questionnaire (WCQ). B) Daily Hassles Scale (DHS). C) Social Readjustment Rating Scale (SRRS). D) Cognitive Reappraisal Rating Scale (CRRS). 16. In contrast to the conclusions reached by early stress researchers Thomas Holmes and Richard Rahe, contemporary health psychologists now believe that: A) to improve its predictive power, the Social Readjustment Rating Scale needs to be expanded from 43 life events to 125 life events. B) positive life events, such as vacations or marriage, have aShow MoreRelatedPsych Syllabus Essay2272 Words   |  10 PagesIntroductory Psychology COURSE CREDIT 4 credit hours TERM/YEAR Win 2014 COURSE LOCATION http://macomb.angellearning.com TIME/DAY 24/7 for eight weeks FACILITATOR Dr. Orlich E-MAIL Angel course e-mail system TEXT Rathus, S.A., PSYCH 3 (Wadsworth/Cengage, 2014) Psychology. COURSE DESCRIPTION OUTCOMES This course will provide an introductory overview of the nature, scope, and methods of psychology as behavioral science, emphasizing development, biological foundation ofRead Moreâ€Å"Vulgarized Filipino Identity: Development of Filipino Profanity†5036 Words   |  21 Pagesfor Related Research or Articles: Monday, Tuesday, Thursday and Saturday * Compiling the Researched Materials and Finalizing the needed requirement before the midterm exams: Wednesday, Friday and Sunday * Completing the Research Work: after the mid term exams * Surveying and Interviewing: Free time after mid term exams Methodology This section presents the method of study, instrument used, the procedures in the preparation and administration of the instruments and the treatmentRead MoreFundamentals of Hrm263904 Words   |  1056 PagesLise Johnson Sarah Vernon Amy Scholz Laura Finley Dorothy Sinclair Sandra Dumas Susan McLaughlin Kevin Murphy Laura Ierardi Allison Morris Hilary Newman mb editorial services David Levy  ©Michael Eudenbach/Getty Images, Inc. This book was set in 10/12 ITC Legacy Serif Book by Aptaracorp, Inc. and printed and bound by Courier/Kendallville. The cover was printed by Courier/Kendallville. This book is printed on acid free paper. Copyright  © 2010, 2007, 2005, 2002 John Wiley Sons, Inc. All rights reservedRead MoreSolution Manual, Test Bank and Instructor Manuals34836 Words   |  140 Pagesto the Universe with MasteringAstronomy, 6E_Eric Chaisson,Steve McMillan (IG+TB) Auditing Assurance Services, 5e_Timothy J. Louwers,Robert J. Ramsay,David H. Sinason,Jerry R. Strawser,Jay C. Thibodeau (SM+TB) Auditing Assurance Services__ARENS_ 12 E ( SM ) Auditing _ARENS_13e (SM) Auditing A Business Risk Approach, 6th Edition_Larry E. Rittenberg,Bradley J. Schwieger ,Karla Johnstone (SM+TB) Auditing A Business Risk Approach, 7th Edition_Larry E. Rittenberg,Karla Johnstone,Audrey Gramling

Lord Of The Flies Symbolism Analysis - 733 Words

Lord of the Flies Lord of the Flies has symbols throughout the story, each character brings a different point of view. Piggy, Ralph, and Jack take a leading role with all the boys, although they vote Ralph in charge both of the other boys take a leadership position. Goulding uses the boys to show the faults of mankind and the roots of all evil. Four symbols Goulding used in the novel were: Piggy’s glasses, the Conch Shell, The Beast, and Simon’s hiding place. Therefore, the symbols show the true character of the boys who are stranded on an island. Piggy was a stout boy who was different from all the other boys on the island because he had asthma and wore glasses. The glasses throughout the story were used to start a fire, but also†¦show more content†¦He talks of a slithering object at night that tries to get him while he is asleep. There are many other accounts of a beast, even a pig’s head and a parachutist who did not make it. The Beast represents the fear that the boy s have and everyone. The Beast is altered or changed depending on the boy who speaks of it because they are all scared and afraid of what might be out there or what might come to be. However, after Simon is killed and the parachutist is gone, they believe the beast is gone. The last symbol is Simons Hiding place, Simon was a quiet character who never said much and was seen as weak from the beginning. Simon went with Ralph wandering the island and never spoke unless directly asked. Simon would always disappear for hours and the show back up, no one ever knew where he ran off to. Goulding shows where Simon goes; in Chapter 6, Simon has a place full of sunlight and blocked by vines from the jungle. There in his place are butterflies and warmth, something that makes Simon calm and relaxed. He ventures here a lot more often throughout the book and is there right before he dies when he believes the dead pig’s head is talking to him. Therefore, Simon’s hiding place is a symbo l of good and evil, a place of peace that later shows the devil through the pig and foreshadows that Simon will die on the island. Lord of the Flies has more symbols than just the ones in this essay. Goulding shows theShow MoreRelatedLord Of The Flies Symbolism Analysis766 Words   |  4 PagesLord Of The Flies In William Golding’s â€Å"Lord Of The Flies† Novel, symbolism is a very important element of the book, Many symbols show how the boys on the island are slowly becoming savage and losing their civility. The conch is just a shell, But it does represents much more than that, the conch is power, order, respect and civility and when its broken, It’s the loss of civilization. The conch is first found by Piggy and Ralph when they first get to the beach. Piggy who’s seen one beforeRead MoreLord Of The Flies Symbolism Analysis1131 Words   |  5 PagesIn Lord of the Flies (LoF) by William Golding, symbols are used to illustrate Golding’s bleak views of the basic instincts of man. It appears that Golding believes that no matter whom you are or what your life is like, your basic instincts and compulsions are dark, and self-preserving. The majority of this story can be read symbolically whether through the islands structure, the characters if the boys, or the objects occurring within the book. However the symbolism of the conch, the lord of theRead MoreLord Of The Flies Symbolism Analysis752 Words   |  4 PagesLord of the Flies, by William Golding, is full of symbo lism and allegories. Three important symbols are the conch shell that represents civilization, the fire that represents hope, and the outside world that the boys represent. The conch shell represents civilization, order, and power. For example, in the beginning of the novel, Ralph blows the conch shell, in hopes of attracting other boys that may be on the island; and, soon, other boys do appear. The conch has brought the boys together, andRead MoreLord Of The Flies Symbolism Analysis968 Words   |  4 Pages Lord of the Flies In William Goldings novel Lord of the Flies, he demonstrates the struggle of being trapped on an island containing no civilization and the attempt to remain safe. As the conflict starts to occur on the island, the battle to stay alive and hope to be rescued becomes more challenging for the boys. Throughout the novel, many symbolic elements become significant and are prominently used to get the reader to interpret things differently and see things in other perspectives. In theRead MoreLord Of The Flies Symbolism Analysis710 Words   |  3 PagesLord of the Flies William Golding’s use of Symbolism for Leadership, Survival, and Intelligence †All nature is a vast symbolism; every material fact has sheathed within a spiritual truth† (Edwin Hubbell Chapin)In life there is a lot of symbolisation especially with nature, everything is one thing but can stand for a totally different objective. Being symbolic happens not only in life but in the book in many ways.In the story there is symbolism on good and bad and each stand for what is neededRead MoreLord Of The Flies Symbolism Analysis768 Words   |  4 Pages The Lord of the Flies is a novel that contains multiple symbols that reflect the actions of human nature. Some of these symbols include Piggy and his glasses, the signal fire, the conch shell, and the Lord of the Flies. Each symbol shows a different flaw or mistake the boys encounter throughout the novel. Piggy is one of the main characters in the novel. It is notable that he is also the only character who wears glasses. Because of his ideas and approach to different situations, he is seen as theRead MoreLord Of The Flies Symbolism Analysis1291 Words   |  6 PagesWilliam Golding, winner of the 1983 Nobel Prize for Literature, argues in his 1954 book Lord of the Flies that humans are evil in nature. He uses multiple symbols to define what savagery really is and how it can affect even the youngest of society. Some symbols, such as painted faces or a pigs head on a stick are used as shocking narrative tools but are necessary in order to portray these children as ruthless monsters. Golding’s use of painted faces does symbolize that when there is anonymity, humansRead MoreLord Of The Flies Symbolism Analysis1020 Words   |  5 PagesThroughout the novel Lord of the Flies, there are many characters that show symbolic traits. Jack, Simon, and Piggy are examples of characters that possess symbolic traits. Jack represents a savage humanity. On the other hand, Simon represents the goodness inside of humans and a civilized humanity. The last character that will be discussed, Piggy, represents science and intellect. These three characters will be analyzed throughout this paper. Jack is the main antagonist in Lord of the flies. ThroughoutRead MoreLord Of The Flies Fire Symbolism Analysis947 Words   |  4 PagesIn the story, Lord of the Flies, by William Golding, many important symbols are introduced that denounce different meanings of the novel’s purpose. The story, Lord of the Flies takes place on an unknown deserted island somewhere in the Pacific Ocean. The boys, stranded on the island, utilize fire in order to survive. After meeting the author announces the character, the forest envelopes in flames and the boys were in grave danger. The fire was also shown to equal community and civilization to signalRead MoreSymbolism Analysis Of Lord Of The Flies By William Golding2013 Words   |  9 Pages Symbolism Analysis of Lord of the Flies â€Å"Lord of the Flies† is a novel written by William Golding which shows the reader dark situations throughout the play of the book. In this novel, boys are completely isolated from civilization and rules. The theme portrays ‘civilization vs savagery’, questioning if civilization fade away without the positive views of rules. Lord of the Flies gives the reader an idea of how humanity’s form can shape throughout different life threatening situations. Golding

Construction and Playing Essay Example For Students

Construction and Playing Essay The main parts of the violin are the front, also called the belly, top, or soundboard, usuallymade of well-seasoned spruce; the back, usually made of well-seasoned maple; and the ribs,neck, fingerboard, pegbox, scroll, bridge, tailpiece, and f-holes, or soundholes (seeillustration). The front, back, and ribs are joined together to form a hollow sound box. Thesound box contains the sound post, a thin, dowel-like stick of wood wedged inside underneaththe right side of the bridge and connecting the front and back of the violin; and the bass-bar, along strip of wood glued to the inside of the front under the left side of the bridge. The soundpost and bass-bar are important for the transmission of sound, and they also give additionalsupport to the construction. The strings are fastened to the tailpiece, rest on the bridge, aresuspended over the fingerboard, and run to the pegbox, where they are attached to tuningpegs that can be turned to change the pitch of the string. The player makes d ifferent pitches byplacing the left-hand fingers on the string and pressing against the fingerboard. The strings areset in vibration and produce sound when the player draws the bow across them at a right anglenear the bridge. Among the prized characteristics of the violin are its singing tone and its potential to play rapid,brilliant figurations as well as lyrical melodies. Violinists can also create special effects bymeans of the following techniques: pizzicato, plucking the strings; tremolo, moving the bowrapidly back and forth on a string; sul ponticello, playing with the bow extremely close to thebridge to produce a thin, glassy sound; col legno, playing with the wooden part of the bowinstead of with the hair; harmonics, placing the fingers of the left hand lightly on certain pointsof the string to obtain a light, flutelike sound; and glissando, steadily gliding the left-handfingers up and down along the string to produce an upward- or downward-sliding pitch. HistoryThe violin emerged in Italy in the early 1500s and seems to have evolved from two medievalbowed instrumentsthe fiddle, also called viele or fiedel, and the rebecand from theRenaissance lira da braccio (a violinlike instrument with off-the-fingerboard drone strings). Also related, but not a direct ancestor, is the viol, a fretted, six-string instrument that appearedin Europe before the violin and existed side by side with it for about 200 years. The earliest important violin makers were the northern Italians Gasparo da Sal (1540-1609)and Giovanni Maggini (1579-c. 1630) from Brescia and Andrea Amati from Cremona. The craftof violin making reached unprecedented artistic heights in the 17th and early 18th centuries inthe workshops of the Italians Antonio Stradivari and Giuseppe Guarneri, both from Cremona,and the Austrian Jacob Stainer. Compared with the modern instrument, the early violin had a shorter, thicker neck that wasless angled back from the violins front; a shorter fingerboard; a flatter bridge; and stringsmade solely of gut. Early bows were somewhat different in design from modern ones. Theseconstruction details were all modified in the 18th and 19th centuries to give the violin a louder,more robust, more brilliant tone. A number of 20th-century players have restored their18th-century instruments to the original specifications, believing them more suited for earlymusic. Used at first to accompany dancing or to double voice parts in vocal music, the violin wasconsidered an instrument of low social status. In the early 1600s, however, the violin gainedprestige through its use in operas such as Orfeo (1607), by the Italian composer ClaudioMonteverdi, and through the French king Louis XIIIs band of musicians, the 24 violons du roi(the kings 24 violins, formed in 1626). This growth in stature continued throughout thebaroque period (circa 1600-c. 1750) in the works of many notable composer-performers,including Arcangelo Corelli, Antonio Vivaldi, and Giuseppe Tartini in Italy and Heinrich Biber,Georg Philipp Telemann, and Johann Sebastian Bach in Germany. The violin became theprincipal force in the instrumental genres then currentthe solo concerto, concerto grosso,sonata, trio sonata, and suiteas well as in opera. By the mid-18th century the violin was oneof the most popular solo instruments in European music. Violins also formed the leadingsection of the orchestra, the most important instrumental ensemble to emerge in both thebaroque and classical (circa 1750-c. 1820) eras; and in the modern orchestrastill the mostimportant instrumental ensemble in Western musicthe violin family

Sampling and Households free essay sample

Senturia et al. (1994) describe a survey taken to study how many children have access to guns in their households. Questionnaires were distributed to all parents who attended selected clinics in the Chicago area during a one-week period for well or sick child visits. Suppose that the quantity of interest is percentage of the households with guns. Describe why this is a cluster sample. What is the psu? The ssu? Is it a one-stage or two-stage cluster sample? How would you estimate the percentage of households with guns, and the standard error of your estimate? What is the sampling population for this study? Do you think this sampling procedure results in a representative sample of households with children? Why, or why not? Solution: This is a cluster sample because all the elements within the clusters are selected. (Example: All parents who attended selected clinics in the Chicago). The primary sampling unit (psu): Clinics in the Chicago. We will write a custom essay sample on Sampling and Households or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The secondary sampling unit (ssu): Households with guns (parents who attended selected clinics in the Chicago area during a one-week period for well or sick child visits). This is a two stage cluster sample because subsample only some of the element within a sampled cluster. We can estimate the percentage of households with guns based on the information available but in this study, the information is not available. We can assume in the case of selecting clinics, the sample size is 10 and the population size is 100, and those are the parameters that define the probability, 10/100. For households, calculation of the percentage is slightly different because we do not know, in advance of the study, how many households are to be selected in each sample clinic. We are simply instructed to select 1 in 5 of all of them, so that if there is a total of 100 in Clinic A and 75 in Clinic B, we would select 20 and 15 respectively. Still, the percentage of selecting a household is 1/5, irrespective, of the population size or the sample size (20/100 = 1/5 but so does 15/75). By the formula, we simply estimate( t) ? unb= N/n ? t_i. When the population value is known, we can know the sampling error and we use this error for the purpose of our statistical test. The standard error of a percentage is always pq/n. Standard error (( t) ? unb) = Nv((1-n/N) (S^2 t)/n) . The sampling population for this study is households with guns in the Chicago. Yes, this sampling procedure results in a representative sample of households with children because where there is sub-sampling within the clusters chosen at the first stage, the term multistage sampling will applies. The population is regarded as being composed of a number of first stage or primary sampling units (PSUs) each of them being made up of a number of second stage units in each selected PSU and so the procedure continues down to the final sampling unit, with the sampling ideally being random at each stage. Using cluster samples ensures fieldwork is materially simplified and made cheaper. That is, cluster sampling tends to offer greater reliability for a given cost rather than greater reliability for a given sample size. With respect to statistical efficiency, larger numbers of small clusters is better. All other things being equal than a small number of large clusters.

Biography of Kublai Khan, Ruler of Mongolia and China

Biography of Kublai Khan, Ruler of Mongolia and China Kublai Khan (September 23, 1215–February 18, 1294) was a Mongol emperor who founded the Yuan Dynasty in China. He was the most famous grandson of the great conqueror Genghis Khan, expanding his grandfathers empire and ruling the vast territory. He was the first non-Han emperor to conquer all of China. Fast Fact: Kublai Khan Known For:  Mongol Emperor, conqueror of southern China, founder of the Yuan dynasty in ChinaAlso Known As:  Kubla, KhubilaiBorn:  September 23, 1215 in MongoliaParents: Tolui and SorkhotaniDied:  February 18, 1294 in Khanbaliq (modern-day Beijing, China)Education: UnknownSpouse(s): Tegulen, Chabi of the Khonigirad, Nambui  Children: Dorji, Zhenjin, Manggala, Nomukhan, Khutugh-beki, and many others Early Life Although Kublai Khan was the grandson of Genghis Khan, very little is known about his childhood. We do know that Kublai was born in 1215 to Tolui (the youngest son of Genghis) and his wife Sorkhotani, a Nestorian Christian princess of the Kereyid Confederacy. Kublai was the couples fourth son. Sorkhotani was famously ambitious for her sons  and raised them to be leaders of the Mongol Empire, despite their alcoholic and fairly ineffectual father. Sorkhotanis political savvy was legendary; Rashid al-Din of Persia noted that she was extremely intelligent and able and towered above all the women in the world. With their mothers support and influence, Kublai and his brothers would go on to take control of the Mongol world from their uncles and cousins. Kublais brothers included Mongke, later also Great Khan of the Mongol Empire, and Hulagu, Khan of the Ilkhanate in the Middle East who crushed the Assassins but was fought to a standstill at Ayn Jalut by the Egyptian Mamluks. From an early age, Kublai proved adept at traditional Mongol pursuits. At 9, he had his first recorded hunting success and he would relish hunting for the rest of his life. He also excelled at conquest, the other Mongolian sport of the day. Gathering Power In 1236, Kublais uncle Ogedei Khan granted the young man a fiefdom of 10,000 households in Hebei Province, northern China. Kublai did not administer the region directly, allowing his Mongol agents a free hand. They imposed such high taxes on the Chinese peasants that many fled their land. At last, Kublai took a direct interest and halted abuses, so that the population grew once more. When Kublais brother Mongke became Great Khan in 1251, he named Kublai Viceroy of Northern China. Two years later, Kublai struck deep into southwest China, in what would be a three-year campaign to pacify Yunnan, the Sichuan region, and the Kingdom of Dali. In a sign of his growing attachment to China and Chinese customs, Kublai ordered his advisors to select a site for a new capital based on feng shui. They chose a spot on the frontier between Chinas agricultural lands and the Mongolian steppe; Kublais new northern capital was called Shang-tu (Upper Capital), which Europeans later interpreted as Xanadu. Kublai was at war in Sichuan once again in 1259, when he learned that his brother Mongke had died. Kublai did not immediately withdraw from Sichuan upon Mongke Khans death, leaving his younger brother Arik Boke time to gather troops and convene a kuriltai, or selecting council, in Karakhoram, the Mongol capital. The kuriltai named Arik Boke as the new Great Khan, but Kublai and his brother Hulagu disputed the result and held their own kuriltai, which named Kublai the Great Khan. This dispute touched off a civil war. Kublai, the Great Khan Kublais troops destroyed the Mongol capital at Karakhoram, but Arik Bokes army continued fighting. It was not until August 21, 1264, that Arik Boke finally surrendered to his older brother at Shang-tu. As Great Khan, Kublai Khan had direct control over the Mongol homeland and Mongol possessions in China. He was also the head of the larger Mongol Empire, with a measure of authority over the leaders of the Golden Horde in Russia, the Ilkhanates in the Middle East, and the other hordes. Although Kublai exerted power over much of Eurasia, opponents to Mongol rule still held out in nearby southern China. He needed to conquer this region once and for all and unite the land. Conquest of Song China In a program to win Chinese allegiance, Kublai Khan converted to Buddhism, moved his main capital from Shang-du to Dadu (modern-day Beijing), and named his dynasty in China Dai Yuan in 1271. Naturally, this prompted charges that he was abandoning his Mongol heritage and sparked riots in Karakhoram. Nevertheless, this tactic was successful. In 1276, most of the Song imperial family formally surrendered to Kublai Khan, yielding their royal seal to him, but this was not the end of resistance. Led by the Empress Dowager, loyalists continued to fight until 1279, when the Battle of Yamen marked the final conquest of Song China. As Mongol forces surrounded the palace, a Song official jumped into the ocean carrying the 8-year-old Chinese emperor, and both drowned. Kublai Khan as Yuan Emperor Kublai Khan came to power through strength of arms, but his reign also featured advancements in political organization and the arts and sciences. The first Yuan Emperor organized his bureaucracy based on the traditional Mongol ordu or court system, but also adopted many aspects of Chinese administrative practice. It was a shrewd decision since he had only tens of thousands of Mongols with him, and they had to rule millions of Chinese. Kublai Khan also employed large numbers of Chinese officials and advisors. New artistic styles flourished as Kublai Khan sponsored a melding of Chinese and Tibetan Buddhism. He also issued paper currency that was good throughout China and was backed by gold reserves. The emperor patronized astronomers and clockmakers  and hired a monk to create a written language for some of Western Chinas non-literate languages. Visit of Marco Polo From a European perspective, one of the most important events in Kublai Khans reign was the 20-year sojourn in China by Marco Polo, along with his father and uncle. To the Mongols, however, this interaction was simply an amusing footnote. Marcos father and uncle had previously visited Kublai Khan  and were returning in 1271 to deliver a letter from the Pope and some oil from Jerusalem to the Mongol ruler. The Venetian merchants brought along the 16-year-old Marco, who was gifted in languages. After an overland journey of three and a half years, the Polos reached Shang-du. Marco likely served as a court functionary of some sort. Although the family asked permission to return to Venice several times over the years, Kublai Khan denied their requests. Finally, in 1292, they were allowed to return along with the wedding cortege of a Mongol princess, who was sent to Persia to marry one of the Ilkhans. The wedding party sailed the Indian Ocean trade routes, a voyage that took two years and introduced Marco Polo to what is now Vietnam, Malaysia, Indonesia, and India. Marco Polos vivid descriptions of his Asian travels, as told to a friend, inspired many other Europeans to seek wealth and exotic experiences in the Far East. However, it is important not to overstate his influence; trade along the Silk Road was in full flow long before his travelogue was published. Kublai Khans Invasions and Blunders Although he ruled the worlds richest empire in Yuan China, as well as the second-largest land empire ever, Kublai Khan was not content. He grew obsessed with further conquest in East and Southeast Asia. Kublais land-based attacks on Burma, Annam (northern Vietnam), Sakhalin, and Champa (southern Vietnam) were all nominally successful. Each of these countries became tributary states of Yuan China, but the tribute they submitted did not even begin to pay for the cost of conquering them. Even more ill-advised were Kublai Khans sea-borne invasions of Japan in 1274 and 1281, as well as the 1293 invasion of Java (now in Indonesia). The defeats of these armadas seemed to some of Kublai Khans subjects as a sign that he had lost the Mandate of Heaven. Death In 1281, Kublai Khans favorite wife and close companion Chabi died. This sad event was followed in 1285 by the death of Zhenjin, the Great Khans oldest son and heir apparent. With these losses, the Kublai Khan began to withdraw from the  administration of his empire. Kublai Khan tried to drown his sorrow with alcohol and luxurious food. He grew quite obese and developed gout. After a long decline, he died on February 18, 1294. He was buried in secret burial grounds in Mongolia. Kublai Khans Legacy The Great Khan was succeeded by his grandson Temur Khan, the son of Zhenjin. Kublais daughter Khutugh-beki married King Chungnyeol of Goryeo and became Queen of Korea as well. In Europe, Khans empire prompted wild flights of fancy from the time of  Marco Polos  expedition. His name may be most remembered in western countries today from the poem Kubla Khan, written by Samuel Coleridge in 1797. More importantly, Kublai Khans reign had an enormous impact on Asian history. He is regarded as one of the greatest rulers in history. He had reunited China after centuries of division and strife and ruled with shrewdness. Although the Yuan Dynasty lasted only until 1368, it served as a precedent for the later ethnic-Manchu Qing Dynasty. Sources Polo, Marco, Hugh Murray Giovanni Battista Baldelli Boni. The Travels of Marco Polo, New York: Harper Brothers, 1845.Rossabi, Morris. Khubilai Khan: His Life and Times, Berkeley: University of California Press, 1988.

The Critical Appraisal of the Research Evidence Associated With an Essay

The Critical Appraisal of the Research Evidence Associated With an Area of My Professional - Essay Example Critical reviews of nursing research thus improve the experiences and knowledge of nurses in various practice areas. Hong Kong’s healthcare system has an increasing demand for evidence-based approaches. In particular, nurses face more serious evidence-based practice challenges given that the nature of their work requires that they rely on the available scientific evidence for decision making (Spring & Hitchcock, 2010). Observably, absence or lack of nurse representation in research would limit the growth and development of the profession (Duffy, Fisher & Munroe, 2008). Evidence-based practice in Hong Kong has numerous issues and implications in its establishment that need to be through the critical analysis of the available and relevant researchers. Despite the fact that evidence-based practice is a widely discussed concept in the literature, it is uncommon and not well adopted in nursing practice in Hong Kong and other countries. This paper critically appraises two journal articles on practice area relevant to Hong Kong. This critical appraisal is through the three essential elements of evidence-based practice, namely systematic reviews, clinical guidelines, and protocols. In essence, the appraisal explores some of the current issues associated with evidence-based practice in Hong Kong. It then outlines specific suggestions to researchers, nursing practitioners, managers, and academics so that the current nursing situation in Hong Kong is advanced. The appraisal is by a PICOT format question with the relevant population, intervention, comparison, outcome, and time. A critical appraisal of research evidence is a step in evidence-based practice in nursing. Through critical appraisal, the validity and usefulness of research evidence are established. This critical appraisal wasconducted in three main steps, namely validity, generalizability and

Weight management -Health Assessment Project Essay

Weight management -Health Assessment Project - Essay Example This report, therefore, facilitates a very clear understanding of the above concept and the relevance it has in health education and practice. The concept of self-efficacy is examined with its relationship with maintaining health status and practice. The review focusses mainly on weight control and exercise behaviours. The maintenance progress is highlighted for the given period through self-efficacy and experimental manipulations. Various methods are required to modify the health practices diverging from all sources (Hsu &Blandford, 2014). Too much consumption of high calories food contents and without regular checkups results into conditions like obesity. This is because these foods for instance, junky foods may have more fat contents and, as a consequence, many fats get deposited in the adipose layers of the body and results in weight increase. Genetically modified foods have been proven to contain many chemicals and therefore are harmful to the health of a person. As a result of it, apart from resulting in obesity, diseases like cancer come in (Zunker et al., 2011). The prevalence of this condition spreads from any person regardless of age, sex or even occupation. When nutritional balance is not observed and maintained in the body, adverse effects like obesity comes on board. Energy balance should be retained at all times as this maintains proper basal metabolic rate which checks up the energy balance of a person (Lytle et al., 2014). The benefits of managing weight include good health free of non-communicable diseases. Good practices like regular exercises are vital to maintaining this management and, as a result, the body is well maintained through consistent burning of extra calories. Moreover, when a person maintains good lifestyle through eating what is required then lifespan is increased. More chemicals are in foods that are genetically modified and therefore knowing what is to be eaten should be

7- eleven supply chian Essay Example for Free

7- eleven supply chian Essay Jim Keyes, the 4-year veteran CEO of 7-Eleven, is flying his Beechcraft A36 Bonanza. He is ascending to 10,000 feet, and despite the good weather he remains vigilantly focused on the instrument panel, and on the bright skies around him. â€Å"Flying is a great distraction,† he says. â€Å"You can’t think about anything else when you’re in the cockpit.† It is May 2004, and Keyes has a lot to think about. Since 2000, he has been leading a successful transformation of 7-Eleven, the global convenience store retailer with 5,784 stores operating across the United States and Canada and 19,501 international stores in 17 countries. (See Exhibit 1 for a biography of Keyes.) Focusing on what he calls â€Å"Retailer Initiative,† Keyes has overseen the transformation of the company’s distribution model, the steady redefinition of relationships with key suppliers, and the incorporation of technology and data-driven decisionmaking throughout the chain. Overall, he is pleased with the successes of his strategies. Earnings have been rising, up 15.6 percent during 2003.1 Same-store merchandise sales have increased for 29 consecutive quarters through the end of 2003. As a result, the company’s stock price grew from $9.14 in April 2002 to $16.91 two years later. (See Exhibits 2 to 5 for company financials and stock price history.) â€Å"We’ve had quite a rebirth of the company,† Keyes says, â€Å"but it’s been a slow, steady rebuilding of the company, basically reinventing ourselves.†3 Despite his many successes, Keyes continues to confront large challenges. He faces strong resistance from some of his largest suppliers to 7-Eleven’s evolving re-stocking and distribution systems. He also worries about people management issues: hiring and managing a workforce in the low-paid convenience store business; and working with franchisees to ensure implementation of key corporate initiatives. In addition, Keyes must manage the chain’s increasing international expansion and its efforts to reposition the 7-Eleven brand in the highly fragmented domestic convenience store industry. This case was prepared in May 2004 by Eleanor Broad (MBA ’05), Paul Kihn (MBA ’04) and Steven Schneider (MBA ’04) under the supervision of Professor Alan Kane as the basis for class discussion, rather than to illustrate either effective or ineffective handling of a strategic situation. Copyright  © 2004 Columbia Business School. 1 Keyes levels off at his cruising altitude. Despite the clarity of the day, he feels some turbulence and wonders what corrective action he should take. Convenience Store Industry The convenience store industry represented approximately $290.6 billion in total sales in 2002, 62.4 percent of which were motor-fuels sales.4 The industry differentiates itself through convenience – of location and product offerings – and speed of service.5 Historically the industry has been highly fragmented and very competitive with low barriers to entry. Single store companies account for 60 percent of the 132,000 convenience stores across the U.S.6 There are also 100,000 combination convenience-store/gas stations owned by major oil companies which are run by a network of independent dealers and distributors. 7-Eleven, with 4 percent of the total U.S. market, remains the largest corporate entity in the convenience store industry.7 Most of 7-Eleven’s direct competitors are regional convenience store chains. Circle K has 2,000 stores in the South and Southwest, Casey’s General Stores operates 1,800 in the Midwest and The Pantry has 1,400 stores in the Southeast. Inefficient supply chains and â€Å"high-low pricing†8 also characterize the industry, according to Keyes. Stores need to stock very wide but shallow product assortments. For example, an individual store may keep only four bottles of ketchup on hand at any given time. Since 1999 the industry has been undergoing a structural transformation with consolidation occurring through acquisitions and a number of bankruptcies among the smaller regional chains. In December 2003, Circle K was sold to Canada’s largest convenience store chain, Couche Tard. In 2004 the Midwestern chain Hale Halsell, the parent company of Oklahoma based 115-store convenience retailer Git-n-Go, declared bankruptcy. In March 2004, Kansas-based Sav-A-Trip announced it was entering Chapter 11.9 Despite these changes, one-store companies continued to gain market share, up five percent from 2001 to 2002.10 Overall, the convenience store industry was facing increasing challenges. According to an industry report published in May 2003: The convenience store sector is poised for drastic change as players respond to depressed profit margins and intensified competition. Profitability and survival will depend on the ability of convenience store operators to offer value-added benefits to their convenience services, either by targeting the emotional needs of consumers or by adopting niche operating strategies.11 Company Background The 7-Eleven chain was born in 1927 as the Southland Ice Company in Dallas, Texas. From this single location it soon began operating convenience stores under the name Tote’m. In 1946, it changed its store names to 7-Eleven to reflect their new, extended hours of operation from 7 a.m. to 11 p.m.12 The chain continued to expand rapidly, adding gas stations to its stores, opening locations across America and franchising overseas. (See Exhibits 6 to 7 for current domestic and international store locations.) In 1983, Southland acquired Citgo, an oil company, in an effort to pursue a vertically integrated strategy with ownership of its own dairy operations and distribution centers. Keyes, who began his career with the company at that time, recalls that the move backfired miserably. â€Å"We were great retailers but terrible refiners and dairy farmers,† he says. In 1987, stymied by debt, the company sold most of its non-retail businesses and its remaining 50 percent stake in Citgo. In 1988 management borrowed heavily to buy 100 percent of Southland’s stock in a leveraged buyout. However, in 1990, Southland defaulted on $1.8 billion in publicly traded debt and filed for bankruptcy protection. The company persuaded bondholders to restructure its debt and take 25 percent of its stock, clearing the way for the purchase of 63 percent of Southland in 1991 by IYG Holding, formed by Ito-Yokado (51 percent owner) and Seven-Eleven Japan (49 percent owner). From 1991 to 1993 sales declined as Southland closed stores, renovated others, and upgraded its merchandise. In early 2000 IYG raised its stake in 7-Eleven to nearly 73 percent. (See Exhibit 8 for 7-Eleven’s Board of Directors.) IYG currently owns or guarantees 80 percent of 7-Eleven’s outstanding debt. The company’s debt to total capital ratio is just above 91%. Also in 1999, the corporation changed its name from the Southland Corporation to 7-Eleven, Inc., in order to better reflect its primary business.13 In 2002 the company closed 133 under-performing stores and opened at 127 new locations in North America. At fiscal year end, 2003, domestic sales at 5,784 stores (2,457 of which also sell gasoline) was $10.8 billion ($3.4 billion in gasoline sales). (See Exhibits 9 and 10 for sales trends.) Interestingly, 7-Eleven’s percentage-of-sales ratios for merchandise (70 percent of sales) and gas (30% of sales) are the inverse of the convenience store industry’s as a whole. Worldwide, the company owned, franchised and licensed 25,796 stores that generated $36.5 billion in sales.14 (See Exhibit 11 for global store count growth.) Company structure There are three types of 7-Eleven stores: corporate, franchised and licensed. The company began franchising in 1964, signed its first United States area licensing agreement in 1968, and entered into its first international licensing agreement (with Mexico) in 1971. Corporate stores are owned and operated by the corporation, and run by store managers who are employees of 7-Eleven, Inc. About 2,480 of the 5,784 stores in the U.S. and Canada fall into this category. Franchises are run by independent contractors who enter into an agreement with 7-Eleven in order to operate one or more stores. 7-Eleven leases or owns the facilities and the store equipment, which are in turn leased by the franchisee. A typical franchisee pays a franchise fee averaging about $66,000, while the corporation retains ownership of the property, plant and equipment. 7-Eleven then requires an initial cash payment, averaging about $83,000 depending on the area, for the starting inventory and supplies.15 In some cases, the company will loan this amount to new franchisees. It is a franchise model, Keyes says, that provides â€Å"the best of both worlds†: the capital and support of the corporation, and the initiative and sweat-equity of individual entrepreneurs. Approximately 3,300 stores in the U.S. and Canada are franchised. 7-Eleven also enters into license agreements with partners, almost exclusively in foreign countries.16 A licensee is typically a retailing organization that owns or leases several 7-Eleven stores in areas where the company does not do business. In these cases, 7-Eleven does not own the PPE, and imposes a set of contractual obligations on the licensee to ensure consistency of signage, store design elements and store offerings. The licensee has access to brand equity and proprietary products. Specifically, 7-Eleven, Inc., grants the license to use the 7-Eleven trademarks, trade dress, and business information system. The company additionally provides ongoing business consulting services for a fee based on a percent of monthly gross sales and a commitment from the licensee to grow the 7-Eleven convenience store business in a specific geographic area on an exclusive basis for a set period of time. At the end of 2003, the company had 19,501 licensed stores operating internationally, an increase of approximately 1,400 locations over the prior year. In August 2003, Seven Eleven Japan, the largest international license holder, opened its 10,000th store. The New 7-Eleven Redefining Retailing In the Spring of 2003, speaking to the Retailing Leadership class at Columbia Business School, Keyes described the transformation in retailing he foresaw at 7-Eleven. â€Å"In the U.S., you say 7Eleven and people think sticky floors, surly salespeople and old product,† says Keyes. â€Å"In Japan where convenience stores sell sushi and pantyhose, 7-Eleven is known for service and for fresh, high quality product.† This vision of the potential for 7-Eleven stores in part drives Keyes’ ideas for change across the company. He continued: Twenty years ago when I was an MBA student at Columbia Business School there was no Retail class nor was Retail considered a worthy profession to go into – that is all changing. Retail is undergoing a massive transformation in the US right now. Retailers are seizing control of their own destiny. Keyes went on to explain how about 15 years ago Wal-Mart was the size of 7-Eleven. Wal-Mart has since grown to be the largest retailer in the world. â€Å"At 7-Eleven we are carrying out our own transformation,† said Keyes. â€Å"We have only just started.† Working with the Japanese owners and borrowing heavily from ideas generated by Seven Eleven Japan, Keyes has been leading a major cultural shift within the company, which he is calling the â€Å"Retailer Initiative.† At the heart of the initiative is 7-Eleven’s use of technology to empower the store operator (the person closest to the customer) to make key decisions. Keyes explains: Wal-Mart is very proud of their replenishment model. Its directly intended to take the thinking out of the store. Ours is exactly the opposite. Its intended to provide easy, funto-use and informative tools in the hands of store personnel. Its a fascinating use of technology. We become incredibly nimble. We can put a new product on the shelf, and by tomorrow we know how the customer is responding. Within a week, we can say with pretty good confidence whether it will be successful. We can tweak it or make it bigger or change the price. Its the heart of how we differentiate ourselves.17 With this fresh customer data in hand, 7-Eleven is working with suppliers to develop new private label products it knows its customers want. Overall, â€Å"Retailer Initiative† works to leverage the company’s scale, infrastructure and the entrepreneurial energy of its store-level operators. As Keyes wrote in the 2003 Annual Report: â€Å"[The store operators’] focus on item-by-item management – deleting slow-selling merchandise and introducing new items at every store, every day – allows 7-Eleven stores to satisfy their customers in ways that few retailers can match. In the simplest terms, we enjoy the power of a global retailer, but maintain the store-level focus of a single-store operator.†18 Retailing Leadership The New 7-Eleven stores while minimizing inventory and transportation costs. The company utilizes combined distribution centers (CDCs) that are strategically located near concentrations of 7-Eleven stores. In all, the company uses 23 CDCs across the United States that each can serve up to 700 stores. Driving time from the CDCs to the stores is usually no more than 90 minutes. Prior to the CDC approach, most vendors delivered directly to 7-Eleven stores at sporadic times, often no more than once per week. The cost of making more frequent stops could not be justified by single store sales. Further, 7-Eleven parking lots were frequently crowded with huge delivery trucks and more stops per week would only worsen this issue. As a result, each store needed to carry at least a week’s worth of inventory at any point in time. This drastically increased both inventory costs and storage space requirements while decreasing the freshness of the products offered to customers. 7-Eleven has the majority of its fresh products now delivered directly to the CDCs. By combining the demand of 200 stores, more frequent deliveries to the CDCs can easily be justified by the improved economics of the transportation costs. These CDCs, in turn, consolidate product from different vendors and combine them all on to one truck headed for each local 7Eleven. The company also runs their back-end supply chain very efficiently. 7-Eleven partners with third party logistics providers to run the CDCs. Each of these centers is approximately 20,000 square feet and ships 60,000 units per day—a very high number of orders given the size of the warehouses. Franchisees and corporate store managers make local vendor selection decisions. On average, store operators purchase 80 percent of their products from corporate recommended vendors using 7-Eleven’s internal systems. The remaining product can be purchased from suppliers outside of this network. By centralizing their buying for all of its stores, 7-Eleven is able to wield its purchasing power and negotiate better pricing, further contributing to their margins. Use of data and technology 7-Eleven takes a different approach to purchasing than traditional supply chain behemoths such as Wal-Mart. Rather than having a system decide what to order and taking the human element out of the process, 7-Eleven seeks to provide a set of tools for its local stores to make informed decisions on product ordering and assortments. The company effectively treats its local owners and operators as retailers. The corporation has developed a technology suite for its stores that helps local stores manage their purchasing. This system allows store managers to customize their product offering by ordering online and creating a suite of reports. Each local manager can track their total progress versus other 7-Eleven stores—which helps them determine if they are not taking appropriate steps to drive traffic (e.g. assortments, price points, etc.). Specific product reports are available to help managers determine their appropriate product mix and predict demand. Weather forecasts are provided as another tool to assist in the ordering process. The New 7-Eleven In addition, the huge amount of sales data and immediate response time help 7-Eleven make improved corporate decisions. The company is able to track trends at stores to understand how customers’ preferences are changing. Sales data helps the company understand the impact of opening up new stores and assists in location decisions. In addition, it allows the corporation to predict customer demand and helps in central purchasing decisions. Finally, this technology provides an immediate feedback loop for 7-Eleven on new products—within a matter of one or two days the fate of a new item becomes very clear. This information helps 7-Eleven drive key space in the store, innovate new products, and stay a step ahead of the competition. As Keyes points out, â€Å"Retailers are closer to customers than manufacturers,† even though the large suppliers traditionally drove the decisions on shelf space and location. Not all store owners and operators take advantage of this data and technology. Currently, the percent of product ordered through the online system by franchisees ranges from 100 percent to 20 percent. This raises the question of whether the right people are in place in 7-Eleven to make such localized decisions, and whether the company would be better served just ordering product for them. 7-Eleven is also faced with issues of brand consistency as a result: with different product assortments in each store, customers may be confused about what 7-Eleven stands for. Products Product innovation is another avenue through which Keyes is transforming the convenience retail industry. 7-Eleven tracks customers’ changing product purchasing habits and Keyes’ goal is to leverage this to create better quality products in the future. â€Å"We have the benefit of convenience, not price, being our main selling point. This gives us a lot of leeway to create higher quality, better products,† he says. 7-Eleven stores offer a wide range of products, from beer to beef jerky and cigarettes to cereal. The average store carries 3,000 SKU’s. About 70 percent of these are recommended by the head office and the remaining 30 percent are picked by local store managers to cater to specific local needs.19 For example, the 30 percent discretion allows a manager to stock up on beer if he knows that a local football game is playing, or to stock specific ethnic products if appropriate to a neighborhood. Merchandise mix Overall, tobacco products represent the largest selling product category at 7-Eleven, accounting for 29.3 percent of merchandise sales in 2003. (See Exhibit 12 for a breakdown of sales by product category.) Beverages represent 23.1 percent of sales, followed by beer/wine at 11.4 percent. Fresh foods account for 7.2 percent. Gasoline sales account for 31% percent of sales. The stores’ highest selling product is coffee – it sells thirty million cups a month.20 This is followed closely by beer (with sales of $64.58 million per month), the unit sales of which are The New 7-Eleven more than half single beers.21 The next highest selling product is the Slurpee, with over eleven million sold per month.22 Private label products 7-Eleven creates private label products to differentiate itself from the competition and boost its margins. The company’s most famous product, the flavored, crushed-ice beverage called Slurpee, was created in 1965. The company now sells 11.6 million Slurpees a month and introduces new flavors every year. Overall, the company creates 1,500 to 2,000 private label products each year, or 10-15 percent of its merchandise mix. Approximately 22 percent of its sales are proprietary products.23 If a product is not available in a conveniently sized package or is unknown in another country, 7-Eleven’s category managers will work with suppliers to create a new product. For example, in early 2004, 7-Eleven launched a low-carb category, primarily comprised of nutritional bars and snacks. It has also recently introduced the first mentholated gum in the U.S. after spotting the success of the product in Japan. (See Exhibit 13 for sample proprietary products.) Not all propriety products have been successful. In 2003, the chain launched its own proprietary imported beer brand, Santiago, brewed in El Salvador by an independent subsidiary of SAB Miller. Priced at $5.99 for a six-pack, a price roughly equivalent to Budweiser, Santiago suffered from oxidization and â€Å"taste† problems and is quietly being withdrawn after 10 months on the shelves. A reformulated version with improved taste and quality will be reintroduced later in the year.24 7-Eleven is also launching its first premium wine brand, Regions, in 2004. Packaged in 375-ml half bottles and finished with a natural cork stopper, Regions will retail for $4.99 compared to other wine selling in 7-Eleven stores at an average price of $6.25. Another new product 7-Eleven is launching is the EZ-D. Utilizing a new technology, this vacuum-packed DVD begins to oxidize upon exposure to the air. After 48 hours, it is no longer functional. As Keyes explains: We know we can sell DVDs. We know well never have the assortment of a Blockbuster, but if we can come up with a more unique way to sell movies, then we think theres an opportunity for us to be relevant. Were shooting for this to be priced like a rental with no returns at $5.99. Its a great example of how instead of waiting for the industry to catch up, we go to the manufacturer and say we need this.25 Services Currently, store sales from the Services category comprise 3 percent of overall sales. With new VCom Inc. terminals installed at 1,000 stores, the company provides financial services and Eretailing to in-store customers. The VCom units combine ATM capabilities with nonstandard features such as dispensing coins, cashing checks, and providing money orders. 7-Eleven also added E-retailing features allowing customers to buy products from retailers such as 1-800Flowers, eBags.com, and TopWebBuys.com. The goal is to have two kiosks in every store, Keyes says. Other services include 7-Eleven convenience cards – chargeable cards that work like cash – and pre-paid phone cards. As an extension to these phone cards, 7-Eleven started selling pre-paid Nokia wireless phones in April 2004. Customers will only be able to purchase additional minutes for these phones at 7-Eleven stores.26 Gasoline Tobacco Product categories which may be cause for concern in the future are gasoline and tobacco sales. From Dec. 2003 to March 2004 retail gasoline prices surged more than 25 cents per gallon from $1.48 to $1.73. The winners from this hike were oil refiner retailers such as Shell, BP, Exxon Mobile whilst the losers were convenience retailers, such as 7-Eleven. Such convenience retailers are required to pay refiners the higher fuel prices yet can not pass all of these increased fuel costs onto customers and thus sacrifice their gasoline margins. According to the Oil Price Information Service (OPIS) gross retail gasoline profit margins plunged by more than 37 percent in the December, 2003-to-March, 2004 period, falling from 16.8 cents per gallon to just 10.6 cents per gallon nationally27. With 31% of 7-Eleven’s sales coming from gasoline, the volatility in gasoline prices over the last year highlights the risks of such dependence. While quarterly volatility is a risk with most commodity based products, 7-Eleven’s annual earnings stream from gasoline has been quite stable with gross profit margins of at least 13 cents per gallon in each of the past 10 years. Along with other convenience store retailers, 7-Eleven faces an increasingly tough regulatory environment surrounding the sale of tobacco, its best-selling product category. This environment includes a potential rise in the minimum age to purchase tobacco, an increase in â€Å"sin taxes† and growing health concerns. Ultimately, these issues could put downward pressure on tobacco sales and 7-Eleven’s margins. Distribution and supplier relationships 7-Eleven has forged strong relationships with its suppliers, though many challenges still remain for the corporation. These relationships are critical elements of 7-Eleven’s operational efficiency and strategy. Technology allows 7-Eleven to seamlessly integrate ordering and delivery scheduling. Key suppliers to 7-Eleven, however, have remained resistant to participating in the company’s evolving distribution system. These consumer packaged goods manufacturers have extensive 26 The New 7-Eleven distribution networks of their own to deliver goods and control in-store shelf space. By controlling in-store product placement, they are able to drive sales and get a solid advantage over the competition. They are reluctant to give up such an advantage. 7-Eleven has been changing this model. The company believes that they can increase their own profitability by consolidating shipments from a variety of suppliers in their warehouses, and distributing to their own stores based on in-store sales data. While many of the smaller manufacturers have conceded and switched to this CDC model, many of the larger suppliers are still fighting. Companies such as Coca-Cola, Pepsi and Budweiser have such a vested interest in their distribution networks that they have not yet been willing to transition. They do not want to relinquish control over floor and shelf space. Keyes, however, feels that they will eventually come around as a result of pressure from key players such as Wal-Mart and 7-Eleven. Further, this centralized distribution model – which is effectively breaking down the barrier to entry of 100-year-old distribution networks – is providing opportunities for new suppliers to enter the market. Customers Traditionally 7-Eleven’s core customer was a male, blue-collar worker purchasing coffee before work or beer at the end of the day. More recently, the 7-Eleven customer demographic has shifted as the products and services it offers have changed. Describing the relationship between demographic and product mix, Keyes explains: â€Å"7-Eleven’s gasoline island today is over 50 percent female because we were one of the first with self-service, pay-at-the-pump gas pumps and it was easier for moms.† The customer base has shifted from largely blue-collar male to a broader demographic mix, including more female customers. Keyes says of this shift: Inside, the store isn’t 60 percent blue-collar male anymore, but we don’t want to run off our core customer. We still sell a lot of beer and beef jerky, and we plan to continue. Our new approach is subtle. When you know that you can get a good, healthy, fresh sandwich then well get you, not by advertising and telling you what a great place we are. As with most retailers, the key is having the right assortments. This strategy involves selling a wider range of products than the traditional beer and beef jerky alongside pork rinds. Broadening the product mix encourages a demographic broadening of the customer base. People Management People management remains an ongoing challenge at 7-Eleven. â€Å"There are huge labor issues,† says Keyes.28 Specifically he points out: â€Å"The people represent the company.† 7-Eleven has 70,000 employees worldwide, 6,000 of whom are staffing stores on overnight shifts. Keyes 28 Jim Keyes, Columbia Class Video, February 6, 2002. 10 Retailing Leadership The New 7-Eleven worries about the customer service provided by these front-line employees, and by franchisees who operate as independent contractors. â€Å"You cannot execute Retailer Initiative without retailers,† says Keyes. To help its store managers, both franchisees and corporate employees, 7-Eleven began a 12-week certification program in 2002. By the end of 2003, almost one-third of its store operators had been certified. In addition, more than 2,700 store sales associates had completed a two-day training module on the essential elements of the Retailer Initiative strategy.29 Franchisees 7-Eleven remains active in managing and supporting its franchisees. Each franchisee undergoes an initial 6-week training program in operating and managing a 7-Eleven store, and is subsequently assigned a field consultant who provides on-going support during weekly visits. In addition, the company hosts an annual â€Å"7-Eleven University† during which franchisees and corporate-store managers are introduced to new products and company initiatives. Historically, the franchises have been more successful than corporate stores. â€Å"We think this is because they’ve got skin in the game,† says Keyes. Now, however, the franchises have begun to fall behind corporate stores. While all corporate initiatives are immediately implemented in corporate-run stores, franchisees are not required to use the new inventory system. As Keyes has moved to change the way 7-Eleven operates, the existing group of 3,300 franchisees are proving to be a â€Å"challenge.† â€Å"They t hink that we’re trying to force them to be employees, and we’re not,† he says. Specifically, franchisees have been unhappy with the gross profit â€Å"split† between themselves and the company. Under the existing franchise agreement, franchisees retain 48 percent of their gross profit margin, and give 52 percent to the corporation. In turn, the corporation has become unhappy with the rate at which existing franchisees have been converting to the Retailer Initiative and the new, company-wide SKU-picking system in particular. In order to address these concerns, 7-Eleven has recently offered a new franchise agreement. Under this new agreement, the gross profit split is now 50-50. Under the new agreement, franchisees must now repay the corporation for advertising expenditures, equivalent to between 0.5 and 1.5 percent of the franchisee’s gross profit. To address the company’s concerns, the new agreement phases in a further requirement for franchisees to order 85 percent of their SKUs from recommended vendors. The new agreement will affect the 34 percent of all franchisees whose agreements were up for renewal on December 31, 2003, along with all new franchise holders. The remaining franchisees will be eligible to sign the agreement starting in 2004. 29 7-Eleven, 2003 Annual Report. 11 Retailing Leadership The New 7-Eleven Diversity As a further effort to address 7-Eleven’s human resource issues, the company has attempted to re-brand its diversity as an asset. Following the terrorist attacks on September 11, 2001, the company experienced antagonism directed at several of its front-line store employees who were thought to be of Middle-Eastern origin. The company responded to this crisis by attempting to define the diversity of its workforce as a strength. 7-Eleven produced and aired commercials that highlighted the immigrant origins of franchiseowners. In one commercial, a Thai franchisee is shown working hard to build her 7-Eleven franchise, followed by shots of her welcoming her two children to America in an airport waiting area after a long separation. Additionally, the company held its 75th birthday celebrations on Ellis Island in New York City, the former gateway to the U.S. for immigrants. â€Å"America was built by immigrants who came here to live the American Dream† says Keyes. â€Å"7-Eleven represents that opportunity to be your own boss.†30 Differentiation Continuing people management concerns also rest in part on the lack of training and on-going support for the hourly workers, particularly those that work in franchises where franchisees are responsible for the hiring and training of employees. According to the company, store-level employee turnover at over 100% is in line with industry norms, and 7-Eleven has seen two consecutive years of improvement.31 Keyes believes that 7-Eleven’s front-line employee issues can be resolved in part through differentiation. Just as 7-Eleven has to differentiate products, he says, it also has to differentiate the store for employees. Why work at 7-Eleven for $8-$9 an hour, rather than at McDonalds? Currently, says Keyes, â€Å"We have people looking for an hourly wage, not a challenge.†32 There are currently two drivers of employer differentiation at 7-Eleven. The first is staff development and ongoing training. At 7-Eleven University, franchisees and store managers are exposed to ideas for motivating and teaching employees. Keyes often visits stores and concludes that franchisees often do not work with their hourly employees to help them understand customer service. Hourly workers are told, for example, that the retail cost of an empty cup is 70 cents (a function of retail vs. cost accounting), so when customers come in and ask for a cup of water, they are told the cost is 70 cents. â€Å"They don’t know that the actual cup cost is only a nickel and that it would make more sense to build customer goodwill by giving them the cup and writing it off,† says Keyes. â€Å"We can turn an $8-9 dollar an hour employee into a retailer by giving them the tools, like performance-building skills.† Additionally, Keyes would like to see store franchisees and managers do more to create a positive work environment for hourly workers. You can â€Å"fire up† a group of hourly-wage employees, believes Keyes, thinking back to his own college job at McDonald’s. He was 30 Jim Keyes, Columbia Class Video, 2003. 7-Eleven. 32 Jim Keyes, Columbia Class Video, February 6, 2002. 31 12 Retailing Leadership The New 7-Eleven enthusiastic, he recalls, both as an entry-level worker and when he was promoted to run staff training at new stores. His managers and his peers, he believes, helped to create an atmosphere where people wanted to work. The second driver of employee differentiation is â€Å"social capitalism.† Keyes attempted to differentiate 7-Eleven stores as workplaces by building up the idea that the company can give back to the communities in which its employees work and live. In 2002, 7-Eleven set up the Education is Freedom Foundation, sustained through company gifts, website donations, and collection boxes at store cash registers. (See Exhibit 14 for the Foundation’s website.) The Foundation was expressly intended to provide money for the higher education of employees and their children. This idea intended to leverage 7-Eleven’s long identification with the American Dream – as a place where recent immigrants and others could run a business as a franchisee with little capital investment – into the idea that working for 7-Eleven is a good place to get an education. Overall, the Foundation distributed $2000 scholarships to 223 students, after receiving 30,000 applications.33 The impact on employee turnover, however, seemed negligible. â€Å"I was waiting,† says Keyes, â€Å"for my HR team to pick up the ball.† Despite wanting to differentiate itself in the eyes of employees, 7-Eleven, like other players in the convenience store industries, worries about an increase in the minimum wage. Labor expense accounted for 42.1 percent of gross profit in 2002 for the convenience store industry as a whole.34 For example, the New York Association of Convenience Stores noted that a proposed increase in the minimum wage from $5.15 to $7.10 by 2006 would increase convenience store costs in the state by 38 percent.35 Finally, 7-Eleven faces the challenge of maintaining security in its stores, many of which operate 24 hours a day. A Learning Organization Keyes would like 7-Eleven to become a â€Å"learning organization† from top to bottom. As he works to reinvent the company, and to move away from traditional methods of retailing, Keyes would like to engender an environment of continual learning in franchises, corporate-run stores, and in HQ. Recognizing that 7-Eleven is not considered an attractive place to work for newlyminted MBA’s and others, Keyes wants to turn 7-Eleven into the â€Å"Procter Gamble training ground† for the convenience industry. Specifically, Keyes worries about creating a management team to succeed him. He talks about being in â€Å"leadership 101† as he looks back and realizes that he is so much of a hands-on person that he did not make enough effort to develop people as he was moving up through the ranks of the company. 33 7-Eleven news release, January 21, 2004. EDC Economics, An Overview of the US Convenience Store Industry, December 2003. 35 New York Association of Convenience Stores (www.nyacs.org). 34 13 Retailing Leadership The New 7-Eleven Search for new HR Director In order to develop employer differentiation ideas, manage the image of 7-Eleven’s front-line retailers and develop ways of making 7-Eleven’s corporate side a more attractive place to work and develop as retailers, Keyes instituted a search for a new Director of Human Resources. (See Exhibit 16 for a company organization chart.) After looking at many resumes, he remains unimpressed. â€Å"They don’t go above the baseline,† he says. So many of the candidates miss the point about differentiation and customer service, and do not understand that all employees must be able to fill in the blank: â€Å"I want to work for 7-Eleven because _______.† Growth 7-Eleven is expanding rapidly. In the U.S., store growth is balanced between new franchises and corporate-run stores. Internationally, the company enters into license agreements with partners in foreign countries. Domestic Expansion 7-Eleven is adopting an urban strategy learned from successful licensees in Japan and Taiwan, ceding high-traffic corners to others and looking for more unconventional locations. These types of selections decrease the cost of real estate and, as a result, increase the company’s return on investment. In addition, the company is upgrading both its technological and physical infrastructure to continue to redefine its brand image. 7-eleven spent over $500 million over the last five years to upgrade its technology platform (See Exhibit 16 for pictures of current stores.) In 2004, the company plans to open approximately 100 new retail outlets in the United States while continuing to close unprofitable stores. Keyes believes this is vastly undershooting their expansion potential. In Japan, the company netted over 1,000 new stores during 2003. He believes that 7-Eleven could easily add 500 to 1,000 stores per year in the U.S. market. Areas of focus include cities and airports, as well as further penetrating some of their existing markets. Questions remain, however: Can 7-Eleven justify the relatively high cost of real estate in these areas? What effect will cannibalization have on the economics of both their new and existing stores? Further, based on their highly leveraged balance sheet, can they even afford to do it? International Expansion Keyes also sees great opportunities in new markets. South America, Beijing and the rest of China are all examples of key markets that the company is looking to expand into.36 7-Eleven hopes to secure local partners that are familiar with the markets to increase the chances of success. While convenience transcends cultural differences, the definition of convenience will certainly vary by culture. 36 Associated Press, April 6, 2004. 7-Eleven, through a joint venture arrangement between licensee Seven-Eleven Japan and two Chinese partners opened its first store in Beijing on April 15, 2004. 14 Retailing Leadership The New 7-Eleven International expansion is facilitated through the use of license agreements. Such agreements give 7-Eleven, Inc., legal control over the use of trademarks, trade dress and business information, and attempts to establish mutually beneficial relationships in order to ensure additional control over licensees. Japan represents 7-Eleven’s greatest international success. The stores are consistently clean and well-organized, with a very wide and high-quality product line. Working closely with suppliers and providing first-class service to customers Seven-Eleven Japan has experienced phenomenal success. It now has over 10,000 stores. While the Japanese experience represents strong success, it remains to be seen whether 7-Eleven can replicate that model in other countries. Conclusion â€Å"It’s been a fascinating experience to take a company that was an icon in an industry and transform its economic model over the last 10 years,† says Keyes. He admits, however, that the transformation is on-going and not complete. He worries about the continued holding-out of his dominant suppliers like Coca Cola and Pepsi to the CDC model. Underlying these difficulties with his reinvention of 7-Eleven, the people management issues loom large. What should he be looking for in his new HR director? Why is the right person so hard to find? â€Å"The sky’s the limit in terms of what we can create,† says Keyes. â€Å"As I look around the landscape of retail all of my competition are playing the same game.† In his Beechcraft, as Keyes adjusts his altitude to compensate for the turbulence, he sees much blue sky in front of him. He also can’t help noticing the clouds off in the distance. 15 Retailing Leadership Exhibit 1 The New 7-Eleven Biography of Jim Keyes Jim Keyes is president and chief executive officer for 7-Eleven, Inc., the world’s largest convenience store retailer. Mr. Keyes served in a number of senior management positions before being elected to his current role in 2000. He joined 7-Eleven stores’ former subsidiary Citgo Petroleum in 1985 as general manager of marketing and business strategy. A year later, he became general manager of 7-Eleven’s national gasoline, with responsibility for the company’s retail gasoline business in the United States and Canada. He was named vice president of national gasoline in 1991. Mr. Keyes served as the company’s senior financial officer in 1992 and was named chief financial officer in 1996. He was elected to the company’s board of directors in 1997 and promoted to executive vice president and chief operating officer in 1998. Before joining 7-Eleven, he held various field and corporate positions at Gulf Oil Corporation. Mr. Keyes earned a Bachelor of Arts degree at Holy Cross College in Worcester, Mass., where he was named to the Phi Beta Kappa honor society and graduated cum laude in 1977. He also attended the University of London and received a Master’s of Business Administration degree from Columbia University in New York City [in 1980]. Mr. Keyes is founding chairman of Education is Freedom, a public charity dedicated to helping hard-working young people reach their full potential through higher education. He serves on the national board of directors of Students in Free Enterprise (SIFE), the Muscular Dystrophy Association, Latino Initiatives for the Next Century (LINC) and on the board of trustees for the Boys and Girls Club. Mr. Keyes also is on the board of directors for the National Association of Convenience Stores (NACS). He was recognized by the Network of Executive Women for his efforts to promote diversity in the workplace. Mr. Keyes serves in a leadership role within the local Dallas community as well, as an executive board member of the Greater Dallas Chamber of Commerce, a member of the Dallas Citizens Council and a member of Southern Methodist University’s Cox School of Business and chairman of the Dallas Symphony Association. Mr. Keyes was born on March 17, 1955 in Grafton, Mass. He and his wife Margo live in Dallas.