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.

Symptoms and Epidemiology of Tuberculosis :: Essays on TB

Abstract: Since one third of the world's population is infected with the bacteria of Tuberculosis, many people would like to know if they are being infected. This is why it is important to know the symptoms and epidemiology. Once people are informed and educated, they will know how to take care of themselves in order to prevent this disease to infect them. This paper will basically talk about who is vulnerable to this disease and what the symptoms are. Furthermore, it will have some studies and quotes. The first step to understanding Tuberculosis is to know exactly what the disease is. According to NOAH ( New York Online Access to Health), ?Having TB infections means that the TB germs are in the body but they are in an inactive state. After TB germs enter the body, in most cases, body defenses control the germs by building a wall around them the way a scab forms over a cut. The germs can stay alive inside these walls for years in an inactive state. While TB germs are inactive, they can?t do damage, and they can?t spread to other people. The person is infected but not sick. He/she probably won?t even know that He/she is infected. Millions of Americans have TB infection. For most of them, the germs will always be inactive.? About one third of the world?s population carry the Tuberculosis bacteria, although most never develop the active tuberculosis disease. Knowing this, many would like to be aware of the symptoms and epidemiology in order to know if they are being infected by this horrible disease. Basically anybody is at risk for contracting Tuberculosis. In terms of age, the two most vulnerable groups for getting infected are seniors and young children. The reason they are more vulnerable to this disease than other people is because their immune systems are not strong. This does not mean that only young children and elders are the 2 only one that will get this disease. According to the Lancet Publishing Group, division of Elsevier Science Ltd, infants with Tuberculosis meningitis continue to have high mortality and morbidity, with deaths happening in about 15% of patients and up to 50% of infants left with serious neurological sequelae.? There are other types of groups that are vulnerable. People with HIV/AIDS or diabetes are also vulnerable to contracting Tuberculosis. This is also due to their weakened immune systems. In terms of gender, both men and women are equally likely to contract this disease. Symptoms and Epidemiology of Tuberculosis :: Essays on TB Abstract: Since one third of the world's population is infected with the bacteria of Tuberculosis, many people would like to know if they are being infected. This is why it is important to know the symptoms and epidemiology. Once people are informed and educated, they will know how to take care of themselves in order to prevent this disease to infect them. This paper will basically talk about who is vulnerable to this disease and what the symptoms are. Furthermore, it will have some studies and quotes. The first step to understanding Tuberculosis is to know exactly what the disease is. According to NOAH ( New York Online Access to Health), ?Having TB infections means that the TB germs are in the body but they are in an inactive state. After TB germs enter the body, in most cases, body defenses control the germs by building a wall around them the way a scab forms over a cut. The germs can stay alive inside these walls for years in an inactive state. While TB germs are inactive, they can?t do damage, and they can?t spread to other people. The person is infected but not sick. He/she probably won?t even know that He/she is infected. Millions of Americans have TB infection. For most of them, the germs will always be inactive.? About one third of the world?s population carry the Tuberculosis bacteria, although most never develop the active tuberculosis disease. Knowing this, many would like to be aware of the symptoms and epidemiology in order to know if they are being infected by this horrible disease. Basically anybody is at risk for contracting Tuberculosis. In terms of age, the two most vulnerable groups for getting infected are seniors and young children. The reason they are more vulnerable to this disease than other people is because their immune systems are not strong. This does not mean that only young children and elders are the 2 only one that will get this disease. According to the Lancet Publishing Group, division of Elsevier Science Ltd, infants with Tuberculosis meningitis continue to have high mortality and morbidity, with deaths happening in about 15% of patients and up to 50% of infants left with serious neurological sequelae.? There are other types of groups that are vulnerable. People with HIV/AIDS or diabetes are also vulnerable to contracting Tuberculosis. This is also due to their weakened immune systems. In terms of gender, both men and women are equally likely to contract this disease.

Structural Family Therapy

Structural Family Therapy (SFT) has a few interventions within the theoretical model that I could see myself using with clients (families) from diverse backgrounds with diverse presenting problems. I am in agreement with the way this model looks at the different types of families and the types of issues they present with such as the patterns common to troubled families; some being â€Å"enmeshed,† chaotic and tightly interconnected, while others are â€Å"disengaged,† isolated and seemingly unrelated. This model also helped me understand that families are structured in â€Å"subsystems† with â€Å"boundaries,† their members not seeing these complexities and problems that are going on between them. Compared to the four family and couple therapy models in this paper, I think this model fits the most with Adlerian assumptions for the following reasons. This model understands and speaks to the complexities in the family system, the roles that each member takes on how they relate to each other, of power, and hierarchy, thus treating the family system holistically. This is also similar to the emphasis on democratic parenting skills that Adler focused on, with the aim to help families understand that relationships based on power and hierarchy are not effective in the long run. A few other similarities between SFT and Adlerian interventions are the use of reenactment, metaphors, and focusing on the family’s strengths to work toward a common goal of a changing the existing structure of the family to a healthier one. Role of the Therapist: When using this model, I would be comfortable as the therapist as my goal would be to join the system using myself to transform it. In that role, I would be active and directive, determining the structure of the therapy and facilitating the process. This model may work better with families from diverse background because from personal experience and understanding, it may be easier for Asians to let the therapist take on the facilitator role, structuring and directing because most Eastern cultures and families are run that way. I like the aspect of this model where the therapist seeks to change the maladaptive patterns by choreographing family interactions in session in order to create the opportunity for new, more functional interactions to emerge, using the major techniques of joining (engaging and entering the family system), diagnosing (identifying maladaptive interactions and family strengths), and restructuring (transforming maladaptive interactions). By learning how to use this model well, I could learn to assess and facilitate healthy family interactions based on cultural norms of the family being helped when using this theoretical model in practice. Interventions: Most of Minuchin’s interventions under this model resonated with me, however it seems as if this model (and Minuchin himself) tends to be quite directive, I will have to keep in mind that for some families this may not be the best approach to take because they may find it offensive and crossing their (the family’s) boundaries. I also think that with the use of common sense and after building an alliance with the family, the direct approach can be a healthy no-nonsense way of helping the clients see the problem, and facilitating change may not be a process that gets dragged on for months. I think practicing the intervention of joining could benefit me as a therapist because I as the therapist would support specific behaviors or verbalizations to increase the strength and independence of every member of the family, subsystems, and alliances. I could do this by adjusting to the communication style and perceptions of the family members to â€Å"join† the system, making the goal to establish an effective therapeutic relationship with the family. I can also resonate with using restructuring where I would be able to utilize therapeutic interventions that bring about change through modification in the family structure. Functional Family Therapy Theory: Functional Family Therapy (FFT) is a theoretical model that fits with me for the following reasons. FFT’s three intervention phases- engagement and motivation, behavior change, and generalization- are straight forward techniques for the therapist to follow and interventions that are interdependent. I like the systematic approach to understanding families in this model, and that it can be used as a prevention and intervention model when dealing with family systems. I think this model is quite similar ith Adlerian assumptions because the use of techniques such as engagement and motivation establishes a family-focused perception of the presenting problem that serves to increase the family members hope and expectation of change, decrease resistance, improve alliance with one another and create greater trust between family and therapist, reduce negativity within family, and assist in building respect for individual differences and values. Clinician s provide concrete behavioral intervention to guide and model specific behavior changes such as parenting, communication, and conflict management. Role of the Therapist: As a future therapist whose goal is to practice with diverse populations, I would be comfortable using functional therapy because of the flexible integration of clinical theory as part of the model’s design which offers an opportunity to meet families where they are most comfortable, understand and encourage their natural social networks and to provide culturally and linguistically responsive services as truly part of the treatment process. I think this model has flexibility and extends to all family members and thereby results in effective moment-by-moment decisions in the intervention setting, thus being systemic and individualized. In my personal opinion and experience, I find that the field of psychology is lacking in diverse cultural competencies as much as the society is diverse in its population. I believe that as with using any theoretical model, the therapists’ cultural knowledge needs to include understanding of the many cultural considerations influencing the effectiveness of treatment when dealing with clients from diverse backgrounds. When servicing the individuals in the family, care and attention needs to be directed towards family and community norms and values around help seeking, secrecy and confidentiality, family roles, child rearing and spiritual practices. Interventions: One of the main interventions of Functional Family Therapy that resonates with me is that one of the prime goals of this model is to identify the primary focus of intervention (the family) and reflect an understanding that positive and negative behaviors both influence and are influenced by the relationships each family member has with one another. Therefore, making functional therapy a multi systemic program, meaning that it focuses on the multiple domains and systems within which families live and interact with one another. Within this context, FFT works first to develop family members’ inner strengths and sense of being able to improve their situations by using skill building techniques. These characteristics provide the family with a platform for change and future functioning that extends beyond the direct support of the therapist and other social systems. As hopeful as it may sound, when using this theoretical model, I as the therapist could lead the family to greater self sufficiency that work for them as a team, and not against each other. Solution-Focused Therapy Theory: The way the Solution-Focused Therapy (SFT) theoretical model fits me is that it focuses on exceptions to the family’s problem, working towards a change in behavior which can naturally develop through this process. I think this model is similar to the Adlerian assumptions where it is future oriented and personally, I think it is quite an insight-oriented model, not getting too deep into one particular family member's â€Å"pathology,† but rather focusing on what the system can do to adapt to it, and allows the family decide if that â€Å"pathology† is a problem or not. Like the Adlerian model, SFT looks at the family system holistically, taking every member into account yet working as a whole towards a common goal of having a healthier relationship with one another. I think this is an essential aspect in family therapy because he therapist is not only dealing with one individual, but a few, with different personality types and world views. Role of the Therapist: The aspects of this theory that I like is that it differs from some traditional therapy models and does not focus on the cause of the family’s problems nor dictated the way the family is supposed to work, but focuses more on a better approach that moves the family focus off of what is wrong and onto what is right, stresses the resources and skills clients already have and bring into therapy, and helps the family members take on the role of the experts (which they hold anyway) and take responsibility for setting their own goals and reaching them. Putting this into practice, I would see the family not become stuck in a passive and helpless role as a family unit, locked into a problem narrative they rehearse over and over again, but more active participants in the therapeutic process. From the South-East Asian perspective, this model could be effective working with multi-cultural families because the therapists maintain a future more directed focus, with language like â€Å"as things get better†¦ † â€Å"lets work on positive reinforcement with the kids this week†¦ â€Å". From my personal experiences and observations, because the idea of therapy is still a very new, almost unpopular concept, it is difficult for South East Asians to do too much ‘processing’ of a negative situation, and would rather prefer to focus on the positive, which in turn may give them insight into the negative, leading to a positive change. Interventions: The intervention that resonated with me in this model is that solution building is the goal, and as the family changes the language that shapes how they think about the problem, they change the language that shapes how they think about the solution. This model does not put too much emphasis on what is missing and that which causes woe for the family, but what is positive and present and that which can lead to a healthier relationship amongst the family members. From my viewpoint, there are quite a few similarities between SFT and the interventions used in the Adlerian model that resonate with me personally and I will use as part of my interventions in the future. For example, asking each member the ‘miracle question’ such as â€Å"if one night you were sleeping and a miracle happened and fixed this (the presenting problem) problem, what would that look like? As it is the goal from the Adlerian perspective, the key with this question from the SFT perspective is not to immediately â€Å"find the cure†, but rather to refocus their attention on the elements they need to construct a new and positive story of how their life is going to be. I also like the intervention in this theory that rather than summing up wha t the therapist thinks the client is saying, the therapist asks questions to focus and direct the client's thinking and view; which in turn gives the other family members a chance to listen and understand where the family member is coming from as well. The solution may not even look like it will fit or resolve the problem, however a small enough change will nudge the system in a different direction and that may be all that is needed for the family to move towards a positive change. Integrative Behavioral Therapy Theory: Integrative Behavioral Therapy (IBT) is a newer model based on traditional models of behavioral couples therapy. In this particular model, one of the goals of therapy is to help the couple understand that some problems can be resolved by compromise, but realistically some likely can not. Also, the aim for this model is to help the couple see that it is not the incompatibilities, but the rigid, negative, and excessive emotional responses that can develop from these unresolved issues that creates the problems and misunderstandings between them. I do believe the models of this theory because it is helping the couple realize that talking about how they feel and think about problems sometimes is necessary before they go on to accept them. Also, I like the approach of the theory that most partners can learn ways to alter the negative emotional responses they have to problems, responses that make them, as well as their partners, unhappy. However, on the other hand, this theory tends to have an optimistic approach that most partners can learn new ways to resolve relational problems, but realistically human behavior is not as easy to change as this theory predicts it can. Role of the Therapist: I can see myself using parts of this theoretical model for the following reasons. I think this model has somewhat of a no-nonsense approach and suggests that simply talking about how one feels and thinks about a problem is not very helpful; rather, teaching the couple to do something about it is what can really help them. However, for the partners to learn ways to break bad patterns of behavior that cause problems in their relationship, as this model suggests, is easier said than done in some relationships. As this model suggests, most partners can learn new ways to compromise and resolve problems, making each other happier, it is a concept that may be quite challenging for couples to put into practice outside of the therapeutic setting, where they have the therapist to play the role of the coach in their relationship. Therefore, as much as I love the idea of a couple not only talking the talk, but walking the walk, this may be a struggle with most couples who are stagnant in their ways and thoughts, it would certainly take it’s time (as well as money) in putting this theory into practice. Interventions: While I could see the interventions in this model being a little easier to work with when working with an individual, it would be difficult with a couple because I would not only be dealing with one personality type, but two different one’s, sometimes very different. Further, at the end of therapy, it is hard to know if the couple will recover from their problems well enough to have a healthier relationship. Thus, not knowing that the initial improvements that the couple works on during therapy even appear to last as the couple goes onto being and making it on their own. The addition of a â€Å"communication skills† to this therapy may be able to help improve the lasting effect of treatment to some extent for the couple. Emotion-Focused Therapy Theory: The theoretical model of Emotion-Focused Therapy (EFT) would be a good fit for me for the following reasons. The speaking and understanding of emotions is a huge part of any/every relationship, and this theory views both partners as lacking in some skills in misunderstanding such emotions; men need to expand their emotional repertoire and women need to feel powerful enough to express their needs. Also, validation of one’s feelings, i. . fear, sadness, hurt, anger, is an important part of growth, intimacy and understanding between a couple. It is when emotions are not heard or misunderstood that couple’s begin holding grudges and the relationship undoubtedly suffers. That is why this model of therapy is so important, is because it focuses on an individuals emotions, which is one of the most salient parts of change in human behavior, in turn validating the partners' emotions and attachment needs, responding genuinely to the partners individually, and try to stir the two partners' own ability to heal themselves and their relationship. In my opinion, EFT is humanistic based, and believes the couple can heal itself. This way, I as the therapist should not be doing more work than the couple, rather leading them in a direction that does not shows a patriarchal pathologization of connection and attachment (women's ways of relating), and idealization of separation and individuation (men's ways of relating). Role of the Therapist: I would be comfortable using this theoretical model in the future for the following reasons. I believe that in this model the therapy session is used as a healing time where a corrective emotional experience between partners happens, and it is that process that leads to the method of therapeutic change. EFT has the unique factors of seeing change in therapy where there is focus on the partners emotions, in turn leading the therapist to empower the clients. When used in a clinical setting, I believe I would benefit from using this model because I would be able to help my clients understand that when one partner expresses their underlying feelings, the other should change their perceptions in an understanding way after hearing their feelings. Also, with this model I would be able to teach my clients to learn to understand their underlying emotions and to productively express their emotional needs to their partner. Foremost, pointing out to my clients that they both need to take responsibility for their emotional needs and to be able to receive validation from the other partner for those needs. Being from a South-East Asian background, I have noticed that I am pulled towards therapy models that are culturally sensitive. EFT is culturally sensitive as universal emotions between the couple are examined, but placed in a personal cultural context. For example, shame is universal, but shame takes on an additional role in the Pakistani culture. Anger is universal, but often takes different forms when men and women express it. Responsibility is universal, but what's â€Å"a man's responsibility† and â€Å"a woman's responsibility† is determined but the culture's views of marriage. Interventions: One of the interventions in this model that resonated with me is that I, as the therapist, have to seek out vulnerable emotions in my clients, and very slowly build the awareness of them, an example can be of moving from â€Å"uncomfortable† to â€Å"upset† to â€Å"hurt† eventually. On the other hand, this may be difficult to do in some clients with a South-East Asian and/or Asian and/or Middle Eastern descent because most individuals from that region find it difficult to face their emotions or being vulnerable in front of a ‘stranger’ (the therapist) because of cultural upbringing. Hence, it may be a challenging concept to bring into practice when dealing with population from the East because most people from that part of the world are raised and taught to conceal their emotions and not expose them to show one’s vulnerability, which in turn means being a failure for individuals. This means, I as the therapist will probably need to take more time building a relationship alliance with my clients so we can make use of the valuable interventions that this model provides. Another salient part of this model I can see myself using in practice is when I am uncovering the â€Å"primary† or underlying emotions, I notice the language the partners use. For instance, the partner's may say things like â€Å"I feel like I'm drowning,† it may seem dramatic, but it captures an intense, painful, and powerful emotional experience of the individual. I can point out to my clients that the â€Å"secondary† emotions of anger and resentment are far easier to show and talk about which many couples end up doing.

The Expansion Of Interest Groups - 747 Words

The emergence of interest groups in the European Union weakened the union’s overall power ; however, many politicians collaborate with them to gain an advantage. It is important to remember that interest groups are private firms, who can allocate their resources to provide studies for political actors. Interest groups provide â€Å"policymaking expertise, and implementation and monitoring capacity, the potential for a consolidated collective viewpoint, and the potential to enhance legitimacy â€Å"(Bache, Bulmer, George, Parker 2014, 310). With the acquired data, political actors can push forward stronger legislations built on concrete data. Interest groups pivotal role in the EU because they can use their resources to influence decision making in†¦show more content†¦Consequently, interest groups resemble a double –edged sword to the EU because although they can provide resources and information to public institutions, usually the largest groups will have t he most influence. Moreover, the amount of resources available â€Å"will secure ‘insider status’ with the policy makers or remain outside the policy process. (Bache ,Bulmer, George, Parker 2014, 315). The firms who control insider status will indirectly possess some control about the policies discussed in the EU. However, large firms also carry a substantial amount of influence because of their economic power. For example, politicians will find their hands tied if they decide to rule against one of the largest job suppliers in a country despite huge strikes against them. As the author states, â€Å"large firms find it easy to become privileged interlocutors of the political administrative system, thanks to their economic importance. â€Å" (Bache ,Bulmer, George, Parker 2014, 316). The wealth and resources possessed by large firms make interest group politics a process where the strongest stay on top and dominate conversations. Therefore, although in the last decade ’s interest groups have advocated for positive social, environmental, and economic changes, their role is contested against business interest. Clearly, interest groups’ in the EU is ultimately very circumstantial because they can advocate anything from same-sex marriages to fewer taxes on the rich. TheShow MoreRelatedThe Affordable Care Act Legislation Essay962 Words   |  4 Pagesincluded in the ACA with the help of Senator Baucus of Montana, who had a role in writing the health care law.2 The goal was to increase benefits for this new category of Medicare-eligible individuals. The three components of the legislation were the expansion of Medicare benefits, the development of a pilot program, and the initiation of grants to establish screening programs for the early detection of diseases caused by environmental health hazards.1 Initially, a pilot program in Libby, Montana was developedRead MoreA Discussion About The Trajectory Of Economic Cooperation1286 Words   |  6 Pagesstates but produces winners and losers domestically. This leaves the trajectory of economic cooperation largely up to governmental response to the interests of domestic groups. Additionally, the nature of international system necessitates voluntary compliance on the part of countries, working against efforts to organize cooperation as many interests must be met. Finally, asymmetrical interdependence and patterns of subordination create systems of de facto coercion to increase international tradeRead MoreHealth Insurance For The Affordable Care Act : Case Analysis816 Words   |  4 Pagesrequire 37 states, which do not now permit Medicaid benefits to travel to the state, to ensure insurance continuity for former foster youth even when they move into one of these states from another state. This requirement would result in the Medicai d expansion for the former foster youth and this expanded coverage should enable them to not only to assure that they can access to health care without interruption but also create conditions that they seek opportunities to pursue higher education or job withoutRead MoreThe Canadian Government Has Been Faced With A Decision1482 Words   |  6 PagesThe Canadian Government has been faced with a decision that could destroy an already delicate relationship with the Indigenous Canadians. There have been several pipeline expansion proposals to increase the production and extraction of oil throughout Canada and the U.S. The primary factor delaying the Canadian Government from starting these projects is the Indigenous people. With promises by the newly elected federal Liberal government and the Canadian Charter of Rights and Freedoms, it has outlinedRead MoreThe Articles Of Confederation As A Unified Country1030 Words   |  5 Pagesrights of the people are guaranteed by the separation o f powers—although the compound republic has a more complex division of power. Within any particular group of people, when the people in this group have the same ideas and ideals, they all come to a consensus and there is no one to dispute or go against those ideas or ideals. If this particular group is a government or a governmental body, they would be able to rule as they pleased without regard for the popular opinion and wishes. However, if we haveRead MoreKotek And Nathanson, Etc.) And Senators Avakian, Devlin,1011 Words   |  5 Pagesgrievances in a way that allows demands to be met. However, the demands that are put forward do not have to be based on a specific role. This means that several groups or individuals may share the desire that the same things in society are remedied, but they may not all agree on how to fix the situation. This is because each group or member of a group may have different needs that they want addressed. Looking at obesity in schools, while ev eryone wants schools to provide better lunches. Some parents areRead MoreCase Study : Heineken s Beer Market1607 Words   |  7 Pagesmarket by purchasing 51% of the stake from Myanmar Brewery, and Carlsberg entered with a local JV with Golden Star Group (GSG), owned by tycoon Thein Tun, who is the father-in-law of Aung Moe Kyaw. The Myanmar beer market has been growing so fast that Heineken realized they need to expand their production in order to satisfy the local demand. In the previous paper, there are 2 expansion strategies: (1) Alliance with Carlsberg who has additional production capacity or (2) Organic growth. The previousRead MorePublic Sphere As A Place Open899 Words   |  4 Pagespeople, where important topics can be discussed, opinions can be heard, and organization of action can take place. Over the last several years the social media phenomenon has led to expansion of the public sphere, with Twitter and Facebook becoming key components of the contemporary public sphere. These expansions of the public sphere still have several advantages but due to barriers, algorithms, and government intervention, the social media public sphere is shrinking. In this essay I will be focusingRead MoreThe Case of Park City University1242 Words   |  5 PagesUniversity cannot establish that it has a great hist ory of program expansion for the underrepresented sex. In Cohen, the court found that Brown had a history of expansion because it implemented 14 women’s programs between 1971 and 1977, followed by their last program expansion in 1982. In contrast, in the present case Park City University implemented just seven women’s teams between 1970 and 1990 followed by their last expansion in 2003. In comparison to Cohen, Park City University added just halfRead MoreBreadtalk Group Limited vs Old Chang Kee Company Analysis Essay1273 Words   |  6 PagesBreadtalk Group Limited had outlined areas that needs to improves. Firstly, under principle 1under board matters(breadtalk annual 2010 report,pg 32), despite directors are being appointed to the board by a formal letter of appoinment indicating the amount of time required and scope of duties, some directors espicially new directors are not clearly aware of discharging their duties. Board members needs more update and initaitive to gain better understanding of the group business operations and policies