The Coca-Cola Company Essay Example for Free

The Coca-Cola Company EssayThe Coca-Cola Company is the worlds largest crapulence company, refreshing consumers with more than 500 sparkling and still carrys. The company and bottling partners atomic number 18 dedicated to the 2020 Vision, a roadmap for doubling system revenues this decade, focused on five chance on argonasprofit, quite a little, portfolio, partners and planet.VisionIt represents what they need to accomplish in order to continue achieving sustainable, quality growth. People Be a great function to die where masses atomic number 18 inspired to be the opera hat they can be. Portfolio Bring to the world a portfolio of quality beverage brands that anticipate and satisfy peoples desires and of necessity. Partners Nurture a victorious net income of customers and suppliers, in concert we create mutual, force divulgeuring value. Planet Be a responsible citizen that makes a difference by helping build and support sustainable communities. win Maximize long- term return to shargonowners while being mindful of our overall responsibilities. Productivity Be a highly strong, lean and fast-moving organization.Living their ValuesTheir value serve as a compass for their actions and describe how they be hold up in the world.LeadershipThe courage to shape a fall in futureCollaboration leverage collective geniusIntegrity Be realAccountability If it is to be, its up to mePassion Committed in heart and mindDiversity As inclusive as our brandsQuality What we do, we do wellFocus on the MarketFocus on needs of their consumers, customers and franchise partners Get out into the trade and listen, fete and learnPossess a world viewFocus on execution in the marketplace every dayBe insatiably inquiringWork SmartAct with urgencyRemain responsive to changeHave the courage to change course when neededRemain constructively dis guinea pigWork efficientlyAct Like OwnersBe accountable for our actions and inactionsSteward system assets and focus on building v alueReward our people for taking risks and finding better ways to solve problemsLearn from our outcomes what worked and what didntBe the BrandInspire creativity, passion, optimism and funFOCUS ON CONSUMERResponding to consumers needs with mental institutionConsumer needs and demands be ceaselessly evolving without markets. In order to remain relevant to their consumers they establish clear category and brand priorities and define focused objectives. They drive innovation by continuously building on their strong family of brands and introducing in the altogether flavors and packages in specific markets. Part of their innovation cover,they are launching existing brands in brand-new markets and re-launching or reinvigorating existing brands where appropriate. In many of the markets where adults are a growing segment of consumer base, they have launched several product innovations to ensure they see to it their expectations and their increase delight in reducing their sugar a nd calorie intake.In 2008, they launched Coca-Cola Zero, a full-flavor no calorie Coca-Cola beverage highly popular among adult consumers, which is available in 20 out of 28 markets. They have progressively reformulated Fanta, Sprite and Nestea so they now contain up to 30% fewer calories than in 2010. This has been a gradual process to enable the consumers to ad plainly to the reduced sugar content. The average calorie content of beverages is now 31Kcal/100ml, representing a 16% decrease since 2011 and living their commitment to promoting healthy lifestyles. They are also innovating in the use of natural sweeteners, Stevia, a plant-based extract that has zero calories. In 2012, they launched Sprite with Stevia in Switzerland, and its mainly used in Nestea extend available in 12 markets.Nutritional labelling informationKey nutritional information is on front-of-pack labels of bottles and cans. In Europe, they have pi mavenered the use of Guideline Daily Amounts (GDAs) on front-of- pack labels since 2009. These show calorie, sugar, fat, saturated fat and salt content in absolute values and as a percentage of daily intake. These are reported per destiny and as a proportion of a healthy diet, the most important piece of information needed to control weight. Additionally, no- and low-calorie beverages are clearly labelled on front-of-pack, so that consumers can identify them more easily. In 2012, they were one of 12 companies that signed up to the new EU Regulation on Food teaching to Consumers, a voluntary framework for labeling of Guidelines Daily Amounts.Making package more sustainableWhile the content and origin of products are the innovation, their packaging in a range of sizes and material types is also vital in meeting consumer needs. Packaging comprises an average of 22% of the cost of unafraids sold, a percentage they aim to reduce through with(p) minimizing raw materials used. They focus in particular on reducing the amount of packaging, cognise as light-weighting and on increasing the recycled and renewable content ofcans and bottles. They also work with suppliers to increase the recycled content of packages as using recycled sooner of virgin material reduces the carbon footprint of packages.Recycling of metal and glass is already well established, with recycled content accounting for around half of the material in cans and bottles. Their focus is on the recycled content of our PET bottles. In 2013, their use of recycled PET rose by 23%. They also use refillable packaging, equating to 10% of volume. As well as recycled content, The Coca-Cola Company advances plant-based packaging innovation for the Coca-Cola System. For example, a plant-based PET Plantbottle developed by The Coca-Cola Company, was the frontmost fully recyclable PET bottle made with up to 30% plant-based material( the bottle of Dorna in Romania).Marketplace executionFive core principlesAvailability doer placing the range of products within easy reach of consumers in the right package, in the right location, at the right time. Affordability means offering a wide assortment of desirable, premium quality products, in packages appropriate for the occasion, at the right price. Acceptability means supplying an extensive and growing range of products that meet the highest quality standards in each country, enhancing their acceptability to consumers. Activation means motivating consumers to choose their products by improving product availability and attractiveness at the particular of purchase and by building brand strength in their local markets. Attitude is about the way sales representatives and their people behave every day in their interactions with customers ensuring that they meet their needs with an objective to become the preferred supplier of choice.Customer care centersThey established customer care centres that provide a single and efficient point of contact between the customers and themselves leading to im prove satisfac tion scores. To track the overall performance, they have employed the independent external organization GfK to provide a stride of customer satisfaction across markets.Hellenic Good Morning MeetingsThe Hellenic Good Morning meetings enhance execution in the marketplacewhereby the sales effect teams in each country meet on a daily basis, set primaeval designates for each day, review results from the previous day and reward best performers.Marketing and merchandisingThey develop strong relationships with customers by focusing on execution of customer marketing promotions and merchandising at the point of sale. They support it by conducting regular customer satisfaction surveys and by developing innovative materials for retail sales activation, including new racks, point-of-sale visuals and sales aids for customers. They also conduct market analyses to better understand unique shoppers and purchase occasions in different trade channels. This information is used to develop all of no n-alcoholic ready-to drink beverage categories at every point of sale. They sponsor significant sporting, cultural and community activities across all countries.They seek to integrate consumer marketing and sponsorship activities with retail promotions. In conjunction with the orbicular sponsorship of the Olympic Games by The Coca-Cola Company, which dates corroborate to 1928, they select in a range of promotions. The Coca-Cola Companys association with international sporting events such as the Olympics, the football European Cup and the Football World Cup also enables them to realize significant benefits from the unique marketing opportunities of some of the largest and most prestigious sporting events in the world.PERPETUAL INNOVATIONJoe Tripodi, Chief Marketing and Commercial Officer of The Coca-Cola Company laid out his company approach to brand reinvention and the strategy it adopted to winning over Millennials, those crucial consumers born between the early 1980s and the ea rly 2000s. Millennials are digital natives, having been born into a world dominated by the Internet. fit in to Tripodi, They expect unlimited choice, personalized and delivered through multiple channels at maximum speed. Millennials are striving to change their world to align with a new set of values. In this new world order the spark of an idea can ignite a flame across an entire region in succors, thanks to modern technology. The individual has incredible originator to sway opinion, start a movement, and even topple governments.The key to any brand staying relevantis to constantly innovate and evolve by being nimble and progressive, and to share the same values that Millennials respect. There are 5 specific areas where Coke is focusing on innovation Packaging, Partnerships, Products Equipment, Consumer Provocations, and Cultural Leadership. Innovation at Coca-Cola means that good ideas and best practices can be scaled globally and can travel. This is not easy in a huge multina tional corporation, with a market cap of $175 billion, but it is possible.Creativity, asserts Tripodi, is essential to drive innovation, as is courage, risk taking, and reinvention. This is not limited just to how Coke goes to market. It means having to reinvent the company and the way its it is structured and networked internally and externally. It is our ability to adapt, to participate in, and even lead in culture, that lead acknowledge us to achieve our business goals, he says. And those business goals are extraordinarily ambitious. Cokes goal, known as its 2020 Vision, is to double its business by the end of the decade or, in otherwise words, to double what it took 125 years to create 1. PackagingFor Coke, packaging has been a defining aspect of its essence and a key part of its free-enterprise(a)ness strategy. The contour-shaped Coca-Cola bottle will be 100 years old in 2015. Its shape is iconic, and totally synonymous with the brand. Coke has experimented, and had succes s, with a renewal of packaging innovations over the years, but when sales and brand equity suddenly declined in Australia a couple of years ago, Coke needed to find relevancy with Millennials.The solution was an knavish, if risky, packaging idea Customizable packaging by replacing the Coke branding with Australias most popular Teen first call. Instead of a Coke you could order and drink a Mike, Dave or Suzy. This was hugely successful Down Under Sales spiked, with an incredible amount of social media impressions and expressions. Customized packaging has now been activated in 30 countries so far. In Japan, where customizing packaging by names could not be begettere, Coke found another ingenious way to deliver the idea. It partnered with Sony so its customers could download free songs that were tied to their birth year.2. PartnershipsCoke looks at its partners as co-creators of its Portfolio of Innovation. Itdynamically manages the partnerships as assets and Tripodi emphatically s tates, Were better and stronger with the capabilities of our partners.3. Products equipmentCritical to Cokes future is keeping its pipeline full. This past year it introduced over 500 new beverage products around the world. One fire innovation is the FreeStyle machine, a new generation of fountain dispenser. Offering over 100 products, it enables any kind of flavor mix, creating new and unique flavor combinations. Its a big shift out of manufacturing and into equipment innovation to enable consumer co-creation and customization.The individualized consumer experience with the products is a key Millennial expectation. A new quick app lets consumers rescue all their blends, so any Freestyle machine will know their favorite flavor combo. Data based on user feedback on the Freestyle, combined with good monitoring which provides Coke with insight on product, consumer engagement and new dispenser opportunities. It is real-time consumer co-creation with the potential to develop complet ely new markets for the company.4. Consumer provocationsPart of Cokes engagement strategy, he explains, is to move away from being a brand that promotes satisfaction, to a brand that provokes happiness. The heart of Cokes engagement program is social platforms that provokes experiences through stories that are sufficiently powerful and share worthy to fuel conversations with many.5. Cultural leadershipAs the most recognized brand in the world, it is a known fact that Coke has a position in the global cultural consciousness. To stay relevant in a marketplace that is being reordered by Millennials, it has to engage itself in active conversations with this generation. And sometimes those conversations can be awkward, but they are important to take on. Like, for example, the subject of obesity.To that end, Coke has developed what they have termed a 360 pointedness Engagement Plan, that includes low and no calorie beverages, transparent nutrition information, inspiring well-being and e ncouraging people to get active and moving by supporting physical activity programs, together with a commitment of not advertising to children under the age of 12. The manager warns that marketers should not be seduced bytechnology alone. Without creativity, a strong story, one cant make a strong connection. Using all of the tools of innovation and storytelling gives Coke the opportunity to spread their brand of happiness around the world and stay relevant.MARKETING MIXSegmentationMarket segmentation is the process of portioning market into groups of potential customers with similar needs and/or characteristics who are likely to exhibit similar purchase behavior. Objective of such a process is to analyze and understand market, identify opportunities and use or develop competitive edge to capitalize on those opportunities. The Coca Cola Company segments the customers based on the following criteria Geographic segmentation Coca Cola has segmented the widely distributed market on the basis of geographies. There are various divisions created for major regions of the world and heads of each division report to the parent company.Lot of autonomy is presumption to each division to run the operations. Place of consumption Coca Cola segments the market on the basis of the place of consumption of the beverage. Most of consumption takes place on premises such as bars, restaurants, cinemas etc, while the rest takes place in homes. Product type Coca Cola segments the market on the basis of the type of products bought by customers. The market is divided into Cola products and non cola products. Cola products currently provide majority of the revenues, but the proportion of non cola products is increasing. Demographics The segmentation is done on the basis of age, as well as income.TargetingCoca Cola targets different segments with different ads. Primary market is represented by young people, senior(a) between 12 and 25 years old, with people from 25-40 comprising the seco ndary market. Cola products are targeted towards people who want strong flavor, while Diet Coke and its variants are targeted towards the sub segment that is health conscious. The health conscious segment of the market is targeted also by the non cola beverages. Some of the products, such as Sprite, specifically target teens and college students, while others, such as Limca, target young working population.PositioningCoca Cola positions its products as refreshing and thirst quenching. The products are said to draw joy Open Happiness. The products are associated with having a good time with friends and family and enjoying everyday life. They are also marketed as consistent and of high quality.ROMANIAN MARKETCoca-Cola HBC Romania is the biggest company in the non-alcoholic beverage industry in the country and is a franchised bottler of The Coca-Cola Company. Coca-Cola HBC Romania (410 billion Euro turnover in 2013) started operations in Romania in 1991 and now it employs 1,700 people . They operate tierce bottling plants across the country and channel products through 14 warehouses and distribution centers. The product portfolio consists of leading brands Coca-Cola, Fanta and Sprite local brands such as the natural mineral amniotic fluid Dorna, Dorna Izvorul Alb, Poiana Negri brands licensed by other companies, such as Nestea and Illy.ADVERTISINGShare a Coca-Cola campaignFor the 1st time in brands history, Coca-Cola offered its logotype to its consumers and told them to surprise the loved ones offering them a Coca-Cola bottle with their own name on it. The campaign was firstly launched in Australia in 2011 with the purpose to bring back the consumers interest. The result was a 7% increase in the consumption among young people. From that moment on, the campaign expanded in more than 80 countries. The idea proved to be very successful on the Romanian market too, where it was launched in 2013.Andrei, Ana or Maria had their own Coca-Cola bottles because during t hat period, the most popular 150 Romanian names replaced the known brand logo. Also, Coca-Cola let its consumers share with friends also, with Share a Coca-Cola with a gamer or Share a Coca-Cola with a biker. The cans and bottles of Coca-Cola also included a series of other words used to define someone like lover, your half, the sexy girl, VIP, Diva, Star and so on. check out it with a song campaignThe idea of having your bottle personalized was continued in 2014 through music. During summer, the Coca-Cola logo was accompanied by the lyrics offamous songs. anyhow lyrics, the bottles had on their labels a QR code, which could be scanned, allowing the consumers to listen to a fragment of the chosen song, before sending it to friends. muchover, the initiative encompassed a smartphone application through which the consumers could make new friends by identifying people with the same musical preferences in their proximity.Banner Duet press outLaunched in July 2013, Coca-Cola Banner D uet Campaign is one of the most innovative digital campaigns of last year the campaign offered users the opportunity to record a personalized digital duet with Adi Despot, the famous lead singer of Vita de Vie rock band. In banners across the web, the musician invited the users to call him using their phones. Once they call the number shown, the banner recognizes the call, Adi answered and offered to sing the famous song Praf de Stele together in a duet with him. Adi sang in the banner and the users used their phone as the microphone, and all the singing voices were recorded as a personal duet with him. Besides being part of a unique experience, the users had the chance to win tickets to one of the most important music events in Romania BESTFEST and a meet and greet with the artist. In the 2nd pegleg of the campaign, all the participates that recorded duets with Adi, were rewarded for the effort Best voices got a personal YouTube video of their duets On MTV, voices of the recorded users were integrated in the official cut of Praf de Stele At BESTFEST, Adi Despot shared the stage with all the voices recorded, and played them as his chorus connecting his fans from digital to the ones from the event. Lets eat together campaign (2013)The beverage brand combined live tweets with pre-recorded spots in an effort to help people rediscover the happiness of eating meals together. In fact, a whopping 60% of Romanians do not eat meals together, instead opting to live a solitary culinary life in front of their TV sets. Coca-Cola Romania enlisted MRM ecumenical to help Romanians rediscover the happiness of sharing a meal together, of course in hope of associating it with a Coke. They ran a typical ad showing family and friends sexual climax together with the help ofCoca-Cola. However, unlike any other spot ever created, this one integrated live tweets on national television.At the bottom of the ad, at that place was a text bar that hosted tweets from fans featuring t he hashtag LetsEatTogether. MRM live-edited the tweets as they flowed in and chose up to seven tweets to show each time the ad was played. Most of the tweets were addressed to specific people, with friends inviting friends to have a meal together and enjoy each others company. As a result, Cokes Twitter base in Romania increased 15% and the ad garnered over 1 million social media impressions. Placing live Twitter mentions into a pre-recorded ad presents an incredibly innovative way to combine traditional advertising formats with todays social media, and proves that you can really invite someone over for a meal through your TV. Radar for good App Campaign (2014)As part of the Crazy for Good initiative, a global attend dedicated to people doing good for random strangers, Coca-Cola Romania via MRM Bucharest created Radar For Good, the first mobile platform for close range volunteering, to support the people who want to do good in the society right now. The app shows you where, near yo u, you can do something good at the moment. This is a good use of locational data for a specific cause. A spokesperson at McCann lets us know The campaign generated much bombilation in Romania, converted over 21.000 volunteers. Also, over 130 NGOs enrolled their causes in Radar for Good and reported an increase in volunteering numbers to up to 50%. merged SOCIAL RESPONSABILITYImproving water efficiencyIn their bottling plants, they closely monitor water sources, minimizing the amount of water they withdraw. By incorporating water saving technologies in their end product lines, they have managed to improve the efficiency with which they use water. For example, in Romania two new technologies have been implemented in recent years dry lubrication technology eliminates impregnable water consumption as gel instead of water moves the beverages along the conveyors on their PET fruit lines ionized air technology washes PET bottles, instead of water.Working in partnershipThe Green Danu be is their most longstanding partnership. Together with theInternational Commission for the Protection of the Danube River, they conduct conservation and awareness-raising activities in Romania and nine other countries lying in the river basin. These include annual Danube Day celebrations, which see the participation of tens/hundreds of thousands of people. In 2008 and 2009, Tasuleasa Social and Mai Mult Verde organizations conducted a large-scale reforestation event in Vatra Dornei and a cleanup of the Siret riverbanks from Vatra Dornei to Galati, including nine cities.At the same time, 200 children from 65 high schools in the area participated in multiple training sessions on volunteering and civic responsibility, leadership, project management, survival skills and first aid. 250 training hours were made possible thanks to volunteer specialists and public figures such as Marcel Iures, Ada Milea and Catalin Stefanescu. SMURD, Romanias Mobile soupcon Service for Resuscitation and Extrication, joined the program and offered first aid and survival trainings, alongside the volunteers at the Siret river banks clean up.An additional 2,500 teens participated. As part of the Adopt a river from its fount to its mouth (Golden Award at European CSR Awards 2013), water protection and conservation platform, they set up a Water Educational Center in one of their former plants in Dorna Candrenilor. Here local teenagers can learn about biodiversity, pollution and ways to address it, responsible tourism, best practices in volunteering. The project was carried out in partnership with the Romanian Ministry of Environment and Forests, Calimani National Park and Tasuleasa Social organization.At the center and through a series of other educational and ecological campaigns developed over time in Dorna Candrenilor, they are contributing to the long-term protection and conservation of natural riches and water resources in the area where their mineral waters spring. The results of the Adopt a river from its spring to its mouth integrated program, from north of the country, where they bottle the mineral waters to the Danube Delta are 32,500 trees planted, 70 tonnes of waste collected, 2.5 million euros accessed by local authorities for sewage system and filtering stations for Dorna inhabitants, adopting a law for forbidding the industrial fishing, adopting the urbanism plan in Danube Delta. Energy and climate protectionThey are accelerating their efforts in the parts of the business that use the most energy the bottling plants, fleet and crisp drink equipment. In bottling plants, they are building combined heat and power units. They are also expanding energy-savings programs. In their fleet, they are exploring and expanding the use of hybrid vehicles and alternative fuels. They are also changing driver behavior with the Safe and Eco-Driving program. Their new energy-efficient cold drink equipment emits up 50% less CO2 emissions than 2004.Packaging and recycl ingThey are working to reduce the environmental impacts of their packaging at every stage of its lifecycle. The integrated approach includesReducing the amount of packaging they useIncreasing recycled contentPromoting recycling and recoverySport and physical activityApproximately 1,900 people actively participate in their sports and fitness activities each year The Red Bike contest and tour. Promoting the Active Lifestyle principles is one of the many ways Coca-Cola HBC in Romania brings together its two major commitments towards people and towards the environment.Go green with the Red Bike was an event whose concept was launched by Coca-Cola HBC Romania and Green Revolution under the bear of Bucharest City Hall and the Romanian Cycling Federation. The main objective of this program is to encourage Bucharests citizens to adopt a healthy lifestyle. For the second consecutive year, over 1,200 Bucharest citizens have gathered in Izvor Park to take part in the biggest cycling tour for amateurs, the Red Bike.CONCLUSIONSCoca-ColaMore than a Product?In fact, its not just about the product any more. Its about stories, memories, associations, and human connections (although of course, these connections would have been very cautiously and deliberately engineered by talented marketers over many years and countless board meetings). This issomething that Coca-Cola have been the masters of for over 100 years. Even if you duplicated the entire Coca-Cola production process and produced a drink that tastes identical, (or better for that matter), you could not duplicate the memories people have of the brand, and therefore their connection to it. The secret recipe of Coca-Cola may no longer be secret. It may not even be unique any more. But the memories associated with the brand are, and that is what makes the brand so much more worthy than other colas.Tangible and intangible assets combine to create financial brand equity. This equity is derived from peoples willingness to pa y a premium for the brand and an involuntariness to accept substitutes. Like the Tiffany bracelet, people would rather pay more for the recognized brand due to the (deliberately engineered) feelings and identity they associate with it, which have been nurtured by the company over many years. Coca-Colas marketing strategy has always been to associate happiness, positivity and the good life with their products, from 1906s rather officious and puritanical The National soberness Beverage slogan, to 1971s slightly more idealistic Id like to buy the world a Coke, which despite not in reality being the official slogan, became so successful that its still remembered fondly to this day.Their secret is the focus on stories, memories, connections, events, positive associations, positive experiences. Without these, a brand will forever remain just one of many options. Coca-Cola have a history of fascinating the public with their marketing campaigns. Except Coca Cola dont call marketing campai gns marketing campaigns, rather a system wide collaborative effort to engage with consumers in a meaningful and effective way. An example of this attempt to increase the romantic associations with the brand is the recent Share a Coke campaign. This was an attempt to create positive connections between people with Coke at the center that according to their figures created an increase in volume of sales, household penetration and brand love scores. Having such a dominant brand that it eclipses any other in general conversation and becomes synonymous with that particular product provides the strongest possible competitive advantage and is the holy grail of brand equity.

Minimum Wage Increase Essay Essay Example for Free

Minimum Wage Increase Essay EssayMost people would agree that raising the stripped hire sounds like a good idea, but arguments arise concerning if this increase would benefit the economy. Jared Bernstein believes that a lower limit wage increase would positively affect the American economy. He argues that the economy is driven by consumer go acrossing and lowin drive workers are very likely to spend their redundant earned m maveny. On the contrary, Douglas HoltzEakin strives to make the bloom that raising the tokenish wage would not be beneficial to the economy. He argues that there would be no reduction in poverty because only a small per centum of minimum wage workers are in poverty, while most are unemployed. An examination of raising the minimum wage will give why it will benefit American society. According to Jared Bernstein raising the minimum wage would help. Bernstine suggests that the American economy is made up of 70 share consumer spending. He argues that an extra dollar earned by a wealthy person is less likely to be spent than an extra dollar earned by a lowincome person.In amplification Bernstein points out that this leads to the lowincome worker being much more likely to consume their extra dollar of earnings. as well one might argue that a minimum wage increase that directly raises the pay of a relatively small share of the workforce by a small amount is unlikely to be a big deal. Raising the minimum wage is a growth strategy and should be use to try to revive our economy. The wage increase would help families struggling on minimum wage salaries. These families would see these new earni ngs as a chance to spend on new things and will slightly help macroeconomic growth. Helping the economy on the margin while also helping these families make ends meet. atomic number 53 should conclude that raising the minimum wage will help families in need and in terms help the economy. According to Douglas HoltzEakin Raising the federal minimu m wage will neither reduce poverty nor boost growth. HoltzEakin suggests that increasing the minimum wage would ensure that millions of Americans got raises that they would presumably turn right around and spend. He argues that unfortunately the money for a raise has to come out of the wallet of another American.In addition HoltzEakin points out that the minimum wage hike for one lowwage worker comes directly out of the pocket of another. In contrast one might suggest that the wage increase is neither antipoverty nor stimulus. According to Holtzs article companies may not be able to drive as many workers if the wage is increased. The money may not come directly from another working americans pocket but it has to come from somewhere. Businesses may suffer from the increase. Some businesses may not even be able to hire as many employees as necessary, taking away jobs. One should conclude that increasing the wage may harm other americans not directly change by the increase. According to Jared bernstein the moderate increases in the minimum wage boost the earnings of most lowwage workers without leading to large employment losses. He argues that The increase favored by the president and congressional Democrats, would place the real value of the wage floor back where it was in the late 1960s.In addition Bernstein suggests that this increase would directly affect about 13 percent of the workforce. He argues a vast majority of low wage families would benefit from the increase. Similarly one might suggest that some families struggling to make ends meet have 2 or 3 minimum wage jobs. These families with multiple minimum wage jobs will greatly benefit from the increase. This research does not put into account that many families struggling on minimum wage have multiple minimum wage jobs. Now these families would have extra earnings to make ends meet and stimulate the economy.Since minimum wage workers are more likely to spend their extra dollars,the american economy wi ll benefit from extra consumer spending. One should conclude that raising the minimum wage would help lower class families who depend on minimum wage. According to Douglas HoltzEakin the minimum wage is a scurvy tool to fight poverty because it does not target those in poverty. HoltzEakin suggests that only 2 percent of workers earn the minimum wage, and only 20 percent of those are in poverty. He argues that the reality is that the dividing line between being poor and being nonpoor is having a job. In addition HoltzEakin points out that only 7 percent of those who have a job are in poverty, while more than 27.5 percent of those without jobs are poor.

Coffee and Starbucks Essay Example for Free

Coffee and Starbucks Essayhad enjoyed phenomenal growth and become one of the great address stories of recent history by making exceptional burnt umber bean berry berry drinks and selling dark-roasted hot chocolate beans and coffee tree-making equipment that would allow customers to brew an exceptional cup of coffee at home. The Starbucks dirt was regarded as one of the best known and most stoolent brand names in the States and the ships company had firmly established itself as the preponderant retailer, roaster, and brand of specialty coffee in North America.It already had over 1,500 stores in North America and the Pacific Rim and was opening new ones at a rate of to a greater extent than one per day. Sales in fiscal year 1997 were a record $967 cardinal and profits reached an all-time high of $57. 4 billion. The companys closest competitor had fewerer than 300 retail locations. And since going public in 1992, Starbucks has seen its stock price increase nearly ni nefold. Exhibit 1 contains a summary of Starbucks key performance statistics for the 199297 period. Company BackgroundStarbucks began in 1971 when deuce-ace academicsEnglish teacher Jerry Baldwin, history teacher Zev Siegel, and writer Gordon Bowkerovert a store callight-emitting diode Starbucks Coffee, Tea, and Spice in the touristy Pikes Place Market in Seattle. The three fragmentizeners shared a distinguish of fine coffees and exotic teas and believed they could build a clientele in Seattle much like that which had already emerged in the San Francisco Bay area. Each invested $1,350 and borrowed a nonher $5,000 from a bank to open the Pikes Place store.Baldwin, Siegel, and Bowker chose the name Starbucks in honor of Starbuck, the coffee-loving basic mate in Herman Melvilles Moby Dick(so company legend has it), and because they suasion the name evoked the romance of the high seas and the sea furthering tradition of the early coffee traders. The new companys logo, designed by a n artist friend, was a devil-tailed mermaid encircled by the stores name. The inspiration for the Starbucks enterprise was a Dutch immigrant, Alfred Peet, who had begun importing fine arabica coffees into the United States during the 1950s.Peet viewed coffee as a fine wine tracer views grapes, appraising it in terms of country of origin, estates, and harvests. Peet had capable a small store, Peets Coffee and Tea, in Berkeley, California, in 1966 and had civilised a loyal clientele. Peets store specialized in importing fine coffees and teas, dark-roasting its own beans the European way to bring out their full flavor, and teaching customers how to grind the beans and make freshly brewed coffee at home.Baldwin, Siegel, and Bowker were swell up acquainted with Peets expertise, having visited his store on numerous occasions and spent many hours listening to Peet expound on quality coffees and the importance of proper bean-roasting techniques. All three were given fans of Peet and hi s dark-roasted coffees, going so far as to order their personal coffee supplies by arms from Peets. The Pikes Place store featured modest, hand-built nautical fixtures. One wall was devoted to whole-bean coffees a nonher had shelves of coffee products.The store did not offer fresh-brewed coffee by the cup, exactly samples were sometimes available for tasting. Initially, Siegel was the unless paid employee. He wore a grocers apron, scooped out beans for customers, extolled the virtues of fine, dark-roasted coffees, and functioned as the partnerships retail expert. The other two partners kept their day chores but came by at lunch or after work to help out. During the start-up period, Baldwin kept the books and developed a growing knowledge of coffee Bowker served as the magic, mystery, and romance man.1 The store was an immediate success, with sales exceeding expectations, partly because of a favorable article in the Seattle Times. In the early months, each of the founders travele d to Berkeley to charter more than slightly coffee roasting from their mentor, Alfred Peet, who urged them to keep deepening their knowledge of coffees and teas. For most of the graduation exercise year, Starbucks ordered its coffee beans from Peets, but then the partners purchased a used roaster from Holland and situate up roasting operations in a nearby ramshackle building.Baldwin and Bowker experimented with Alfred Peets roasting procedures and came up with their own blends and flavors. A second Starbucks store was opened in 1972. By the early 1980s, the company had four Starbucks stores in the Seattle area and could boast of having been moneymaking every year since opening its entres. alone the roles and responsibilities of the cofounders underwent change. Zev Siegel experienced burnout and left the company to pursue other interests.Jerry Baldwin took over day-to-day management of the company and functioned as chief executive officer Gordon Bowker remained involved as a n owner but devoted most of his time to his advertising and design firm, a weekly newspaper he had founded, and a microbrewery he was launching (the Redhook Ale Brewery). Howard Schultz Enters the Picture In 1981, Howard Schultz, vice professorship and general manager of U. S. operations for Hammarplasta Swedish maker of stylish kitchen equipment and housewaresnoticed that Starbucks was placing larger orders than Macys was for a certain type of drip coffeemaker.Curious to learn what was going on, he decided to pay the company a visit. The morning after his arrival in Seattle, Schultz was escorted to the Pikes Place store by Linda Grossman, the retail merchandise manager for Starbucks. A solo violinist was playing Mozart at the door, with his violin case open for donations. Schultz immediately was vexn by the powerful and pleasing spirit of the coffees, the wall displaying coffee beans, and the rows of red, yellow, and black Hammarplast coffeemakers on the shelves.As he talked w ith the clerk behind the parry, the clerk scooped out some Sumatran coffee beans, ground them, effectuate the grounds in a cone filter, poured hot water over the cone, and shortly handed Schultz a porcelain mug filled with the freshly brewed coffee. After three sips, Schultz was hooked. He began asking the clerk and Grossman questions or so the company, almost(predicate) coffees from different parts of the world, and about the different ways of roasting coffee. Next, Schultz met with Jerry Baldwin and Gordon Bowker, whose offices over awaited the companys coffee-roasting operation.The atmosphere was informal. Baldwin, dressed in a sweater and tie, showed Schultz some new beans that had just come in from Java and suggested they try a sample. Baldwin did the brewing himself, using a glass pot called a French press. Bowker, a slender, bearded man with dark hair and intense brown eyes, appeared at the door and the three men sat subjugate to talk about Starbucks. Schultz was struck by their knowledge of coffee, their commitment to providing high-quality products, and their passion for educating customers about the merits of dark-roasted coffees.Baldwin told Schultz, We dont manage the business to maximize anything other than the quality of the coffee. 2 Starbucks purchased only the finest arabica coffees and put them through a meticulous dark-roasting process to bring out their full flavors. Baldwin explained that the cheap robusta coffees used in supermarket blends burn when subjected to dark roasting. He too noted that the makers of supermarket blends prefer lighter roasts because they allow higher yields (the longer a coffee is roasted, the more weight it loses).Schultz was struck by the business philosophy of the two partners. It was clear from their discussions that Starbucks stood not just for good coffee, but rather for the dark-roasted flavor profiles that the founders were passionate about. Top-quality, fresh-roasted, whole-bean coffee was the compa nys differentiating feature and a bedrock value. It was also clear to Schultz that Starbucks was strongly committed to educating its customers to appreciate the qualities of fine coffees, rather than just kowtowing to mass-market appeal.The company depended mainly on word-of-mouth to get more people into its stores, then relied on the caliber of its product to give patrons a sense of discovery and excitement. It built customer loyalty cup by cup as buyers of its products developed their palates. On his cancel back to New York the next day, Howard Schultz could not stop thinking about Starbucks and what it would be like to be a part of the Starbucks enterprise. Schultz recalled, There was something magic about it, a passion and authenticity I had never experienced in business.3 Living in the Seattle area also had a strong appeal. By the time Schultz landed at Kennedy Airport, he knew he demanded to go to work for Starbucks. Though in that location was nothing in his background ( see Exhibit 2) that nimble him for the experience, Schultz asked Baldwin at the first opportunity whether there was any way he could fit into Starbucks. The two quickly established an easy, comfortable rapport, but it still took a year of numerous meetings and a lot of convincing to get Baldwin, Bowker, and their silent partner from San Francisco to agree to hire Howard Schultz.Schultz pursued a job at Starbucks far more vigorously than Starbucks pursued him. There was some nervousness at Starbucks about bringing in an outsider, especially a high-powered New Yorker, who had not grown up with the values of the company. Nonetheless, Schultz continued to press his ideas about the tremendous electromotive force of expanding the Starbucks enterprise outside Seattle and exposing people all over America to Starbucks coffeearguing there had to be more than just a few thousand coffee lovers in Seattle who would like the companys products.Schultz believed that Starbucks had such great promi se that he offered to take a salary cut in exchange for a small equity stake in the business. But the owners worried that by religious offering Schultz a job as head of marketing they would be committing themselves to a new direction for Starbucks. At a spring 1982 meeting with the three owners in San Francisco, Schultz once again presented his vision for opening Starbucks stores across the United States and Canada. He flew back to New York thinking a job offer was in the bag.But the next day Baldwin called Schultz and indicated that the owners had decided against hiring him because geographic expansion was too risky and because they did not share Schultzs vision for Starbucks. Schultz was despondent still, he believed so deeply in Starbucks potential that he decided to make a last-ditch appeal. He called Baldwin back the next day and make an impassioned, though reasoned, case for why the closing was a mistake. Baldwin concur to reconsider.The next morning Baldwin called Schultz and told him the job of heading marketing and overseeing the retail stores was his. In September 1982, Howard Schultz took on his new responsibilities at Starbucks. Starbucks and Howard Schultz The 198285 conclusion In his first few months at Starbucks, Schultz spent most of his waking hours in the four Seattle storesworking behind the counters, tasting different smorgasbords of coffee, talking with customers, acquiring to know store personnel, and educating himself about the retail aspects of the coffee business.By December, Jerry Baldwin decided that Schultz was ready for the final part of his trainingroasting coffee. Schultz spent a week at the roaster examining the color of the beans, listening for the telltale second pop of the beans during the roasting process, learning to taste the subtle differences among Baldwin and Bowkers various roasts, and acquainted(predicate)izing himself with the roasting techniques for different beans. Meanwhile, he do a point of acclimating him self to the informal dress code, blending in with the culture, and gaining credibility and building trust with colleagues.Making the transition from the high-energy, coat-and-tie style of New York to the more casual ambience of the Pacific Northwest required a conscious effort on Schultzs part. One day during the busy Christmas season that first year, Schultz made real headway in gaining the acceptance and respect of company personnel at the Pikes Place store. The store was packed and Schultz was behind the counter ringing up sales when someone shouted that a customer had just headed out the door with some stufftwo expensive coffeemakers it moody out, one in each hand.Without thinking, Schultz leaped over the counter and chased the thief up the cobblestone street outside the store, yelling Drop that stuff Drop it The thief was startle enough to drop both pieces and run away. Schultz picked up the merchandise and returned to the store, holding up the coffeemakers like trophies. Eve ryone applauded. When Schultz returned to his office later that afternoon, his staff had strung up a banner that read Make my day. 4 Schultz was overflowing with ideas for the company.Early on, he noticed that first-time customers sometimes felt uneasy in the stores because of their lack of knowledge about fine coffees and because store employees sometimes came across as a little arrogant. Schultz worked with store employees on developing customer-friendly sales skills and produced brochures that made it easy for customers to learn about fine coffees. Schultzs biggest idea for Starbucks future came during the spring of 1983 when the company sent him to Milan, Italy, to attend an international housewares show.While walking from his hotel to the convention center, Schultz spotted an espresso blank out and went inside to look around. The cashier beside the door nodded and smiled. The barista (counter worker) greeted Howard cheerfully, then gracefully pulled a shot of espresso for one customer and handcrafted a foamy cappuccino for another, all the while conversing merrily with those standing at the counter. Schultz judged the baristas performance as great theater. Just down the way on a side street, he entered an even more crowded espresso bar, where the barista, whom he surmised to be the owner, was greeting customers by name people were laughing and talking in an atmosphere that plainly was comfortable and familiar. In the next few blocks, he power saw two more espresso bars. When the trade show concluded for the day, Schultz walked the streets of Milan exploring espresso bars. Some were stylish and upscale others attracted a blue-collar clientele. What struck Schultz was how popular and vibrant the Italian coffee bars were.Most had few chairs, and it was common for Italian opera to be playing in the background. Energy levels were typically high, and the bars seemed to function as an entire community gathering place. Each one had its own unique character, bu t they all had a barista who performed with flair and exhibited a camaraderie with the customers. Schultz was particularly struck by the fact that there were 1,500 coffee bars in Milan, a city about the size of Philadelphia, and a total of 200,000 in all of Italy.His mind started churning. Schultzs first few days in Milan produced a revelation The Starbucks stores in Seattle completely missed the point. Starbucks, he decided, involve to serve fresh-brewed coffee, espresso, and cappuccino in its stores (in addition to beans and coffee equipment). firing to Starbucks should be an experience, a special treat the stores should be a place to meet friends and visit. Re-creating the Italian coffee-bar culture in the United States could be Starbucks differentiating factor.Schultz remained in Milan for a week, exploring coffee bars and learning as much as he could about the Italian passion for coffee drinks. In one bar, he perceive a customer order a caffe latte and decided to try one him selfthe barista made a shot of espresso, steamed a frothy hill of milk, poured the two together in a cup, and put a dollop of foam on the top. Schultz concluded that it was the perfect drink, and thought to himself, No one in America knows about this. Ive got to take it back with me. 5 Schultzs Growing FrustrationOn Schultzs return from Italy, he shared his revelation and ideas for modifying the format of Starbucks stores with Baldwin and Bowker. But instead of pleasing their compliment, Schultz encountered strong resistance. Baldwin and Bowker argued that Starbucks was a retailer, not a restaurant or bar. They feared that serving drinks would put them in the beverage business and dilute the integrity of Starbucks mission as a coffee store. They pointed out that Starbucks was a profitable small, private company and there was no reason to rock the boat.But a more printing press reason for their resistance emerged shortlyBaldwin and Bowker were excited by an opportunity to purchas e Peets Coffee and Tea. The acquisition took place in 1984 to fund it, Starbucks had to take on wide debt, leaving little in the way of monetary flexibility to support Schultzs ideas for entering the beverage part of the coffee business or expanding the summate of Starbucks stores. For most of 1984, Starbucks managers were dividing their time mingled with their operations in Seattle and the Peets enterprise in San Francisco.Schultz found himself in San Francisco every other week supervising the marketing and operations of the fivesome Peets stores. Starbucks employees began to feel neglected and, in one quarter, did not receive their usual bonus due to tight financial conditions. Employee discontent escalated to the point where a league election was called, and the union won by three votes. Baldwin was shocked at the results, concluding that employees no longer trusted him.In the months that followed, he began to spend more of his energy on the Peets operation in San Francisco . It took Howard Schultz nearly a year to convince Jerry Baldwin to let him test an espresso bar. After Baldwin relented, Starbucks sixth store, which opened in April 1984, became the first one designed to sell beverages and the first one in downtown Seattle. Schultz asked for a 1,500-square-foot space to set up a full-scale Italian-style espresso bar, but Jerry agreed to allocating only 300 square feet in a corner of the new store.There was no pre-opening marketing blitz and no sign announcing Now dowry Espressothe lack of fanfare was part of a deliberate experiment to see what would happen. By closing time on the first day, some 400 customers had been served, well above the 250-customer average of Starbucks best-performing stores. Within two months the store was serving 800 customers per day. The two baristas could not keep up with orders during the early morning hours, resulting in lines outside the door onto the sidewalk.Most of the business was at the espresso counter sales at the regular retail counter were only adequate. Schultz was elated by the test results his visits to the store indicated that it was fit a gathering place and that customers were pleased with the beverages being served. Schultz expected that Baldwins doubts about entering the beverage side of the business would be dispelled and that he would gain approval to take Starbucks to a new level. Every day he went into Baldwins office to show him the sales figures and customer counts at the new downtown store.But Baldwin was not comfortable with the success of the new store he believed that espresso drinks were a distraction from the core business of selling fine arabica coffees at retail and rebelled at the thought that people would see Starbucks as a place to get a quick cup of coffee to go. He adamantly told Schultz, Were coffee roasters. I dont want to be in the restaurant business . . . Besides, were too deeply in debt to consider pursuing this idea. 6 While he didnt deny that the exp eriment was succeeding, he didnt want to go forward with introducing beverages in other Starbucks stores.Schultzs efforts to persuade Baldwin to change his mind continued to meet strong resistance, although to avoid a total cul de sac Baldwin finally did agree to let Schultz put espresso machines in the back of two other Starbucks stores. Over the next several months, Schultzat the age of 33made up his mind to leave Starbucks and start his own company. His plan was to open espresso bars in high-traffic downtown locations that would emulate the friendly, energetic atmosphere he had encountered in Italian espresso bars.Schultz had become friends with a corporate lawyer, Scott Greenberg, who helped companies raise venture capital and go public. Greenberg told Schultz he believed investors would be interested in providing venture capital for the kind of company Schultz had in mind. Baldwin and Bowker, knowing how frustrated Schultz had become, supported his efforts to go out on his own and agreed to let him stay in his current job and office until definitive plans were in place. Schultz left Starbucks in late 1985. Schultzs Il Giornale VentureIronically, as Schultz was finalizing the documents for his new company, Jerry Baldwin announced he would invest $150,000 of Starbucks money in Schultzs coffee-bar enterprise, thus becoming Schultzs first investor. Baldwin accepted Schultzs invitation to be a director of the new company, and Gordon Bowker agreed to be a part-time consultant for six months. Bowker urged Schultz to make sure that everything about the new storesthe name, the presentation, the care taken in preparing the coffeewas calculated to lead customers to expect something better than competitors offered.Bowker proposed that the new company be named Il Giornale (pronounced ill jor-nahl-ee ) Coffee Company, a suggestion that Schultz accepted. In December 1985, Bowker and Schultz made a trip to Italy during which they visited some 500 espresso bars in Milan and Verona, observing topical anaesthetic anaesthetic habits, taking notes about decor and menus, snapping photographs, and videotaping baristas in action. Greenberg and Schultz then drew up plans to raise an initial $400,000 in seed capital and another $1. 25 million in equityenough to launch at least eight espresso bars and prove the concept would work in Seattle and elsewhere.The seed capital was elevated by the end of January 1986, primarily from Starbucks and two other investors who believed in Schultz and his ideas, but it took Schultz until the end of the year to raise the remaining $1. 25 million. He made presentations to 242 potential investors, 217 of whom said no. Many who heard Schultzs hour-long presentation saw coffee as a commodity business and thought that Schultzs espresso-bar concept lacked any infrastructure for sustainable competitive advantage (no patent on dark roast, no advantage in purchasing coffee beans, no way to bar the admittance of imitative compet itors).Some noted that consumption of coffee had been declining since the mid-1960s, others were skeptical that people would pay $1. 50 or more for a cup of coffee, and still others were turned off by the companys hard-to-pronounce name. Being rejected by so many potential investors was disheartening (some who listened to Schultzs presentation ? didnt even bother to call him back others refused to take his calls). Nonetheless, Schultz continued to display passion and enthusiasm in making his pitch and never doubted that his plan would work. He ended up raising $1.65 million from about 30 investors most of this money came from nine people, five of whom became directors of the new company. One of Howard Schultzs earliest moves during the start-up process was to hire Dave Olsen, who in 1974 had opened a coffee bar, cafe Allegro, near the busiest entrance to the University of Washington campus. Olsen was a long-standing Starbucks customer, having discovered the quality of Starbucks coff ee beans, gotten to know the owners, and worked with them to develop a custom espresso roast for use in his cafe.Olsens successful Cafe Allegro had become known for cafe au lait, a concoction equivalent to the Italian caffe latte. When Olsen heard of Schultzs plans for Il Giornale, he called Schultz and express an interest in being part of the new companyhe was intrigued by the Italian coffee-bar concept and was looking for a more expansive move opportunity. Olsen not only had coffee expertise but also had spent 10 years in an apron behind the counter at Cafe Allegro. Schultz immediately picked up on the synergy between him and Olsen.His own strengths were in forming and communicating a vision, raising money, finding good store locations, building a brand name, and planning for growth. Olsen understood the nuts and bolts of operating a retail cafe, hiring and training baristas, and making and serving good drinks. Plus, Olsen was fun to work with. Schultz put Olsen in charge of sto re operations, made him the coffee conscience of the company, and gave him the authority to make sure that Il Giornale served the best coffee and espresso possible. The first Il Giornale store opened in April 1986.It had a mere 700 square feet and was located near the entrance of Seattles tallest building. The decor was Italian, the menu contained Italian words, and Italian opera music played in the background. The baristas wore white shirts and bow ties. All service was stand-upthere were no chairs. National and international papers hung from rods on the wall. By closing time on the first day, 300 customers had been served, mostly in the morning hours. Schultz and Olsen worked hard to make sure that all the details were executed perfectly.For the first few weeks, Olsen worked behind the counter during the morning rush. But while the core idea worked well, it soon became apparent that several aspects of Il Giornales format werent appropriate for Seattle. Some customers objected to t he incessant opera music, others cute a place to sit down, and many didnt understand the Italian words on the menu. These mistakes were quickly fixed, without compromising the style and elegance of the store. Within six months, Il Giornale was serving more than 1,000 customers a day and regulars had learned how to pronounce the companys name.Because most customers were in a hurry, it became apparent that speedy service was a competitive advantage. sextuplet months after opening the first store, Il Giornale opened a second store in another downtown building. A third store was opened in Vancouver, British Columbia, in April 1987. Vancouver was chosen to test the transferability of the companys business concept outside Seattle. To reach his goal of opening 50 stores in five years, Schultz require to dispel his investors doubts about geographic expansion.By mid-1987 sales at the three stores were equal to $1. 5 million annually. Il Giornale Acquires Starbucks In March 1987 Jerry Bald win and Gordon Bowker decided to sell the whole Starbucks operation in Seattlethe stores, the roasting plant, and the Starbucks name. Bowker wanted to cash out his coffee-business investment to concentrate on his other enterprises Baldwin, who was tired of commuting between Seattle and San Francisco and hand-to-hand struggle with the troubles created by the two parts of the company, elected to concentrate on the Peets operation.As he recalls, My wife and I had a 30-second conversation and decided to keep Peets. It was the schoolmaster and it was better. 7 Schultz knew immediately that he had to buy Starbucks his board of directors agreed. Schultz and his newly hired finance and accounting manager drew up a set of financial projections for the combined operations and a financing package that included a stock offering to Il Giornales original investors and a line of credit with local banks. While a rival plan to acquire.Starbucks was put together by another Il Giornale investor, Sch ultzs proposal prevailed and within weeks Schultz had raised the $3. 8 million needed to buy Starbucks. The acquisition was completed in August 1987. After the papers were signed, Schultz and Scott Greenberg walked across the street to the first Il Giornale store, ordered themselves espresso drinks, and sat at a table near the window. Greenberg placed the hundred-page business plan that had been used to raise the $3. 8 million between them and lifted his cup in a wrinkleWe did it, they said together.8 The new name of the combined companies was Starbucks Starbucks as a Private Company 198792 The following Monday morning, Schultz returned to the Starbucks offices at the roasting plant, greeted all the familiar faces and accepted their congratulations, then called the staff together for a meeting on the roasting-plant floor. He began All my life I have wanted to be part of a company and a group of people who share a common vision . . . Im here today because I love this company. I love what it represents . . .I know youre concerned . . . I promise you I will not let you down. I promise you I will not leave anyone behind . . . In five years, I want you to look back at this day and say I was there when it started. I helped build this company into something great. 9 Schultz told the group that his vision was for Starbucks to become a national company with values and guiding principles that employees could be proud of. He indicated that he wanted to include people in the decision-making process and that he would be open and honest with them.Schultz said he believed it was essential, not just an intriguing option, for a company to respect its people, to inspire them, and to share the fruits of its success with those who contributed to its long-term value. His aspiration was for Starbucks to become the most respected brand name in coffee and for the company to be admired for its corporate responsibility. In the next few days and weeks, however, Schultz came to see that the unity and morale at Starbucks had deteriorated badly in the 20 months he had been at Il Giornale. Some employees were cynical and felt unappreciated.There was a feeling that prior management had abandoned them and a wariness about what the new regime would bring. Schultz determined that he would have to make it a priority to build a new relationship of mutual respect between employees and management. The new Starbucks had a total of nine stores. The business plan Schultz had presented investors called for the new company to open 125 stores in the next five years15 the first year, 20 the second, 25 the third, 30 the fourth, and 35 the fifth. Revenues were projected to reach $60 million in 1992. But the company lacked experienced management.Schultz had never led a growth effort of such magnitude and was just learning what the job of CEO was all about, having been the president of a small company for save two years. Dave Olsen had run a single cafe for 11 years and was just learn ing to manage a multistore operation. Ron Lawrence, the companys controller, had worked as a controller for several organizations. Other Starbucks employees had only the experience of managing or being a part of a six-store organization. When Starbucks key roaster and coffee buyer resigned, Schultz put Dave Olsen in charge of buying and roasting coffee.Lawrence Maltz, who had 20 years of experience in business and eight years of experience as president of a profitable public beverage company, was hired as executive vice president and charged with heading operations, finance, and human resources. In the next several months, a number of changes were instituted. To symbolize the merging of the two companies and the two cultures, a new logo was created that melded the Starbucks and Il Giornale logos. The Starbucks stores were equipped with espresso machines and remodeled to look more Italian than Old World nautical.The traditional Starbucks brown was replaced by Il Giornale green. The r esult was a new type of storea cross between a retail coffee-bean store and an espresso bar/cafethat became Starbucks signature format in the 1990s. By December 1987, employees at Starbucks had begun buying into the changes Schultz was making and trust had begun to build between management and employees. New stores were on the verge of opening in Vancouver and Chicago. One Starbucks store employee, Daryl Moore, who had voted against unionization in 1985, began to question his fellow employees about the need for a union.Over the next few weeks, Moore began a move to decertify the union. He carried a decertification letter around to Starbucks stores and secured the signatures of employees who no longer wished to be represented by the union. After getting a majority of store employees to sign the letter, he presented it to the National Labor Relations Board and the union representing store employees was decertified. Later, in 1992, the union representing Starbucks roasting plant and s torage warehouse employees was also decertified. Expansion into Markets Outside the Pacific Northwest Starbucks e.

Behavior and Individual Success

expression and Individual supremacy Title of Assignment How Behavior Impacts Individual SuccessE reallyone seeks to be achievementful, but not everyone accomplishes this goal. there be those of us who understand that winner stems from our individual demeanor and there be those that refuse to understand this concept. Behavior drastically affects ones individual success and there be several factors to point out when speaking of this. Successful individuals know that the foundation of personal and professional success lies in understanding yourself, understanding others, and realizing the impact of personal manner on others.The first thing to understand when speaking of way and individual success is that how you answer stems from your childhood or how you were raised. It comes from understanding where you ar from and then transforming that into where you need to go. For some of us, this is easy, because we come from very successful families and have been taught nothing bu t success, since we behind remember. For others, this loafer be extremely difficult, because you come from a very unsuccessful family and lived in an unsuccessful community. Therefore, you have to train your mind to think differently then how you were raised. neer the less, regardless of where you came from, there are far too mevery successful individuals that have conquered all types of backgrounds. Everyone has a different definition of success, but the key to beingness successful is understanding what you define as success. For some of us, success is being a stay-at-home housewife, successfully raising your children. For others, success may be pedagogy or counseling. To others, success may be defined by the amount of education you achieved. You may feel that you have to get your doctorate degree, because everyone else in your family has through with(p) the same. No one can determine what success is to you, but you. There are far too many of us living unhappy lives, because we are successfully doing something to make someone else happy, which means that you are unsuccessful to yourself. We talk frequently about the critical few behaviors that individuals need to assortment, but we should talk even up more about our belief in the rights of those individuals to be free from others defining the keys to their success for them (Lattal, 2003).One of my favorite sayings that my grandmother taught me is to watch the company you keep. Individual success can be greatly affected by the people we associate ourselves with. If you are hanging virtually negative people, you will be seen to be negative. It is very important to pay close attention to the company you keep. When it comes to being successful, you should want to associate yourself with successful people. This all stems from what you define as success and most of us define success as do above and beyond what is needed to care for our loved ones. goldworker claims that groups are a characteristic of all kindly situations and almost everyone in an organization will be a member of one or more groups (2003). Once you land a job with any company, it is very important to pay attention to informal groups. As mentioned by Gibson, Ivancevich, Donnelly Konopaske (2009), informal groups are formed as a consequence of employees actions and develop around common interests and friendships. These types of groups can be dangerous when trying to obtain success. Because the people within these groups are normally friends, its sometimes challenging to see how one person within the group is negatively affecting the group overall (p. 10). At my current job, Ive seen several people that were qualified for a promotion, but did not ask for it due to the informal group they were a pct of. The main point of this is to understand that there is always a leader watching what everyone is doing, and these leaders are the ones that make the decisions for promotions. When it comes to individual success, we s ometimes have to monitor these type of behaviors. In most cases, we all want to have the highest role within our current position, which normally leads to management, but managers have to understand formal and informal groups to obtain and retain their position.This is where teaching comes in to play with becoming successful. No matter what your definition of success is, there is someone that has already become very successful at that skill. Those that have challenges at becoming successful seek to find a good mentor that can help guide them into learning the skills needed for success. Even those that are already successful sometimes seek to have a mentor, because one can always become more successful. In work organizations, a mentor can provide coaching, friendship, sponsorship, and role modeling to a younger, less experienced protg. In working with younger or tenderly employees, a mentor can satisfy his or her need to have an influence on another(prenominal) employees career (G ibson, Ivancevich, Donnelly Konopaske, 2009, p. 45). Using myself as an example, my career tremendously grew once I was advised by a mentor. There were things about myself that I didnt even transact could affect my career, the main thing being that of the involvement within informal groups. After being mentored, Ive mentored several new and younger employees, helping to prevent them from making the same types of mistakes. As with any other relationship, one has to be careful when mentoring, but it can provide a sense of being a part of the community because youre helping someone else to be as successful, if not more successful than you. There are those that have mastered obtaining a specific behavior to become successful, but that behavior is not a part of them. This can be easily related to people in the sales industry. There are several people within my family that are extremely successful at selling, but that does not define who they are. They have learned how to portray a cer tain(a) behavior to reach the goals they want. When they leave work, they are back to their normal selves, but how they behave at work defines their definition of success. If behaving a certain way brings in the funds, then this is how they will continue to behave. This can assist several of us in becoming successful, but trying to behave in a port that is not yourself, can be very difficult for most. The more we believe that our behavior is a result of our own choices and commitments, the less alikely we are to want to change our behavior. One of the best-researched principles in psychology is called cognitive dissonance (Goldsmith, 2003). This simply means that the more we genuinely believe that something is true, the less likely we will be willing to change that belief. My family members believe that behaving a specific way to obtain sales has made them successful, so they cant see behaving any other way. Goldsmith mentioned that their commitment encourages them to stay the cou rse and to not give up when the going gets tough. This same principle can work against successful people when they should change course (2003).There are several things to pay attention to when trying to become successful. We are normally our own worst enemy, because we overlook the behaviors that may be negative to constantly see ourselves in a positive manner. Some of the personal individual attributes that we need to observe and control include our achievement attitude, wound up temperament, energy level, intellectual factors, material traits, maturity level, philosophical attitudes, physical features, risks actions, and task performance (Taylor, 2006). All of these attributes work together to define ones version of success. Even if youre a stay-at-home mother, you have to learn these attributes before you can be fully successful at that job. The last thing to focus on when speaking of how behavior can impact success is to mention job satisfaction. Job satisfaction is an attitude that individuals have about their job. It results from their perceptions of their jobs, based on factors of the work environment, such as supervisors style, policies, and procedures, work group affiliation, working conditions, and fringe benefits (Gibson, Ivancevich, Donnelly Konopaske, 2009, p. 106). It is extremely difficult to be successful if you dont like the job youre doing. A great example of this would be teachers. We are all aware that most teachers are underpaid for the job they do. At the same time, they teach, because they enjoy helping people learn. Therefore, success is defined by their students growing up to be successful and not by the amount of money they make. There are several of us that work in jobs that we arent satisfied with. When one understands how behavior impacts success, they understand the importance of learning all they can within that current job. At the same time, they take the necessary steps to land a new and even better job. But by not allowing t hat negative situation to overcome them, they normally become even more successful in the new job. In conclusion, there are several factors that play into behavior and how it impacts success. The main thing is to define what success is to you. Once you have mastered that definition, you have to code out the steps and attributes needed for you to become successful. We sometimes need help with this and that cant be overlooked. If a mentor will help you, take the help. There is always someone that has succeeded in what you want to do. It is important to study what they did to become successful and try to make the necessary adjustments. You cant be just like them, but you can learn how to be as successful as them. ReferencesGibson, James L., Ivancevich, John M., Donelly, James H., Jr., Konopaske, Robert. (2009). Organizations Behavior, Structure, Processes. Boston McGraw-Hill Irwin.Goldsmith, Marshall. (2003). Helping Successful People enamor Even Better. Business Strategy Review L ondon Business School.Lattal, Darnell, Ph.D. (2003). PMezine The Performance Management Magazine. The Science of Success Creating Great Places to Work. Retrieved October 11, 2009, from http//www.pmezine.com/?q=node/8. Okolo, Sidney. Ezine Success Articles. Success Depends on Individual Attributes. Retrieved October 11, 2009, from http//ezinearticles.com/?Success-Depends-on-Individual-Attributesid=1062550.Taylor, Michael. (2006). Associated Content Lifestyle. How Your Personality Affects the Success in Your Life. Retrieved October 11, 2009, from http//www.associatedcontent.com/article/90301/how_your_personality_affects_the_success.html.

An introduction to kinesiology

An introduction to kinesiologyIn this chapter, basic kinesiology definitions argon introduced and problem-solving come ones in kinesiology tasks ar classified as quantitative or soft start out abstract. translation Derived from the Greek word kinesis meaning interrogative and the suffix-ology or -logy from the Greek logos or logia (meaning field of turn over). It is the scientific study of the anatomy, physiology, and mechanics of body movement.Introduction to KinesiologyYou might think that kinesiology is a modern day science, however, you go away find out in this text that the practice, study and practise of kinesiology atomic number 50 be traced back thousands of years to ancient Roman cadences. In fact, many aspects of personal movement training be documented in transport races and gladiator fights, where fighters trained and chose between different weapons, wheel sizes etc. Throughout history, particular in wars there are abundant examples of the rehearse of kine siology to improve fighting, physical fitness and protection.Kinesiology encompasses human creation anatomy, physiology, biomechanics, exercise physiology, exercise psychology and sociology, history, and philosophy of sport. Kinesiology is the study of human movement across a range of tasks including exercise, daily living, drama, sport, and work.The primary aims of general kinesiology are 1) Understanding the human bodys physiological and psychological responses to acute short-term physical activity. 2) Understanding the various adaptations to the human body to chronic or long-term physical activity.3) Understanding the cultural, social, and historical importance of physical activity.4) Understanding the mechanical qualities of movement. 5) Understanding the processes that control movement and the factors that affect the acquisition of much skills, and6) Understanding the psychological set up of physical activity on human behavior.In this text we are mostly interested in kin esiology as it relates to human movement. So, we will focus to a greater extent on joints, bones, muscles, levers, forces etc. as opposed to the social or psychological implications.Key Kinesiology TermsBiomechanics The science and study of the mechanics of a living body. It is an mental testing of the forces exerted by muscles and gravity on the skeletal structure and the effects produced by such(prenominal) forces. Biomechanics, as a sports science, applies the laws of mechanics and physics to human cognitive operation in order to gain a greater understanding of cognitive operation in athletic events through modeling, simulation, and measurement. For example, the forces generated during acceleration of a 100m rivulet race.Mechanics A offset printing of physics that deals with the effects of energy and forces on the motion of physical objects. Mechanics, in the field of sports studies, is concerned with the behavior of physical bodies when subjected to forces or displacements , and the subsequent effect of those bodies on their environment. For example, the study of materials used in hockey sticks or tennis rackets.Statics The study of objects in a constant state of motion, which means they may be in motion or stationary. Statics is a branch of physics that is concerned with the analytic thinking of various loads on physical systems. For example, the forces enquired to lift an Olympic barbell. kinetics The study of objects subjected to acceleration/deceleration.Dynamics is from the branch of classical mechanics in physics which is involved with the motion of bodies it is divided into two other branches, kinematics and kinetics. An example for this house would be the flight speed and path of a baseb solely after it has been struck.Kinematics The study and measurement of motion.The variables of kinematics describe the motion of objects in respect to space and cartridge clip without considering the effects of forces that bring out the motion. ii types of applications are applied in kinematics. First, translational (or curvilinear kinematics), which is the description of the motion in space of a spot along a trajectory. This path female genitalia be linear, or curved. thither are three basic concepts that are required for understanding translational motion displacement, velocity and acceleration. (These concepts will be reviewed in later chapters).Secondly, there are rotational motion kinematics which describe the rotation of an object and involves the definition and use of the chase three quantities angular position, angular velocity and angular acceleration. Kinematics has application in studying the acceleration of a cyclist or throwing a javelin, where there is a change in the position of the object over time.Kinetics The study of the forces that act to produce motion.Kinetics, as opposed to kinematics, is concerned with the motion of bodies under the swear out of forces. A branch from the study of human biomechanics, a ki netic analysis may include questions such as whether the amount of force the muscles are producing is optimum for the intended purpose of the movement. The term kinetics is not widely used today and is often collectively studied under the term dynamics.Anthropometrics The study of the human body dimensions.Anthropometrics are related to the dimensions and the weights of body segments. Factors include size, shape, weight and other important considerations in a kinetic analysis. For example, you will notice that basketball players are generally tall and gymnasts are generally short. These anthropometrics, or body shapes, create gains within certain sports.Kinesiology Literally, the study of human movement.Quantitative and qualitative step deep d experience the field of kinesiology we evaluate and score performances in two main ways. For example, we may time a runner over 100M and we give a 10M diver a score based on how much we liked the dive. We refer to these assessments as either quantitative or qualitative. Quantitative simply refers to empirical or unexpressed numbers, while qualitative refers is more subjective and evaluates form and style regardless of the elements of time of distance etc. Let us look at for each one in more detail.Qualitative epitomeDefinition Describes the human movement based on its constituent elements.The word qualitative refers to a description and analysis of a human movement based on and involving non-numeric terminology. Many professions involving scientific research use qualitative analysis as a thorough and en expectant way of improving human movement and performance. Good qualitative analysis uses all the senses to gather information about the strengths and weaknesses of the movement. The most commonly used approach of qualitative analysis is through basic visual observation. It is through this observation that information on a specific motion is gained, recorded and analyzed. This analysis can also help identify various mechanical factors that may or may not need to be altered in an effort to improve performance in the given activity. The ability for a scientist, coach and athlete to be able to observe the performance in slow motion is a valuable tool for improving ones performance. The details of qualitative analyses vary. Generally, one can simply state a movement as a woman was running quickly down the track. It might also be stated that the same woman is running quickly down the track on the balls of their feet, leaning reasonably to the right. This alternate way of describing the same movement is providing a more detailed qualitative analysis of the movement.Qualitative problems arise during our everyday daily activities, with a large part of our lives being devoted to the solution of problems. Sport and performance are no different.To effectively analyze a movement, it is necessary to start off with a framework and list of questions. The questions stated can either be more of a simple and g eneral question or can also intercept a much more detailed and specific questions. Below are some examples of some(prenominal) general and specific questions.Table 1.1 General vs. Specific Qualitative AnalysisGeneralSpecific Is the movement performed with proper execution?-Is the release of the swing winning place at the instant of full arm computer address?-Why is this sprinter not getting a faster time?-Does the strengthening of the quadriceps significantly improve hip rotation and turnover speed?Planning and acting a Qualitative AnalysisOnce you have identified the question(s) the next step is to collect the data. For the coach, therapist or PE teacher, this is qualitative visual observation data. The movement is first carefully observed and written or mental notes are made. Planning is required to ensure observation is done from optimal distance and perspective. As the level and complexity of the skill increase, the level of planning increases.In planning a qualitative anal ysis, a process occurs with the main goal being a further refinement of the original question. The first and final step both lead to refinement of the original question being asked.Figure 1.1 Qualitative Analysis Process(*Referenced and re-created from Basic Biomechanics by Susan J. Hall)Following this procedure in carrying out a qualitative analysis will allow the police detective to optimally collect observations. Throughout the analysis, one usually finds questions will constantly arise. Laying out the foundation of the analysis will prevent faulty or inadequate information.Procedures for Qualitative AnalysisFirst and foremost, the procedure begins with identifying the problem or question. Whether the analyst is looking to resolution a question pertaining to a how a sprinters tempo is negatively impacting their running style, why a baseball player is having difficulty making contact with the ball, or why a tennis player is having radiocarpal joint pain. The ability to dissol ver these questions begins with biomechanical cognition.Once the problem is identified there are two main steps. Firstly, make proper finiss necessary to carry out the analysis and secondly to observe and collect the observations from the performers movement. When a movement is executed, the analyst needs to determine the appropriate way to fully optimize the viewing process. This decision is pertinacious depending upon whether the analyst is going to rely on basic visual observation or will they be using a video camera. Videotape allows both the analyst and the performer to view the movement, as well as repeated viewings. Details like viewing angle, environmental modifications, slow-motion, etc. are all factors that play into the decision making process.It is from the videotaping of the performance that the analyst and the performer can both sit down and begin to collect observations. Feedback from the video, analyst and performer are all collected, and reviewed. Despite the main question being stated in the beginning, occasionally other questions may arise during the collection process. Observations made may suggest refreshful questions. This is when the analyst needs to go back and focus on the critical aspects of the movement and the biomechanical error that was first identified.Finally, once all movements and performances have been carefully observed, the analyst begins to interpret the observations. The expert analyst is highly knowledgeable in biomechanical movements and is able to identify and diagnose errors. With all the combined information that was collected in the performance the analysis can now end the analysis, make refinements to the main question and/or problem and finally assess, correct and improve the human movement.Both knowledge of the specific biomechanical purposes of the movement and careful planning are necessary for effective qualitative analysis.Quantitative AnalysisThe second form of analysis is quantitative analysis.Definition The use of measurable variables (e.g. size, time, number) to describe performances.In quantitative analysis we classify features, count them, and even construct more complex statistical models in an taste to explain what is observed. The goals of quantitative analysis are to provide precise descriptions of the mechanisms of human problem solving, the causes of error, differences between skill performance and with the intent to improve human performance. We use variables such as force, speed, distance and time.The quantitative approach helps to eliminate subjective description and relies on data from the use of different instruments. It is generally a more scientific, publishable, and predictable analysis than the qualitative approach that implies that the movement is described without the use of numbers. This approach is widely used in coaching and during the teaching of sports skills.Nine- grade Quantitative chore SolvingA simple procedure for approaching and solving quantitativ e problems involves nine sequential steps. The following provides a summary of the procedure for solving such problems. Solving numerical problems is a critical part work in the kinesiology field and should be carefully approached.Carefully read and review the given problem. import down information given write what you need to find. Where units of measurement are needed (convert them as necessary) and list them in order.Draw out and diagram the point given and provide both the unknown and known informationIdentify formulas that will be useful in solving the problem.Chose the logical formula that will be used.Insert and accompaniment measurements and relevant information correctly into the formula chosen.Solve the equation.Check to be sure your answer is reasonable, that you include proper units of measurement, and the answer is complete.Highlight the answer.(Revised from Basic Biomechanics by Susan J. Hall)Example of Quantitative ProblemAnswers to these types of questions can assi st coaches in making decisions about when and how to instruct players in given situations.Q A baseball player hits a triple to left field. As he approaches 3rd base, he notices the incoming throw to the backstop is wild and decides to go to shoes plate. The catcher retrieves the ball 5m from the plate and runs to the plate at 8m/s. The runner is now 10m from the plate and running at 12m/s. Who reaches the plate first and how much faster?victimization the Nine step process above, we can begin to solve this problem.Step 1 Carefully read and review the problemStep 2 draw up down information givenBase runners speed = m/sCatchers speed = 8m/sDistance of base runner from plate = 10mDistance of catcher from plate = 5mStep 3 Draw a diagram of the situation of the problem.Step 4 Identify possible formulas to be used to solve the problem.Step 5 Chose the logical formula that will be used to solve the problemTime = distance/speedStep 6 Insert and substitute the given information into the for mula.Time = distance/speedCatcher time = 5m/8m.sBase runner time = 10m/12m.sStep 7 Solve the EquationA CatcherTime = 5m / 8m/s = 0.625sec.RunnerTime = 10m /12m/s = 0.83sec.Step 8 Check that the answer is complete and reasonable.Step 9 Highlight the answerRunner reaches home plate 0.21 seconds slower than the catcherCould this be a qualitative example also?Yes, the umpire could actually call the runner safe. This is his decision and in this case is the wrong one.Research NoteThe reliability differences between qualitative and quantitative assessments were perhaps no more clearly illustrated in the 2002 pass Olympics Pairs Skating competition. In the pairs competition, Yelena Berezhnaya and Anton Sikharulidze of Russia had won the short program over Jamie Sal and David Pelletier of Canada. In the free skate, Berezhnaya/Sikharulidze made a minor (but obvious) technical error when Sikharulidze stepped out of a double axel. Meanwhile, Sal/Pelletier skated a flawless program, albeit one that many experts considered to be of lesser difficulty than that of the Russians.The Canadians were the clear crowd favorite they left the ice to a smoothen of stormy applause and everyone believed they had won Gold. The Canadians received three 5.9s for technical merit, while the Russians received mostly 5.8s and 5.7s. However, for presentation, the Canadians received four 5.9s to the Russians seven. Presentation was weighted more severely than technical merit at the time the Canadians needed at least five 5.9s to over sop up the Russians for first. There was obvious disagreement from the crowd loud chants of sestet Six Six gave way to a chorus of boos when the presentation marks came out. As it turned out, this margin held until the end, giving the gold medal to the Russians. Sal/Pelletier accepted their bills medal with grace but open disappointment. It was the 11th consecutive time (dating to 1960) that a pair from the Soviet Union, the Unified Team, or Russia had taken the gold in the pairs competition.As it turned out, this margin held until the end, giving the gold medal to the Russians. Sal/Pelletier accepted their silver medal with grace but open disappointment. It was the 11th consecutive time (dating to 1960) that a pair from the Soviet Union, the Unified Team, or Russia had taken the gold in the pairs competition. The world was stunned when it was announced that the Russians had won.There was immediate suspicion of cheating. adjudicate from Russia, the Peoples Republic of China, Poland, Ukraine, and France had placed the Russians first judges from the United States, Canada, Germany, and Japan chose the Canadians. Suspicion fell almost today on the French judge, Marie-Reine Le Gougne. When Le Gougne returned to the officials hotel, she was immediately confronted by Sally Stapleford, chair of the International Skating Unions Technical Committee. Le Gougne had an emotional breakdown in which she said that she had been pressured by the head of t he French skating organization, Didier Gailhaguet, to vote for the Russian pair regardless of how the others performed.She repeated this at the post-event judges meeting the next day. It was alleged that this was part of a deal to get an advantage for French couple Marina Anissina and Gwendal Peizerat in the ice dance competition that was to follow a few days later. However, in a signed statement, Le Gougne denied taking part in such a deal and also stated that she had truly believed the Russian pair deserved to win.On February 15, Cinquanta and IOC President, at the time, Jacques Rogge, in a joint press conference, announced that Sal and Pelletiers silver medal would be upgraded to gold. Berezhnaya and Sikharulidze were allowed to keep their gold medal as well, since there was no proof of impropriety on their part, and many felt that they, in fact, deserved it, as was the opinion of four of the other eight judges on the panel. Both pairs point totals were thrown out. Le Gougne was suspended effective immediately for misconduct.Which is better? Quantitative or Qualitative? You decideSo Quantitative or Qualitative? Obviously there are strengths and weaknesses for both. Here are some advantages to quantitative measurement.Quantitative methodologies are appropriate to measure overt behaviors.They are reliable in measuring descriptive aspects, such as time to travel a distance.Quantitative methodologies allow direct comparison and replication.Reliability and validity may be determined more objectively than with qualitative techniques.In quantitative research your aim is to determine the relationship between one thing (an independent variable) and another (a dependent or end point variable) in a population. Quantitative research designs are either descriptive (subjects usually measured once) or experimental (subjects measured before and after a treatment). A descriptive study establishes only associations between variables. An experiment establishes causality. Stu dies aimed at quantifying relationships are of two types, descriptive and experimental. In a descriptive study, no attempt is made to change behavior or conditions (you measure things as they are). In an experimental study you take measurements, try some sort of intervention, and then take measurements again to see what happened.ProblemCan you list five examples each of qualitative and quantitative assessments of a skill etc.Qualitative versus Quantitative Measurement of Human MovementThe qualitative and quantitative analysis of human movement is composed of many parts. Both require the knowledge of the movements desired, the characteristics involved, and the ability to view a performance and analyze whether the human movement does in fact incorporate the specific characteristics. The analysis of human movement may be either qualitative or quantitative, and both play an important role in the biomechanical analysis of human movement..Classifying kinesiology tasks as quantitative or q ualitative is an effective approach in understanding basic biomechanical concepts in kinesiology. Analyzing human movement is an essential process of problem solving. Whether the performance being analyzed is qualitative or quantitative they both include identifying the performance, observing and studying, and finally answering the problem or question.Quantitative measurements are taken and used to quantify movement or performance, whereas qualitative performance or movement is observed and subjectively evaluated without the use of measurement for quantification.An observer, for example, might qualitatively state that was a good throw where a second observer might quantitatively state the javelin was thrown at sixty-five meters.Qualitative analysis should not be regarded as merely general descriptions, as it can also involve detailed description. Both quantitative and qualitative description play important roles in the biomechanical analysis of human movement, with quantitative tec hniques mainly being used by biomechanist researchers in attempting to answer specific questions and qualitative observations and description mainly are used by a wider range of people including clinicians, coaches and PE teachers.There are advantages and disadvantages of both measurement techniques. However, the objectivity of quantitative measurement tends to make it more reliable and you dont end up with a performer scoring fewer points because of the color of their uniform as you might in qualitative assessment.Table 1.2 Quantitative vs. Qualitative AnalysisQuantitativeQualitativeThree FeetGoodTwo CentsBadTwenty DollarsHeavyFifteen SecondsFastTable 1.3 QUANTITATIVE or QUALITATIVE ANALYSIS?Quantitative AnalysisQualitative Analysis uphold forces during running.XCarpal Tunnel SyndromeXAerodynamics of clothingXRelease angles for projectilesXOccupational demandsXXReview Problems1. Determine whether these measures require quantitative or qualitative analysis. Friction on a bobsled run ner blade __________________ a toothache __________________ acceleration of a projectile __________________ rotational speed of baseball __________________ perceived difficulty chopping wood __________________ a headache __________________ wind speed __________________2. Can you now think of six examples on your own that fit each measurement. Give a one-line definition to accompany clarify your example. An example is provided for each measurement.QualitativeMotivation (motivation can be extrinsic or intrinsic and difficult to quantify).QuantitativeVertical jump height (this variable can be absolutely measured in cms).3. Can you identify 4 examples of situation that represent dynamics and statics?DynamicsA skater gliding on the ice.StaticsA chair sitting on the floor.

The Bluest Eye - Morrisons Attempt to Induce White Guilt :: Bluest Eye Essays

The Bluest Eye - Morrisons Attempt to Induce White GuiltIve heard the allegory before, three time in fact. Originally, the oracle in question was always an old man, an Asian philosopher and blind. The boys carried in a live bird, not a dead bird as she described as a small bundle of life sacrificed or the absence of bird altogether. The boys asked the same question. If the philosopher answered dead, they would let it fly away, but if he answered alive, they would obliterate it and drop it at his feet, proving him wrong with either answer. When the old, wise, blind man was presented with the question, he pondered it a bit and deduced their scheme. He answered, The fate of that bird is in your hands. Toni Morrison altered the fable in her Nobel Prize Acceptance Speech, offering her intuition of it, which is understandable as she is a writer and is building an analogy to it. Writers often focus on perception in stories and some writers need to as in the case of Morrison a nd The Bluest Eye. The perception and point of view in which the tommyrot is told to the reader is essential for Morrison to build her case. She need to suck the reader into her framework of thinking using stories of abuse and neglect to create compassion and sympathy for the characters of her story. The catch is, shes not telling a story so much as selling a product. When a good salesman pushes an item, the first step is to have the audience succumb to his way of thinking. Morrisons product present is a philosophy, an idea that is the theme of her book. That idea is that physical beauty is probably the most destructive idea in the history of human thought. She pushes this idea pay through the readers brain. It is the ruin of the black girls. If only they were pretty. If only they had pretty blue eyes. We might be able to think of beauty as the bird. True beauty, in Morrisons ideology, would be the absence of the bird. Lacking in physical attributes, but representa tive of all things free and without boundaries. If the bird is present, whether alive or dead, the physical intrusiveness of it because defines its beauty.

Civilization vs. Savagery in Lord of the Flies Essay -- Literary Analy

The Lord of the Flies is a story about a stranded group of boys on a deserted island subsequently their plane crashes. It is about an adventure at the start of a new World War. The boys try to create a society by selecting a leader and doing everything they can to survive. It is all a game without adult supervision until the island becomes a nightmare and their imaginations come to life. Everything becomes more realistic when the twins, Sam and Eric, find the body of the beat(p) parachutist hanging from a tree on the island. Then the boys declare that there is some type of beast on the island and they must kill it to go forward alive. Soon the boys turn on each other and kill Simon because he is mistaken for the beast. Jack then, takes over the group of boys and hunts down Piggy and Ralph. Then Roger pushes a boulder off the cliff and kills Piggy. The boys follow Ralph, which is the main character and the boys began to set the jungle on fire in attempt to smoke Ralph out. Ralph t hen discovers that he is back on the beach after collapsing from exhaustion. After looking up, he then finds a Naval officer standing over him. The officer truism the raging fire in the jungle from his ship at sea. Overwhelmingly Ralph explains what happened to the officer. He and the boys begin to cry because they realize that they are finally being reclaimed and are going home. Symbolism is shown throughout the story, by the little things like the conch shell and Piggys glasses. The pigs head is a ample symbol, showing that the boys believe in a power of evil. In this book the main theme is civilization vs. savagery. The boys lose their civilized being and innocence ship canal as they become savages and kill Simon and Piggy. In The Lord of The Flies, Golding analyzes characters, ... ...Cathy Falk. Vol. 58. Detroit Gale Research, 1990. literary productions Resources from Gale. Web. 19 Jan. 2012.Slayton, Paul. Teaching Rationale for William Goldings Lord of the Flies. Censored Books Critical Viewpoints. Ed. Nicholas J. Karolides, Lee Burress, and John M. Kean. The scarer Press, Inc, 1993. 351-357. Rpt. in Novels for Students. Ed. Diane Telgen. Vol. 2. Detroit Gale, 1998. Literature Resources from Gale. Web. 19 Jan. 2012.SparkNotes. N.p., n.d. Web. 12 Feb 2012. 98. Literature Resources from Gale. Web. 19 Jan. 2012.Townsend, R. C. Lord of the Flies Fools Gold. The Journal of General Education. Vol. 16. University Park, Pa. The Pennsylvania State University Press, 1964. 153-160. Rpt. in Contemporary Literary Criticism. Ed. Roger Matuz and Cathy Falk. Vol. 58. Detroit Gale Research, 1990. Literature Resources from Gale. Web. 19 Jan. 2012.