Claddagh Rings Essay

Today’s society is extremely fashion and style conscious. Most styles and trends are in one day and out the next, from clothing, jewelry, and accessories. However some trends are timeless and never go out of style, like the Irish Claddagh ring. But what is the origin of the jewelry and why is it still such a popular trend today? All these questions can be explained by looking at the origin, legends, meaning, and usage of the ring. The history of the Claddagh ring is surrounded in uncertainty due to the many popular folk stories that circulating around the origins of the ring. However what we do know for certain is that the ring originated from the Irish town of Claddagh(cite48). Claddagh was a small fishing village outside the city of Galway (cite48). This is where the name of the ring comes from. As with most story there are always many variations, in the case of the Claddagh ring and its origins there are numerous. One variation is how Margaret Joyce took the fortune inherited from her late husband, a Spanish merchant, and used it for charitable causes. She was reward for her charitably when a eagle one day dropped the the original Claddagh ring into her lap. cite48) The most likely legend of the rings origin is generally attributed to Richard Joyce. It goes that around 1675 Joyce was captured by Algerian pirates and sold as a slave while traveling to the West Indies. Joyce was sold to a Turkish goldsmith who taught him his craft. Joyce was released after William III was accession to the throne of England in 1689 and released all prisoners held captive by the Moors. Joyce served his master for fourteen years and when released his master offered half his wealth and his daughters hand in marriage if Joyce would continue to practice under him. Joyce declined this offer and returned to Claddagh where he married, had his on business as a silversmith and created the first Claddagh ring. The historical facts from this version of the story hold more truth to the origins of the ring then any other legend given that King William III did in fact release all Moors’ slaves. (cite 48 49) The Claddagh ring has a distinctive design. It features two hands clasping a heart that is surmounted with a crown. The ring itself is a symbol of love and marriage. Its believed that the heart represents love, the hand friendship, and the crown loyalty(cite 49). Going back to Richard Joyce if he is, and mostly likely was, the creator of the Claddagh ring the design itself depicts his loyalty and love of his country, since he did refused his masters offers to come home to Ireland. The Claddagh ring when created was used as a wedding or betrothal ring passed down from mother to daughter during a time of marriage (cite 49). This tradition it ensured the survival of the ring. (cite 49. ) The rings unique design also ensured its survival because it could be worn by both sex since it represents friendship and loyalty. Claddagh rings are still a expression of romance today. Today you can find the Claddagh symbol on different types of Celtic crosses, pendants, candles, and other jewelry. Its popularity in today’s society has been boosted threw media and pop culture, with celebrities wearing the ring and movies like Ladder 41, which describes how they way in which one wears the ring shows if they are in love or still open to friendship. Regardless of which legend of how the ring originated is true the facts is that the Claddagh ring has survived through history, keeping a symbolic meaning that is still significant.

Starbucks Case Study

Starbucks in 2004: Driving for Global Dominance Strategic Management STRA 703 Assignment Prepared by: Sherif Hendi (M1100758) Presented to: Dr. Gamal Shehata Questions Q. NO. 1 What are the key elements of Starbucks strategy as of 2004? (What is the store concept, the customer offerings and differentiators? The expansion strategy? The financial strategy? The personnel management and social responsibilities? Conduct a five forces analysis? ) Q. No. 02 What was the original strategic vision and objectives and how did they evolve? What is your opinion of Starbucks’ mission statement? What grade would you give Howard Schultz for his job as the CEO Starbucks and why? Q. No. 3 What is your assessment of Starbucks financial performance during years 1998-2003? (Growth rates, profitability, control of major cost categories, financing, ROE, and P/E ratio? ) Q. No. 04 What were the key issues faced by Starbucks in 2004? Q. No. 05 What recommendations would you make to Howard Schultz to sustain the company growth and support strong financial performance in the years ahead? Q. NO. 1 What are the key elements of Starbucks strategy as of 2004? ANS: Key Elements of Starbucks’ Strategy Starbucks adopted a lot of innovative strategies throughout its journey from 1971 to 2004. These strategies in brief are as follows:- * The restaurant/store concept * The offering of Innovative product line * Differentiation from competition * National and international expansion * Distribution channels (Pepsi partnership/online store/Dreyer partnership) * Efficient Financial management (Centralized Information Systems) * Capitalizing on enhancing the people element * Engaging in social responsibility programs (CARE). Competitive Advantages or Differentiators Their differentiating elements are as follows:- They were the pioneers to introduce espresso bar idea in USA * Mail order sales * Word of mouth marketing * Employee motivation strategies to attain improved employee commitment * Convenient distribution channels * Introducing chemical free cultivation process. Q. No. 02 What grade would you give Howard Schultz for the job he has done as CEO of Starbucks? Be prepared to support you r answer based on how well (or not so well) he has performed the five tasks of strategic management discussed in Chapter 2. ANS: Howard Shultz gets a grade of 95% in his Strategic Management approach. In my opinion Howard Shultz just didn’t do perfect in the area of marketing as he did not spend adequate budgets on advertising and product innovation. Last but not the least is that he did not attempt to study the environment properly while entering into new geographical areas e. g. he opened a store down street in Chicago which was not a good idea due to cold weather conditions. Other than that, he made a great task of performing all the five tasks of Strategic Management Q. No. 3 What was Howard Schultz’s original strategic vision for Starbucks? Is his present strategic vision for Starbucks different from the one he had in the 1980s? How many times has his strategic vision changed? Is his present strategic vision likely to undergo further evolution? ANS: Howard Shultz original Strategic Vision â€Å"To establish Starbucks as the most recognized and respected brand in the world. † Strategic Objectives * They wanted to have 15,000 stores by the year-end 2005. * They aimed to provide a great work environment and treat each other with respect and dignity. * They believed in taking on diversity as an essential component in the way they do business. * To apply the highest standards of excellence to the purchasing, roasting and fresh delivery of coffee. To develop loyal and satisfied customers all of the time. * To contribute positively to their communities and environment, and recognize that profitability is essential to future success of business. How did they evolve? At the earlier stages they promised themselves that they will not leave even a single stone unturned to make Starbucks the most recognized and re spected brand in the world. Therefore, they thought that this could only be possible if they will develop these strategic objectives because these are basis to earn the respect and fame for any business. Q. No. 3 What is your assessment of Starbucks financial performance during years 1998-2003? (Growth rates, profitability, control of major cost categories, financing, ROE, and P/E ratio? ) Growth Rate| Years| 1998| 1999| 2000| 2001| 2002| 2003| Growth rate| 0| 0. 2889| 0. 29095| 0. 2164| 0. 2415| 0. 2391| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Profitability| Years| 1998| 1999| 2000| 2001| 2002| 2003| Operating profit margin | 8. 34| 9. 29| 9. 4| 10. 57| 9. 6183| 10. 42| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ROE| Years| 1998| 1999| 2000| 2001| 2002| 2003| Return on equity| 8. 6| 1. 58| 8. 23| 13. 1| 18. 35| 12| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Price Per Earning Share| Years| 1998| 1999| 2000| 2001| 2002| 2003| Price Per Earning Share| 0. 19| 0. 27| 0. 24| 0. 46| 0. 54| 0. 67| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Control of Major Cost Categories In this portion we have analyzed that how Starbucks controlled its fixed cost. If we talk about the locations, it was very expensive to purchase land and then develop it as a store, so to overcome this problem Starbucks started leasing the land for long term periods. In our opinion, it was a quit impressive move to cut down its fixed cost. Secondly they observed that to get the license was too costly for them, so they made contracts with the partners who had license with them. Financing For the financing, Starbucks instead of taking loans preferred raising the equity. It was a better idea to generate capital because they did not have to pay any short term and long term interests against the borrowings. Q. No. 04 What were the key issues faced by Starbucks in 2004? Every company faces major challenges, even companies that are as successful as Starbucks. Although they have an outstanding reputation, have won many awards like top sustainable retail store award and most ethical company award etc, and even give back to their community, they are still facing challenges like any other company. Following are the most obvious challenges that Starbucks is dealing with:- * Schultz was overflowing with the 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 or superior to coffee beginner. Howard Schultz when came back from Italy shared his ideas for modifying the format of Starbucks’ store with Baldwin and Gordon Bowker. But instead of winning approval for trying out some of his ideas, Schultz encountered strong resistance but after a year Schultz succeeded in winning the approval from Baldwin and Bowker. * After sometime Baldwin and Bowker again went against th e ideas of Schultz so he became so frustrated and left Starbucks in late 1985 to open his own separate Espresso Bars in high-traffic down town locations. Schultz acquired Starbucks in 1987 and after the 20 months of acquiring, some employees felt unappreciated that there was a feeling of prior management had abandoned them. So, Schultz decided to make building a new relationship of mutual respect between employees and management. * Starbucks lost its money when it expanded market to Chicago because in Chicago that was the first downtown store opened on to the street rather than into the lobby of the building where it was located; in the winter months, customers were hesitant to go out in the wind and cold to acquire a cup of coffee. It was expensive to supply fresh coffee to the Chicago stores from Seattle warehouse. * The challenge to Starbucks, in Schultz view, was how to attract, motivate, and reward store employees in a manner that would make Starbucks a company that people would want to work for and that would generate enthusiastic commitment and higher level of customer service. * A values and principles â€Å"crisis† arose at Starbucks in 1989 when customers starting requesting nonfat milk in making Cappuccinos and lattes (an espresso coffee with frothy steamed milk) So, Starbucks started selling both fat milk and nonfat milk Cappuccinos and lattes. They were facing the issue of Wi-Fi (wireless internet service) in 2002, the number of accesses was in the millions by T-Mobile; internal research showed that the average connection last approximately 45 minutes So, in October 2003, Starbucks announced that they will expand Wi-Fi capability to additional locations and would have 2700 stores equipped wit h wireless Internet access by year end. * They were also facing challenges from their competitors. In 2003 there were an estimated 14000 specialty coffee outlets in the United States but they were not competent enough to exert pressure at Starbucks. Q. No. 05 What recommendations would you make to Howard Schultz to sustain the company growth and support strong financial performance in the years ahead? Recommendations After analyzing the whole case study, we became able to give few suggestions to Howard Schultz which can be handy to sustain the growth and support strong financial performance in the forthcoming years:- * He should spend more budgets on advertisement of products. He should bring innovations in his products because we saw in this case study that he was inspired by espresso bars so he imitated the whole theme of Italian espresso bars and the idea of dark roasted bean was an older one as well. * Before entering to any new geographical region he should study the market environment of that particular region as we saw that at Chicago there was an issue of cold weather and his store was at down-town-street. Furthermore, the labor rates and rents of building were higher as well. * At the stores Starbucks’ technique to teach customers about how to make coffee was not a good idea ecause it does not support their business model. Therefore, it should be avoided in future. Above elaborated things were having details about the strategies of Starbucks which drove it for the Global dominance till 2004. Starbucks is in fact the recognized and respected brand in the world and if it can overcome the shortcomings which we identified then nobody can create bother for it to be successful and there will be no point left as a mistake on its part. Reference www. starbucks. com Case Study â€Å"Starbucks in 2004: Driving for Global Dominance† written by Arthur A. Thompson, Amit J. Shah and Thomas F. Hawk. Starbucks Case Study Conner A Intro to Business 3/26/2013 Case Study Consumer Behavior in the Coffee Industry Did you know one franchise alone dominated an entire payment-processing market in just one year? You might have heard of this giant company by the name Starbucks. Howard Schultz, CEO of Starbucks, had a significant role in the company’s growth. Starbucks has steadily dominated the coffee market and has even extended to being a 3rd home for many of its consumers. Based in Seattle, Starbucks had significant competition when it opened its first store in the Pike Place market in Seattle, yet still managed to become superior.Starbucks used new advertising tactics and presented a unique experience for its customers, all of which was a game changer in the business world. Starbucks was created when three friends opened a small store to sell coffee beans and roast in 1971[1]. Jerry Baldwin, Gordon Bowler and Zev Siegl opened their store in the heart of the unique open air market in downtown Seattle . Located just off the harbor, Pike place market was the optimal location and attracted many residents and tourists.After ten years of incredible growth, Jerry Baldwin hired Howard Schultz as head of management. When Schultz first started, he slowly learned the coffee industry and helped made subtle but significant changes. For example, Schultz noticed that â€Å"first-time customers sometimes felt uneasy in the stores†[2] so he developed â€Å"customer-friendly sales skills and produced brochures that made it easy for customers to learn about fine coffees†2 Schultz had the vision of making Starbucks a coffee lounge versus a bar after being inspired by eastern traditions.Even though he did not agree with the new direction, Baldwin allowed Schultz to open one espresso bar and in 2 years, Schultz was able to buy out Baldwin and equity owners with the help of investors in 19921. Howard Schultz initially saw the power of consumer behavior early on when he realized Starbuck s began to be a social gathering mecca for people instead of just an espresso stand. When Schultz first noticed the ‘seismic change in consumer behavior,’ he adopted a free-Wi-Fi service and mobile payment service and noticed that Starbucks began to attract people as if it was a third home for coffee enthusiasts.Although he jokes about not getting rent from consumers, it allowed Starbucks to create an online-experience in their ‘3rd home’ which was unique to the coffee scene in the United States. With scheduled deliveries and privatized ad networking, Starbucks was maximizing its profits and allowing an experience for coffee enthusiasts that did not make them feel locked-into paying. This shift in consumer behavior was in response to the cultural need for a place between home and work. As social beings, humans thrive for an excuse to hang out and socialize or participate in a community environment.This amazing experience that Starbucks supplied needed to be fine-tuned like any business plan. Like any business, Starbucks had challenges, such as their management of spending. In an interview entitled Business Brilliant, Schultz said that too much was focused on the customer instead of the infrastructure. To improve this, Schultz developed a unique experience in the store with the paired pastry-drinks and released free Wi-Fi for customers. In addition to free-Wi-Fi, mobile payments allowed consumers to avoid lines and continue their private work in the confines of the lounge.Soon Starbucks was thriving and announced that â€Å"the opening of 150 new stores in five years significantly exceeded the 1987 business plan’s objective of 125†[3]. Like every company, Starbucks faced unique issues in their business which slowed down growth initially which in effect slowed down growth in the long run. Schultz attributed the biggest hold-back in the long run to not investing in the supply chain, technology or manufacturing. Although Sta rbucks was marketing their franchise extremely well, they did not invest ahead of the growth curve and the infrastructures became under-par.In the Business Brilliant, Schultz candidly admitted that Starbucks â€Å"solely accelerated growth of the company. † Moreover, Schultz said the issue was that Starbucks â€Å"needed competency well beyond the size of the company and needed the kind of capability they didn’t have. † Since their infrastructure’s efficiency in the short run was hindered by technological limitations coupled with access to capital, the entire store chains needed to be shut down. Schultz defined the event as a need to redesign their image and retrain their employees.Starbucks was losing grip on the customers and their loyalty because the experience of Starbucks was losing its unique features. All of these internal and external issues that Starbucks was facing were all connected with values and company image according to Schultz. Schultz wa s so specific with the Starbucks experience that when he smelt burning cheese in a store he decided to ask the workers and they told him â€Å"So what, profits are up! † Soon after this, Schultz decided to close down and retrain all stores and employees. He sent out a press release admitting that Starbucks was misrepresenting itself.Although no one had accused or criticized Starbuck’s prior to his declaration, it was a bold move which negatively impacted the financial strength of the Company. However, the action proved loyal to the consumer and enhanced brand loyalty for Starbuck-addicts. This root issue of misrepresentation in the Starbuck’s experience and the company vision was so significant to Schultz that he needed rework his company from the ground up. This road block of ‘conserving the core businesses’ and ‘pushing for relevant innovation’ made Schultz tweak and adjust the Starbucks experience constantly but effectively.While Sch ultz attributes the root issue for Starbucks to be company image and adapting core values, could it be possible that the vision and image were not correctly portrayed because of unwise funding? Schultz does admit the funding issues contributed to the core issue of misrepresentation of company image and values, but he does not see the two issues in separate environments. Schultz assigns the core issue to misrepresentation and the surface symptoms to be funding. However, more funding or a different funding plan with more focus in infrastructure would have changed the outcome.The core issue was funding and the symptoms of the core issues were misrepresentation because of resource allocation. While their short term fixed costs of infrastructure and labor were solved, their reserved and recurring allocation towards the upgrades of their infrastructure lacked significantly. If properly funded before and seen ahead of the curve, their growth could have been anticipated. This is evident thr ough the need to shut down and retrain employees. It’s clear that the total fixed and variable costs exceeded their revenue initially.Like all companies, there was a start-up curve but when the curve was dealt with, resource allocation was not the focus. The best plan of action ideally would start with addressing resource allocation. Starbucks was able to stay in business and have great growth so it’s clear the management was able to properly allocate their average variable costs and fixed costs for the most part. Nevertheless, it would have been best if the costs were optimized and revenue was set aside for changes in infrastructure. Funding should have been directed at things which would have produced stability in the long run.This would have lowered their total costs and properly funded their infrastructures for the long run and short run. Schultz should have looked at the management immediately after buying out the company and properly hired people with skills that would be able to guide Starbucks through significant growth. Investment in infrastructure to avoid long-term costs would have saved Starbucks from funding issues at later times. In addition to optimizing their infrastructure for the long run, Starbucks needed to invest more in manufacturing and supply chain for the success in the long run.For example, Starbucks should have initially allocated more funding towards small upgrades in their infrastructure such as ovens versus microwaves to avoid unpleasant scents in the customer’s experience. This also connects to Schultz’s emphasis on hiring employees and affiliates based on similar values. If the decision to hire those employees would have initially been more focused on similar values in addition to management skills, the variable costs to upgrade the infrastructure in the long run would have been lower because the management would have been more motivated to deal with the issue before the CEO had to see the symptoms.Fi nally, the management of Starbucks needed to choose their employee’s more wisely from the start. If Schultz would have chosen his employee’s based on the similarity of their values and the company vision, little issues such as smell in the customer’s experience would have been dealt with more efficiently. This connects to optimizing their infrastructure but focuses on the employees instead of the technology. It’s important to treat both with separate solutions because Schultz reminded us that the employees can only work with the assets they are provided with.This small change in the focus of the start-up of the company could benefit the image of Starbucks very efficiently and in a cost-productive way. Schultz jokes about not getting rent from Starbucks admirers yet he also notes that the potential to plug into the social media of the internet and create the environment was more beneficial than the issue of customers hanging out inside the store. The evolv ing Starbucks experience caused consumers to have incredible brand loyalty over alternatives such as Pete’s Coffee and Tea and Tullies.Yet the quick and agile response of technology was exactly what Starbucks needed to put it ahead of the ‘growth curve’ in social media while its competitors struggled behind. Schultz’s solutions were effective in the short run but he still realized his long run potential was limited by resource allocation. The problem with Starbucks and consumers was not the shift in demand for coffee consumers but it was resource allocation and initial planning. Howard Schultz’s plan of action was headed in the right direction apart from the minor mix-up between the surface symptoms and the core issue.In addition to new work practices, Schultz integrated new management and had to let go many of the people he knew were limited to the knowledge of the short-term. This new resource allocation towards what Schultz called ‘the back side’ of the company, allowed the company to finally resolve its funding and allocation issues. The new plan of action consisted of hiring new employees and investing in infrastructure to anticipate growth and new forms of technology; the poor management habits of the past from would not hinder Starbucks in the future.Similar to my suggested plan of action, Schultz’s initiative consisted of new employee’s, new technology and investing in the short term. If Schultz’s would have put more funding towards infrastructure to bring stability in the long run, he would have been able to manage the shift in consumer behavior and maintain profit without the need to close down the stores for retraining. The issue for Starbucks is not losing customers but how to accurately represent the company’s values. Moreover, if the employees were chosen correctly and the infrastructure was properly optimized, Schultz plan would have worked perfectly.All in all, every comp any in any industry is going to face challenges and have limited resources to meet them in an efficient manner. Howard Schultz used the resources he had to best manage Starbucks and handled the big issues he had efficiently and creatively. The future of Starbucks all depends on its management and commitment to adhering to the company vision and values. After experiencing the 2000-2008 period, one can see that the values will inevitably shift with changes in management. 4] The future of Starbucks is highly dependent on how long Howard Schultz continues to be an active part of the company and in shaping its vision. If affiliates and employees are chosen intelligently and have values matched properly with the company’s mission, Starbucks’s vision should be passed down effectively through each generation of new management. Nevertheless, the rise and fall of competitors in a market is inevitable and time will tell if Starbucks will eventually be surpassed by a competitor. S tarbucks will be a primary educational focus for many business programs.It is one of the best managed franchises in history and will remain one of the most successful for a long period of time. Like any business, Schultz received criticism for extreme responses yet these responses excelled the growth of the company. Much like my suggestions, Schultz acted quickly and made extreme changes which were crucial to repairing the infrastructure. Unlike most companies, Starbucks’s major focus is promoting the company image and values instead of putting profits first. Works Cited I. Schiff, Lewis. â€Å"Starbucks CEO Howard Schultz Coming to NYC. Inc. com. INC, 18 Mar. 2011. Web. 25 Mar. 2013. II. â€Å"Starbucks Corporation History. † History of Starbucks Corporation – FundingUniverse. Funding Universe, n. d. Web. 25 Mar. 2013. III. McGraw Hill. â€Å"Starbucks Corporation. † Starbucks Case Study. MHHE. com, n. d. Web. 25 Mar. 2013. ———†”———– [1] Funding Universe, Starbucks Corporate History [2] McGraw Hill, Starbucks Case Study, Starbucks Corporate History [3] McGraw Hill, Starbucks Case Study, Starbucks Corporate History [4] Funding Universe, Starbucks Corporation History Starbucks Case Study Starbucks in 2004: Driving for Global Dominance Strategic Management STRA 703 Assignment Prepared by: Sherif Hendi (M1100758) Presented to: Dr. Gamal Shehata Questions Q. NO. 1 What are the key elements of Starbucks strategy as of 2004? (What is the store concept, the customer offerings and differentiators? The expansion strategy? The financial strategy? The personnel management and social responsibilities? Conduct a five forces analysis? ) Q. No. 02 What was the original strategic vision and objectives and how did they evolve? What is your opinion of Starbucks’ mission statement? What grade would you give Howard Schultz for his job as the CEO Starbucks and why? Q. No. 3 What is your assessment of Starbucks financial performance during years 1998-2003? (Growth rates, profitability, control of major cost categories, financing, ROE, and P/E ratio? ) Q. No. 04 What were the key issues faced by Starbucks in 2004? Q. No. 05 What recommendations would you make to Howard Schultz to sustain the company growth and support strong financial performance in the years ahead? Q. NO. 1 What are the key elements of Starbucks strategy as of 2004? ANS: Key Elements of Starbucks’ Strategy Starbucks adopted a lot of innovative strategies throughout its journey from 1971 to 2004. These strategies in brief are as follows:- * The restaurant/store concept * The offering of Innovative product line * Differentiation from competition * National and international expansion * Distribution channels (Pepsi partnership/online store/Dreyer partnership) * Efficient Financial management (Centralized Information Systems) * Capitalizing on enhancing the people element * Engaging in social responsibility programs (CARE). Competitive Advantages or Differentiators Their differentiating elements are as follows:- They were the pioneers to introduce espresso bar idea in USA * Mail order sales * Word of mouth marketing * Employee motivation strategies to attain improved employee commitment * Convenient distribution channels * Introducing chemical free cultivation process. Q. No. 02 What grade would you give Howard Schultz for the job he has done as CEO of Starbucks? Be prepared to support you r answer based on how well (or not so well) he has performed the five tasks of strategic management discussed in Chapter 2. ANS: Howard Shultz gets a grade of 95% in his Strategic Management approach. In my opinion Howard Shultz just didn’t do perfect in the area of marketing as he did not spend adequate budgets on advertising and product innovation. Last but not the least is that he did not attempt to study the environment properly while entering into new geographical areas e. g. he opened a store down street in Chicago which was not a good idea due to cold weather conditions. Other than that, he made a great task of performing all the five tasks of Strategic Management Q. No. 3 What was Howard Schultz’s original strategic vision for Starbucks? Is his present strategic vision for Starbucks different from the one he had in the 1980s? How many times has his strategic vision changed? Is his present strategic vision likely to undergo further evolution? ANS: Howard Shultz original Strategic Vision â€Å"To establish Starbucks as the most recognized and respected brand in the world. † Strategic Objectives * They wanted to have 15,000 stores by the year-end 2005. * They aimed to provide a great work environment and treat each other with respect and dignity. * They believed in taking on diversity as an essential component in the way they do business. * To apply the highest standards of excellence to the purchasing, roasting and fresh delivery of coffee. To develop loyal and satisfied customers all of the time. * To contribute positively to their communities and environment, and recognize that profitability is essential to future success of business. How did they evolve? At the earlier stages they promised themselves that they will not leave even a single stone unturned to make Starbucks the most recognized and re spected brand in the world. Therefore, they thought that this could only be possible if they will develop these strategic objectives because these are basis to earn the respect and fame for any business. Q. No. 3 What is your assessment of Starbucks financial performance during years 1998-2003? (Growth rates, profitability, control of major cost categories, financing, ROE, and P/E ratio? ) Growth Rate| Years| 1998| 1999| 2000| 2001| 2002| 2003| Growth rate| 0| 0. 2889| 0. 29095| 0. 2164| 0. 2415| 0. 2391| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Profitability| Years| 1998| 1999| 2000| 2001| 2002| 2003| Operating profit margin | 8. 34| 9. 29| 9. 4| 10. 57| 9. 6183| 10. 42| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ROE| Years| 1998| 1999| 2000| 2001| 2002| 2003| Return on equity| 8. 6| 1. 58| 8. 23| 13. 1| 18. 35| 12| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Price Per Earning Share| Years| 1998| 1999| 2000| 2001| 2002| 2003| Price Per Earning Share| 0. 19| 0. 27| 0. 24| 0. 46| 0. 54| 0. 67| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Control of Major Cost Categories In this portion we have analyzed that how Starbucks controlled its fixed cost. If we talk about the locations, it was very expensive to purchase land and then develop it as a store, so to overcome this problem Starbucks started leasing the land for long term periods. In our opinion, it was a quit impressive move to cut down its fixed cost. Secondly they observed that to get the license was too costly for them, so they made contracts with the partners who had license with them. Financing For the financing, Starbucks instead of taking loans preferred raising the equity. It was a better idea to generate capital because they did not have to pay any short term and long term interests against the borrowings. Q. No. 04 What were the key issues faced by Starbucks in 2004? Every company faces major challenges, even companies that are as successful as Starbucks. Although they have an outstanding reputation, have won many awards like top sustainable retail store award and most ethical company award etc, and even give back to their community, they are still facing challenges like any other company. Following are the most obvious challenges that Starbucks is dealing with:- * Schultz was overflowing with the 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 or superior to coffee beginner. Howard Schultz when came back from Italy shared his ideas for modifying the format of Starbucks’ store with Baldwin and Gordon Bowker. But instead of winning approval for trying out some of his ideas, Schultz encountered strong resistance but after a year Schultz succeeded in winning the approval from Baldwin and Bowker. * After sometime Baldwin and Bowker again went against th e ideas of Schultz so he became so frustrated and left Starbucks in late 1985 to open his own separate Espresso Bars in high-traffic down town locations. Schultz acquired Starbucks in 1987 and after the 20 months of acquiring, some employees felt unappreciated that there was a feeling of prior management had abandoned them. So, Schultz decided to make building a new relationship of mutual respect between employees and management. * Starbucks lost its money when it expanded market to Chicago because in Chicago that was the first downtown store opened on to the street rather than into the lobby of the building where it was located; in the winter months, customers were hesitant to go out in the wind and cold to acquire a cup of coffee. It was expensive to supply fresh coffee to the Chicago stores from Seattle warehouse. * The challenge to Starbucks, in Schultz view, was how to attract, motivate, and reward store employees in a manner that would make Starbucks a company that people would want to work for and that would generate enthusiastic commitment and higher level of customer service. * A values and principles â€Å"crisis† arose at Starbucks in 1989 when customers starting requesting nonfat milk in making Cappuccinos and lattes (an espresso coffee with frothy steamed milk) So, Starbucks started selling both fat milk and nonfat milk Cappuccinos and lattes. They were facing the issue of Wi-Fi (wireless internet service) in 2002, the number of accesses was in the millions by T-Mobile; internal research showed that the average connection last approximately 45 minutes So, in October 2003, Starbucks announced that they will expand Wi-Fi capability to additional locations and would have 2700 stores equipped wit h wireless Internet access by year end. * They were also facing challenges from their competitors. In 2003 there were an estimated 14000 specialty coffee outlets in the United States but they were not competent enough to exert pressure at Starbucks. Q. No. 05 What recommendations would you make to Howard Schultz to sustain the company growth and support strong financial performance in the years ahead? Recommendations After analyzing the whole case study, we became able to give few suggestions to Howard Schultz which can be handy to sustain the growth and support strong financial performance in the forthcoming years:- * He should spend more budgets on advertisement of products. He should bring innovations in his products because we saw in this case study that he was inspired by espresso bars so he imitated the whole theme of Italian espresso bars and the idea of dark roasted bean was an older one as well. * Before entering to any new geographical region he should study the market environment of that particular region as we saw that at Chicago there was an issue of cold weather and his store was at down-town-street. Furthermore, the labor rates and rents of building were higher as well. * At the stores Starbucks’ technique to teach customers about how to make coffee was not a good idea ecause it does not support their business model. Therefore, it should be avoided in future. Above elaborated things were having details about the strategies of Starbucks which drove it for the Global dominance till 2004. Starbucks is in fact the recognized and respected brand in the world and if it can overcome the shortcomings which we identified then nobody can create bother for it to be successful and there will be no point left as a mistake on its part. Reference www. starbucks. com Case Study â€Å"Starbucks in 2004: Driving for Global Dominance† written by Arthur A. Thompson, Amit J. Shah and Thomas F. Hawk. Starbucks Case Study Conner A Intro to Business 3/26/2013 Case Study Consumer Behavior in the Coffee Industry Did you know one franchise alone dominated an entire payment-processing market in just one year? You might have heard of this giant company by the name Starbucks. Howard Schultz, CEO of Starbucks, had a significant role in the company’s growth. Starbucks has steadily dominated the coffee market and has even extended to being a 3rd home for many of its consumers. Based in Seattle, Starbucks had significant competition when it opened its first store in the Pike Place market in Seattle, yet still managed to become superior.Starbucks used new advertising tactics and presented a unique experience for its customers, all of which was a game changer in the business world. Starbucks was created when three friends opened a small store to sell coffee beans and roast in 1971[1]. Jerry Baldwin, Gordon Bowler and Zev Siegl opened their store in the heart of the unique open air market in downtown Seattle . Located just off the harbor, Pike place market was the optimal location and attracted many residents and tourists.After ten years of incredible growth, Jerry Baldwin hired Howard Schultz as head of management. When Schultz first started, he slowly learned the coffee industry and helped made subtle but significant changes. For example, Schultz noticed that â€Å"first-time customers sometimes felt uneasy in the stores†[2] so he developed â€Å"customer-friendly sales skills and produced brochures that made it easy for customers to learn about fine coffees†2 Schultz had the vision of making Starbucks a coffee lounge versus a bar after being inspired by eastern traditions.Even though he did not agree with the new direction, Baldwin allowed Schultz to open one espresso bar and in 2 years, Schultz was able to buy out Baldwin and equity owners with the help of investors in 19921. Howard Schultz initially saw the power of consumer behavior early on when he realized Starbuck s began to be a social gathering mecca for people instead of just an espresso stand. When Schultz first noticed the ‘seismic change in consumer behavior,’ he adopted a free-Wi-Fi service and mobile payment service and noticed that Starbucks began to attract people as if it was a third home for coffee enthusiasts.Although he jokes about not getting rent from consumers, it allowed Starbucks to create an online-experience in their ‘3rd home’ which was unique to the coffee scene in the United States. With scheduled deliveries and privatized ad networking, Starbucks was maximizing its profits and allowing an experience for coffee enthusiasts that did not make them feel locked-into paying. This shift in consumer behavior was in response to the cultural need for a place between home and work. As social beings, humans thrive for an excuse to hang out and socialize or participate in a community environment.This amazing experience that Starbucks supplied needed to be fine-tuned like any business plan. Like any business, Starbucks had challenges, such as their management of spending. In an interview entitled Business Brilliant, Schultz said that too much was focused on the customer instead of the infrastructure. To improve this, Schultz developed a unique experience in the store with the paired pastry-drinks and released free Wi-Fi for customers. In addition to free-Wi-Fi, mobile payments allowed consumers to avoid lines and continue their private work in the confines of the lounge.Soon Starbucks was thriving and announced that â€Å"the opening of 150 new stores in five years significantly exceeded the 1987 business plan’s objective of 125†[3]. Like every company, Starbucks faced unique issues in their business which slowed down growth initially which in effect slowed down growth in the long run. Schultz attributed the biggest hold-back in the long run to not investing in the supply chain, technology or manufacturing. Although Sta rbucks was marketing their franchise extremely well, they did not invest ahead of the growth curve and the infrastructures became under-par.In the Business Brilliant, Schultz candidly admitted that Starbucks â€Å"solely accelerated growth of the company. † Moreover, Schultz said the issue was that Starbucks â€Å"needed competency well beyond the size of the company and needed the kind of capability they didn’t have. † Since their infrastructure’s efficiency in the short run was hindered by technological limitations coupled with access to capital, the entire store chains needed to be shut down. Schultz defined the event as a need to redesign their image and retrain their employees.Starbucks was losing grip on the customers and their loyalty because the experience of Starbucks was losing its unique features. All of these internal and external issues that Starbucks was facing were all connected with values and company image according to Schultz. Schultz wa s so specific with the Starbucks experience that when he smelt burning cheese in a store he decided to ask the workers and they told him â€Å"So what, profits are up! † Soon after this, Schultz decided to close down and retrain all stores and employees. He sent out a press release admitting that Starbucks was misrepresenting itself.Although no one had accused or criticized Starbuck’s prior to his declaration, it was a bold move which negatively impacted the financial strength of the Company. However, the action proved loyal to the consumer and enhanced brand loyalty for Starbuck-addicts. This root issue of misrepresentation in the Starbuck’s experience and the company vision was so significant to Schultz that he needed rework his company from the ground up. This road block of ‘conserving the core businesses’ and ‘pushing for relevant innovation’ made Schultz tweak and adjust the Starbucks experience constantly but effectively.While Sch ultz attributes the root issue for Starbucks to be company image and adapting core values, could it be possible that the vision and image were not correctly portrayed because of unwise funding? Schultz does admit the funding issues contributed to the core issue of misrepresentation of company image and values, but he does not see the two issues in separate environments. Schultz assigns the core issue to misrepresentation and the surface symptoms to be funding. However, more funding or a different funding plan with more focus in infrastructure would have changed the outcome.The core issue was funding and the symptoms of the core issues were misrepresentation because of resource allocation. While their short term fixed costs of infrastructure and labor were solved, their reserved and recurring allocation towards the upgrades of their infrastructure lacked significantly. If properly funded before and seen ahead of the curve, their growth could have been anticipated. This is evident thr ough the need to shut down and retrain employees. It’s clear that the total fixed and variable costs exceeded their revenue initially.Like all companies, there was a start-up curve but when the curve was dealt with, resource allocation was not the focus. The best plan of action ideally would start with addressing resource allocation. Starbucks was able to stay in business and have great growth so it’s clear the management was able to properly allocate their average variable costs and fixed costs for the most part. Nevertheless, it would have been best if the costs were optimized and revenue was set aside for changes in infrastructure. Funding should have been directed at things which would have produced stability in the long run.This would have lowered their total costs and properly funded their infrastructures for the long run and short run. Schultz should have looked at the management immediately after buying out the company and properly hired people with skills that would be able to guide Starbucks through significant growth. Investment in infrastructure to avoid long-term costs would have saved Starbucks from funding issues at later times. In addition to optimizing their infrastructure for the long run, Starbucks needed to invest more in manufacturing and supply chain for the success in the long run.For example, Starbucks should have initially allocated more funding towards small upgrades in their infrastructure such as ovens versus microwaves to avoid unpleasant scents in the customer’s experience. This also connects to Schultz’s emphasis on hiring employees and affiliates based on similar values. If the decision to hire those employees would have initially been more focused on similar values in addition to management skills, the variable costs to upgrade the infrastructure in the long run would have been lower because the management would have been more motivated to deal with the issue before the CEO had to see the symptoms.Fi nally, the management of Starbucks needed to choose their employee’s more wisely from the start. If Schultz would have chosen his employee’s based on the similarity of their values and the company vision, little issues such as smell in the customer’s experience would have been dealt with more efficiently. This connects to optimizing their infrastructure but focuses on the employees instead of the technology. It’s important to treat both with separate solutions because Schultz reminded us that the employees can only work with the assets they are provided with.This small change in the focus of the start-up of the company could benefit the image of Starbucks very efficiently and in a cost-productive way. Schultz jokes about not getting rent from Starbucks admirers yet he also notes that the potential to plug into the social media of the internet and create the environment was more beneficial than the issue of customers hanging out inside the store. The evolv ing Starbucks experience caused consumers to have incredible brand loyalty over alternatives such as Pete’s Coffee and Tea and Tullies.Yet the quick and agile response of technology was exactly what Starbucks needed to put it ahead of the ‘growth curve’ in social media while its competitors struggled behind. Schultz’s solutions were effective in the short run but he still realized his long run potential was limited by resource allocation. The problem with Starbucks and consumers was not the shift in demand for coffee consumers but it was resource allocation and initial planning. Howard Schultz’s plan of action was headed in the right direction apart from the minor mix-up between the surface symptoms and the core issue.In addition to new work practices, Schultz integrated new management and had to let go many of the people he knew were limited to the knowledge of the short-term. This new resource allocation towards what Schultz called ‘the back side’ of the company, allowed the company to finally resolve its funding and allocation issues. The new plan of action consisted of hiring new employees and investing in infrastructure to anticipate growth and new forms of technology; the poor management habits of the past from would not hinder Starbucks in the future.Similar to my suggested plan of action, Schultz’s initiative consisted of new employee’s, new technology and investing in the short term. If Schultz’s would have put more funding towards infrastructure to bring stability in the long run, he would have been able to manage the shift in consumer behavior and maintain profit without the need to close down the stores for retraining. The issue for Starbucks is not losing customers but how to accurately represent the company’s values. Moreover, if the employees were chosen correctly and the infrastructure was properly optimized, Schultz plan would have worked perfectly.All in all, every comp any in any industry is going to face challenges and have limited resources to meet them in an efficient manner. Howard Schultz used the resources he had to best manage Starbucks and handled the big issues he had efficiently and creatively. The future of Starbucks all depends on its management and commitment to adhering to the company vision and values. After experiencing the 2000-2008 period, one can see that the values will inevitably shift with changes in management. 4] The future of Starbucks is highly dependent on how long Howard Schultz continues to be an active part of the company and in shaping its vision. If affiliates and employees are chosen intelligently and have values matched properly with the company’s mission, Starbucks’s vision should be passed down effectively through each generation of new management. Nevertheless, the rise and fall of competitors in a market is inevitable and time will tell if Starbucks will eventually be surpassed by a competitor. S tarbucks will be a primary educational focus for many business programs.It is one of the best managed franchises in history and will remain one of the most successful for a long period of time. Like any business, Schultz received criticism for extreme responses yet these responses excelled the growth of the company. Much like my suggestions, Schultz acted quickly and made extreme changes which were crucial to repairing the infrastructure. Unlike most companies, Starbucks’s major focus is promoting the company image and values instead of putting profits first. Works Cited I. Schiff, Lewis. â€Å"Starbucks CEO Howard Schultz Coming to NYC. Inc. com. INC, 18 Mar. 2011. Web. 25 Mar. 2013. II. â€Å"Starbucks Corporation History. † History of Starbucks Corporation – FundingUniverse. Funding Universe, n. d. Web. 25 Mar. 2013. III. McGraw Hill. â€Å"Starbucks Corporation. † Starbucks Case Study. MHHE. com, n. d. Web. 25 Mar. 2013. ———†”———– [1] Funding Universe, Starbucks Corporate History [2] McGraw Hill, Starbucks Case Study, Starbucks Corporate History [3] McGraw Hill, Starbucks Case Study, Starbucks Corporate History [4] Funding Universe, Starbucks Corporation History

Collective Security Systems during and after the Cold War Essay

Collective Security Systems during and after the Cold War - Essay Example The theory of collective security intended to keep security and maintain peace through a sovereign international organization. In this assignment, I will discuss collective security during and after the old War. Since United Nations was a key organization in dealing with collective security, the organization will be emphasized in an attempt to discuss collective security. Discussion After the League of Nations became incapable of providing collective security to the states, it disintegrated; this led to the development of United Nations. According to the United Nations Charter, the United Nations was to provide peace and deal with security matters, but had to rely on the leadership of Russia and the United States since they were the two super powers. However, although the leadership of security and peace matters rested on the superpowers, the emergence of Cold War and its consequences, in terms of bloc politics, blocked the United Nations from performing its principal goal of providi ng collective security (Kupchan 1991, p. 123). In the hostile condition of the Cold War, the United Nations could not perform its role to implement the provisions of the Charter in most cases related to international peace and security. Although the Cold War barred the United Nations from performing its function satisfactorily, especially in security and peace matters, it successfully pursued its Charter goals in other areas like decolonization, which aided in achieving collective security. After the end of the Second World War, winners of the war saw the need of finding a World organization, which could deal with issues relating to maintenance of peace and security. On this bid, the United Nations became established with an aim of correcting the deficiencies of League of Nations. The principal intention of the superpowers while establishing the United Nations Charter entailed finding a remedy to chief weaknesses of the League of Nations; these included the absence of collective sec urity system for the upholding of international peace. During the Cold War period, the United Nations played a significant role in fighting for collective security among states. After the start of the Cold War in 1947 up to 1960, formation of a collective security was a massive failure. The chief reason for failure of having a collective security system during this period arose from tensions of the Cold War. The idea, which was put during the formation of the United Nations, provided that the two principal powers had to direct the Security Council in formulating the collective security system. However, there emerged mistrust between the two principal powers, which led to divided ideologies of providing a collective security. This division between the two superpowers became vast since the United States used the United Nations to contain Russia (Thakur 2006, p. 109). Under these circumstances, it was remarkably difficult for the United Nations to establish the proposed machinery for m aintaining international peace and security. Since West and East did not trust each other in undertaking military operations on behalf of the United Nations, the activities of the Security Council became limited to a capacity that it could not establish the collective security system. This became evident during the Korean War and the Suez Canal Crisis. During these two conflicts, the Superpowers were still divided and the UN was not capable of providing collective sec

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Using the I Can Problem Solve Program in W.G. Rhea Elementary School Research Paper

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American history Essay Example for Free

American history Essay In the course of American history, the American people have been confronted with different threats to its politics, economy and way of life. At present, the continuing threat of international terrorism and the unceasing wave of Anti-Americanism are constantly putting the lives of simple Americans towards fear and uncertainty, notwithstanding all the different social issues they face each passing day, such as gay marriage, abortion, and stem-cell research, among many others. These threats had their own counterparts in previous years, and it is worthy to note that different side of the American political fence all had their own positions on various matters of serious concern then, and seemingly, those old issues remain as hotly debated up until this moment. The paper will examine the actual threats and pre-conceived threats by Americans through the different decades such as racism, immigration, government regulation, evolutionism, and many other issues and social questions that have made the United States the brimming democracy of ideas it continues to be until today. Evolution and the Origin of Man and the Earth In the twenties, a most important concern has been the continuing discourse on evolution vis-a-vis fundamental Christian preaching on the ancestry of human beings. In Reverend Dixon’s Sermon on the Evils of Darwinism and Evolution, he is clearly mistaken for lumping the theory of evolution per se, with the racist theory of social Darwinism of Herbert Spencer. He is clearly mistaken in doing so, because never had the theory of evolution posited that evolution is merely a matter of survival of the fittest, thus, the weak may necessarily be oppressed, thus, may be destroyed in the conduct of human evolution. (165) Such a position is clearly misinformed, because what the theory of evolution merely suggests is that humans, as per the evidence culled in the development and evolution of other species, may have descended, not from the biblical Adam, as many fundamental Christians believe, but from apes and monkeys. The trouble with Reverend Dixon, and all other purveyors of the biblical interpretation on the origin of man is that their answers to the scientific question on evolution was never based on a scientific reply itself, but merely on a reassertion of Bible verses that never could man have descended from apes, precisely because he descended from God himself. Then and now, the reason why creationism remains absolutely discredited among scientific circles is the basic fact that no scientific reply has ever been posited to the Darwinian challenge on the origin of man. The evolutionary scientists are no less Christian by continuously asserting their Darwinian position. Defense Attorney Darrow’s interrogation of Prosecutor Bryan during the Monkey Trial is helpful in better understanding the fundamentalist Christian views of the day, which permeates much in the evolution debate of today. Darrow’s line of questioning clearly seeks to debunk the literal biblical interpretation of fundamentalist Christians, which in this case might be Prosecutor Bryan. While Bryan asserts that the creation of the world occurred six-thousand years ago, Darrow insists that the Chinese civilization had been in existence thousands of years more than that, and rightly so, but Bryan remains unfazed with such statements, firmly believing, in mocking fashion, that the truth is on his side. (167) In the discourse of the origin of man, and the creation of the world, fundamental Christians have remained unfazed, in the face of overwhelming scientific evidence, especially on the age of the earth, that the truth as stated in the Bible is the only truth that needs to be believed by any God-fearing person. Such a position is dangerous, because it creates a faith that is blind and dogmatic, and obscures believers from the well-intentioned truth provided by science in determining previously unknown facts about humans and the natural world in which they exist. Unfortunately, this position remains the subject of intense debate until today, with creationism advocates appealing School Boards and lobbying Capitol Hill to cut funding for the instruction of evolution, and/or to provide equal educational exposure to creationism and its corollary theory, Intelligent Design. White Supremacy and Racism Another threat during the twenties was the rise of white supremacy in the face of a nascent anti-racism and black civil rights movement as represented in the literary works of Langston Hughes and F. Scott Fitzgerald. The Klan treatise on Americanism is nothing but empty rhetoric on the need to assert white supremacy in all corners of America, through patriotism, Protestantism and the glorification of the white race. (171) The trouble with their position on Americanism is that much of their assertions are based on their normative conception of the world and its history, without due regard to other history narratives on the founding of America, the role of Protestantism in exposing the excesses of Roman Catholicism, and the absolute poverty of a discourse based on the mere historic successes and failures of races. It is clear, however, the Klan remains stuck on their unrepentant Southern position on the continuing subjugation and slavery of African-Americans to be treated like chattel, and the relegation of other colored races as mere secondary citizens to American whites, precisely because the conflicts and contradictions that occur in this world is race-based, instead of class-based. It is a successful racist position though, because rich whites American obfuscate the apparent class contradictions between peasants and landowners, regardless of race, in order to completely gain the trust of poor white Americans against the hapless African-American who remains to exist as chattel in the racist eyes of the white supremacist. On the other hand, the Klan’s position on Protestantism is without any causal connection to their white supremacist cause, except for the assertion that without Protestantism, there would have been no America. (171) Sadly, it is based on this simplistic formulation on Protestantism vis-a-vis Americanism that the Klan discriminates against whites who do not share their same belief system, in much the same manner that, precisely because other races are non-white, they deserve to be discriminated, ipso facto. Nonetheless, such simplistic and flawed logic is also the reason by which the Klan has only remained and self-degenerated in the poorer, uneducated sections of the American South, and never really expanded into the large coastal cities where racial prejudice is much less because of continuous racial intermingling and higher levels of educational attainment. It must be stated, however, that despite the apparent rise of white supremacy in the American South, the seeds of the black civil rights movement of the fifties and the sixties had been planted as early as the twenties, through the prose and poetry of Langston Hughes. In his poetry, One-Way Ticket, it laments about the situation in the American South, and the persona would rather be in the cosmopolitan cities where African-American are better respected and given their fair share of human dignity, in comparison to the lynching and ridicule of the South. (173) It is a good thing, nonetheless, that the struggle between white supremacy and black civil rights had been quite successful for the latter, not only from Brown v. Board of Education and desegregation, but until today, with the election of Barack Obama, African-American, and 44th President of the United States of America.

Issues Of Construction And Demolition Waste Environmental Sciences Essay

Issues Of Construction And Demolition Waste Environmental Sciences Essay Construction waste is becoming a serious environmental problem in many countries in the world. Construction and demolition (C and D) debris frequently makes up 10-30% of the waste receive at many landfill sites around the world (Fishbein, 1998). The construction industry has long been regarded as one of the major contributors of negative impact to the environment, due to the high amount of waste generated from construction, demolition, renovation and activities associated with construction. The construction industry plays a significant role in Malaysias development both in terms of infrastructure and economic development. Waste minimization and effective waste management is a most pressing issue nowadays. Construction is a unique industry. The success or failure of a project is relying on the accuracy estimation done throughout the course of the project. In this chapter, the timber or wood and asphalt are usually used in the construction industry will be reviewed follow by the discus sion to carry out by researcher in recycling technical for construction and demolish waste. Besides that, this chapter also carries out and identifies products produce from construction and demolishes waste in construction site. 2.2 Definition of Construction and Demolition Waste Waste is defined as the-by product generated and removed from construction, renovation and demolition workplaces or sites of building (Cheung, 1993). Solid is defined as all wastes in solid form which are useless or unwanted and in general arise from human activities. Construction wastes are wastes generated from building, demolition and renovation works for individual housing, commercial buildings and others. Solid wastes also can be defined as those wastes from human activities. Solid wastes can be classified as municipal waste such as, paper, plastic, food waste and so on. Industries wastes include construction and demolition waste, hazardous waste and others (Kiely, 1997). Construction waste are in the forms of building debris, rubble, earth, concrete, steel, timber, and mixed site clearance materials, arising from various construction activities including land excavation or formation, civil and building construction, demolition activities, roadwork and building renovation (Shen et al. 2004). Normally construction wastes are the wastage such timber from fabricated formwork, steel when steel bar cutting and so on. Even though prefabricated assemblies such as windows and doors, which are packaged in large quantities of cardboard, metal or plastic strapping and wood tend to produce a significant amount of waste (Dolan, 1999). Construction waste could be classified in the form of solid, liquid, gas or combination of all these. Due to the huge use of construction raw materials in the industry, there is certainly a need to evaluate the environmental impact of waste generated from the construction site activities. Construction and demolition (CD) waste is produced during new construction, renovation and demolition of structures such as residential and non- residential buildings, and public work projects such as highways, bridges and so on (United States Environmental Protection Agency, 2000). Construction and demolition waste includes bricks, concrete, soil, rock, masonry, paving materials, lumber, shingles, glass, plastic, aluminum, steel, drywall, asphalt, plumbing fixtures, wood or timber, cardboard and so on. The construction and demolition (CD) industry generates a significant quantity of waste (Table 1), although estimates of total amounts vary in England. Table 1. Quantities of waste from various sources in England (Lawson et al. 2001) 2.3 Construction Demolition Wastes in Malaysia Our country, Malaysia is same as other country, because Malaysia also have been created construction wastes substantially during the process of renovation, new construction, demolition and refurbishment such as bricks, concretes, steels, timbers and etcetera. At each stage of new construction, renovation, demolition and refurbishment have created different type of wastes. 2.4 Relationships between Construction and Demolition (CD) Waste Although construction wastes are similar to demolition wastes, they are often cleaner, because the waste materials usually have not been painted or mixed with other materials. Construction wastes are also generated in distinct stages as construction progresses. For example, framing and sheathing produces large quantities of wood waste; drywalling produces waste sheet rock; pallets, metal, plastics and cardboard during plumbing and mechanical installations. The sequential nature of construction allows targeted recovery of specific recyclable materials as a construction project proceeds. In remodeling projects, manual demolition provides the potential for a high degree of source separation. Demolition waste is more difficult to source-separate than construction waste. Reusable items and certain recyclables are sometimes recovered before mechanical demolition begins. There are two type of demolition which is manual and mechanical. Manual demolition, also known as deconstruction, can maximize the separation and recovery of recyclable materials, but is not always feasible. Mechanical demolition is done by bulldozer or excavator, tends to crush and combine materials, limiting source-separation, unless recovery facilities that sort mixed materials are available. Mechanically crushed materials are commonly land filled, with limited attempts at recovery (Clark Country Washington, 2008) 2.5 Contamination of Construction and Demolition (CD) Waste Waste from new construction is composed primarily of a mixture of unused or damaged raw materials, as well as off-cuts (discarded cut material) and packaging. Demolition waste includes actual building components, such as full length studs and concrete slabs. The largest component of demolition waste is concrete followed by brick, wood and metals. Waste materials from new construction are usually clean and relatively uncontaminated, whereas demolition waste materials are often dirty or contaminated and are mixed with other materials. These differences between construction and demolition (CD) wastes create specific opportunities and challenges for waste reduction. The contamination of construction and demolition (CD) wastes can take various forms: Mixed contamination Mixed contamination is resulting from mixing of materials during excavation from site. Waste concrete removed, for example, from a floor may be mixed with contaminated soil, other materials or other wastes. It will cause the negative impact on the potential for recycling concrete. Surface contamination Surface contamination is materials that have been used in foundations, road construction or in ground works are likely to have been in intimate contact with soil. Surface contamination could also include coatings and sheeting that have been used to protect the materials during their service life but a barrier to reuse. Absorbed contamination Absorbed contamination is contaminants that are soluble and mobile can potentially be absorbed into porous building materials. These contaminants are likely to be preset in groundwater or contaminated surface water. (Lawson et al. 2001) 2.6 Sources of Construction Wastes The construction wastes are usually generated by the construction activities take place. It consist all building materials that being used for construction purposes. Material wastes are unavoidable. One of the reasons to identify the source of construction wastes is to understand the recycling potential of construction wastes. The major construction wastes are bricks, concretes, timbers, glasses, metals, asphalt, plastic and others. Each of them have own characteristic. In this chapter will review two construction wastes which are timber and asphalt. 2.6.1 Timber/Wood Wood is produced by trees and sometimes other fibrous plants, used for construction purposes when cut into lumber and timber such as board, plank, and similar materials. Wood can be very flexible under loads, keeping strength when bending and it is also incredibly strong when compressed it into vertically. Wood is a generic building material and used in building just about any type of structure in most climates. There are many different type and quality of woods. This means specific species are better for various uses than other. Deciding the wood used in construction activities is depends on the woods quality. Historically, wood for large building structures was used in its unprocessed form as logs. The trees were just cut into the needed length, sometimes stripped of bark, and then notched in to place. In earlier times, some parts of the world, many country homes or communities had a personal wood lot from which the family or community would grow and harvest trees to build with. These lots would be tended to like a garden. With the invention of mechanizing saws came the mass production of dimensional lumber. This made buildings to put up and more uniform quickly. Thus, the modern western style home was made. Wood is one of the most frequent used by human in the world. Wood and the by-products are found in every area of modern existence, the timber is usually used in construction, furniture and domestic uses to fibre board, chipboard, paper, newsprint and cardboard. As usage for construction material, wood is strong, light, durable, flexible and easily worked. It has excellent insulating properties. In contrast to the substitutes for wood used in structural and architectural such as brick, concrete, metals and plastics, wood can be produced and transported with little energy consumed and the products are renewable and usually biodegradable (Koch, 1991). Wood will continue to be a major construction material in subsequent decades in Southeast Asia. A large part of the volume used for construction will be in the form of lumber and plywood but more reconstituted wood-panel products will be used in the form of fibre boards, particle board and wood-cement boards. The decreasing wood supply from natural forests will be supplemented by wood from plantations and secondary or lesser-used species will be adopted more as construction materials. In future non-traditional materials will also be used extensively. Rubber wood looms as an important source for both household furniture and construction. The palm stem of coconut will be used in a large extent for house construction, particularly for low cost housing. Laminated products will also become important as the supply of large diameter wood declines further. A more extensive use of nontraditional materials will depend largely on advancing technologies in processing to promote productivity and economy. Nowadays, the growing population causes the increase of housing needs. With the demands, countries of the Southeast Asia are decreasing amounts of their forest resources. In the same time, a diminishing natural forest resource is creating a need to find new sources and new processes for wood based construction materials. The present and future use of wood for construction in several ASEAN (Association of Southeast Asian Nations) countries had suggested that the future requirements must be met from some unconventional sources and with increased use of new technologies. Wood remains the most important construction material that is available in the region in substantial quantities. In the coming years, wood will still continue to be a major construction material, but in a variety of new forms. Number of unconventional sources will be invented due to the declining supply of traditional tropical species. These will also be supplemented through the increased use of plantation trees and lesser known natural species, supported by technological advances in wood processing. 2.6.1.1 Type of Wood in construction Cement Bonded Board This type of wood came in various forms and sizes such as chips, particles or narrow long strips like wood wool that has been bonded with cement to produce panel products for construction. Research on this type of panel was carried out more than 20 years ago in Europe but only now it is being seriously considered in the ASEAN countries. Malaysia, Indonesia and Thailand started into commercial production of this material. Malaysia produces wood wool cement boards and particle boards bonded with cement. Cement bonded boards can be used for external walling. It has sound and heat insulating properties and resistant to the attack of insects and fungi. It has great potential for low-cost housing because of its cost competitive with other materials (Anonymous, 1984). Wood cement board is light with a density of only 600 kg/m3. The thermal conductivity of cement-bonded boards is lower than resin-bonded particleboards and is comparable to fibre insulating boards. Glued Laminated Wood Glulam is stand for Glued Laminated Timber. It is made from gluing many small pieces of timber planks together to form deep members. The advantages of using Glued Laminated Timber are strength of the product, the opportunities for creative architectural use especially in curved and tapered beams and excellent fire performance of the product ( Dr Tan et al. 2005). LVL is stands for Laminated Veneer Lumber. It is made from laminating thin sheets of wood which enables very deep and long sections with high strength possible. The other option is the use of Plywood which is made by gluing and pressing thin laminates together to form a sheet. The grain is laminated in alternate directions, which results in strength in two directions. These manufactured products are used in large spans, deep beams and large cross sections that incorporates large span truss. There have many advantages of Laminated Timber for trusses. In terms of material, the product is known for its efficiency and quality. Laminated Timber uses short length and small pieces of wood resources intelligently. On the other hand, the process is subject to certain quality criteria on bonding, finger jointing and wood quality ( Dr Tan et al. 2005). The advantages are also inherent in the process required: Drying In Glulam, not more than 40mm of thickness is used. Drying and even preservative treatment become easier and better quality is attainable. Shape and form Timber could be bent to produce structural members of virtually any shape and size. The final geometry is normally restricted by ease of transportation and handling. Termite, mould and rot General solution is to either specify timber species which are naturally resistant to chemically treat the material accordingly. Proper technical detailing is also essential to minimize exposure to sunlight, collection of water and possible termite attack. Glulam trusses are widely used for large span structures for its aesthetic appeal apart from cost effectiveness and this helps by doing away with false ceilings or other decorative items. Besides that, the other uses include pre-assembled or knock down Glulam components for transportation purposes, pre-drilled holes and also all connection hardware (primered, painted or powder-coated) as specified ( Dr Tan et al. 2005). Palm Wood The possibility of utilizing the coconut palm wood on a commercial scale has been recognized only in the last decade, although usage of wood from palm species has been known by people in the villages since time immemorial. Currently, coconut palm wood has been successfully utilized in a number of coconut growing countries such as the Philippines, Indonesia, Sri Lanka, Fiji, the Tonga Islands and others. Coconut timber is suitable for housing components like trusses, purlins, walls, joists, doors, window frames and jalousies. Low density coconut wood materials (from the centre of the stem) should be used only in non-load structures like walls and panels while high density coconut wood (from the perimeter of the stem) can be used for load-bearing structures like trusses and joints. High density coconut wood could also be used as posts, power and telecommunication poles, trusses, floor tiles (parquet), girts, floor joists, purlins, balustrades and railings and other load bearing structu res. When coconut logs are to be used in ground contact under exposed conditions (for examples as posts or as poles for electrical wires) they must be properly treated. Medium density boards can be effectively used for walling, horizontal studs, ceiling joists and door or window frames. As a regulation, if density of coconut wood is below 400 kg/m3, it is should not be used as structural framing materials. However, they can be used in the internal parts of a building as ceiling and wall lining in the form of boards and shingles. A problem related to structural application of coco wood is the difficulty of nailing and subsequently splitting of high density wood finishes. Coconut wood can be a promising material for the manufacture of furniture and other handicrafts due to its beautiful grain and attractive natural appearance. High value coconut wood products which include furniture, decorative interior walls, parquet floors, various novelties and curio items like walking sticks, ash trays, hammer handles, egg cups, plates, bowls, vases and so on. Comparable to the traditional wood species commonly used in the furniture industry as far as appearance is concerned. Thus, with effective product promotion, quality furniture and other high value coconut wood products can have a potential share not only in the domestic but also in the world markets. Coconut wood has potential for the manufacture of high value and export quality finished products. (Asia Pacific Forestry Sector Outlook: Focus on Coconut Wood, 1997). 2.6.2 Asphalt Asphalt or bitumen can sometimes be confused with  tar, which is a similar black thermo-plastic material produced by the  destructive distillation  of  coal. During the early century, when  town gas  was produced, tar was a readily available product and extensively used as the binder for road aggregates. The addition of tar to  macadam  roads led to the word  tarmac, which is now used to refer to road making materials. However, since the 1970s, when natural gas  succeeded town gas, asphalt (bitumen) has completely overtaken the use of tar in these applications. Asphalt is used for the  oil refinery  product used to pave roads and manufacture  roof shingles. 2.7 Waste Management Planning Good planning is the most important part of construction waste management. Like anything else in construction, recycling is straight forward if you have a good blueprint, but becomes much more difficult and expensive if its an add-on. Good planning allows to identify all recyclable materials and know how going to manage the site before the job starts. Good planning addresses how each waste material will be handled, what containers will be used and when theyll be on site, and where each material will be marketed. Good planning allows to assess the costs and benefits of recycling and decide which materials to source separate, which to recycle as mixed debris, and which to discard as trash. Good planning covers communications, training, and troubleshooting, and lays out tracking and reporting procedures. The Waste Management Plan is the document that lays out the start-to-finish strategy for job site recycling. It is prepared directly from the drawings and specifications for the job, an d a good plan will closely follow these documents. The Waste Management Plan should includes estimating types and quantities of wastes generated during each phase of the job, identify how each waste will be managed and marketed, provide an estimate of the overall job recycling rate, lay out plans for training, meetings, and other communications related to job-site waste management and provide troubleshooting instructions and contact information. The Waste Management Plan is the cornerstone for successful construction waste recycling and reduction. It is a comprehensive document that provides all of the information needed by any individual on site to understand and achieve the waste management goals for the project. All of this can and should be done before you break ground or during the planning stage so that recycling is incorporated seamlessly into overall performance of the job. Its best if the Waste Management Plan is written and signed off on by all parties (owner, architect, a nd contractor) a month or more before site possession or the first day of site work. This allows time for all parties to participate in developing the plan, allows contractors and subcontractors to integrate recycling into their setup and work plans, and assures that training can be provided to supervisors and workers. The Waste Management Plan is also a living document, used as a day-to-day reference just like blueprints and specifications. This fact cannot be overemphasized. Handling procedures or markets may change during the course of a job, these changes should be noted in modifications to the plan. As waste materials move from the site, information on waste and recycling tonnages and costs will be gathered. These should be matched against initial projections, variances should be analyzed, and a running recycling rate should be calculated. Besides that, also should be publicized the recycling rate to laborers and trades. Its a good way to help boost morale, and keep workers str iving to achieve recycling goals (Construction Materials Management Guidelines, Feb1994). 2.8 Construction Waste Management Construction waste management may be defined as the discipline associated with the control of generation, recovering, processing and disposal of construction wastes in a manner that is in accord with the best principles of human health, economic, engineering, aesthetics, and other environmental considerations (Tchobanoglous, 1993). Construction waste management is becoming more pressing problem in worldwide. The management of construction waste is not only of governments responsibility but also responsibility of the developer of the particular land area. There are two ways to manage the waste will be discussed later. 2.8.1 Reuse The reuse of waste material is one of the important form of pollution prevention. It is because these changes reduce the amount of waste generated year to year. Source reduction and reuse are regularly undertaken in developing countries, while these are only beginning to be practiced widely in industrialized countries. Several obstacles have stop waste prevention efforts including manufacturing decision and consumer buying patterns. For an example, manufacturers have little incentive to consider the cost of waste collection and disposal when designing a product because the consumers do not take these factors into consideration when making purchase decisions. 2.8.2 Recycling Recycling construction and demolition (CD) waste is defined as using or reuse a material or residual component of a material (Holt, 2001). Besides that, recycling also reprocessing of a reclaimed material and converting it into a new material or use. Recycle construction and demolition (CD) waste can be accomplished in various ways. Deconstruction is one method of recycle construction and demolition (CD) waste. Deconstruction is the disassembly of structures and reuse of their parts. It is believe that there is value in salvaged materials. However for traditional recycle construction and demolition (CD) waste methods are modifying materials remanufacture. There are many constructions and demolition (CD) waste can be recycled. The expanding the market recycle construction and demolition (CD) waste are depend on the recycled and salvaged goods in the market place, labour costs for removal, sorting and processing and relative disposal cost (Patterson, 2005). 2.8.3 The Important of Recycling There are some benefits of recycling, including saving energy saving land space, saving money, creating new jobs, reducing air and water pollution and preserving habitat for wildlife. It takes less energy to process recycled materials than it does to use virgin materials. For an example, it takes less energy to recycle paper from waste material than it does to create paper from new woodland, because there is no longer a need to cut down a new tree, process the wood from the tree and make it into paper. Energy from non-renewable resources is protected and saved for future generations, money is saved when less energy is used. This is also can mean that more competitively priced goods and often pollution and emissions are reduced when less energy is used. Recycling reduces trash in landfill sites, which cuts down on the cost of waste disposal and the clearing of more land for new landfills when the current landfills become too full to store any more waste. Recycling is an easy and less expensive alternative to clearing more land for new landfills. For an example, composting, recycling kitchen waste and yard waste into compost provides a means of free nutritious soil for gardening. Recycling would allow human to reuse the materials over and over again. Decomposing waste often release noxious gases and chemicals as it decomposes at landfill sites. These gas and chemicals create air pollution. When the chemicals leach into the groundwater, this will creates water pollution and water is c ontaminated. In 2000, recycling of solid waste prevented the release of 32.9 million metric tons of carbon equivalent (MMTCE, the unit of measure for greenhouse gases) into the air. Imagine how much pollution could prevent if instead of landfills had recycling centers. Human could breathe cleaner air and drink cleaner water. If the human created more recycling opportunities, this would create more jobs and no one would have to lose their jobs either. Recycling also preserves wildlife. When fewer trees are cut down to make virgin material or to make space landfills, habitat for wildlife remains. More habitats for animals mean less animal extinction. Despite what some may say, recycling is important and it can make a difference. The people may not be able to solve their landfill and pollution problems anytime soon, but at least they can help keep them from getting worse. Recycling is a easy way to do. Start with paper or plastic or both and take them to a recycling bin near your home. For an example, if any people have to go grocery shopping fill up a car with a box of recyclable paper and dump it at the recycling bin near the store. Many grocery stores now have these bins available. If not ask them to start or participate in your neighborhoods curbside recycling program. If there isnt one available get one started in the neighborhood. In 2001 United States residents, businesses and institutions generated more than 229 million tons of municipal solid waste (MSW) (EPA, Municipal Solid Waste in the United States: 2001 Final Report). This waste adversely affects the economy and the environment. Conventional methods of disposal involve land filling. These landfills have limited capacity. As waste generation increases, new landfills must be built. Landfills are expensive to build and operate. The landfills are also highly subsidized by local governments and require significant land that then is no longer viable for wildlife habitat or residential, commercial, or recr eational development. Waste negatively impacts the environment. Degradation of the natural landscape occurs through leaching from improperly lined landfills and from the extraction of resources for new materials. To reduce the amount of waste generation, communities have instituted recycling programs across the country. Recycling has economic and environmental benefits for communities. First, recycling reduces the need for new landfills and associated costs. Second, recycling can support industrial development as the recycled materials serve as raw materials for manufacturing and other uses. For an example, recycled soda bottles are used in carpet manufacturing; steel contains 85 percent recycled content and recycled paper is milled for new paper products. By supplying raw materials to industry through the reuse of materials, recycling conserves resources by reducing the need to extract virgin resources or introduce new chemicals into the environment. By not disturbing existing natu ral resources and by reducing noxious manufacturing processes, recycling prevents emissions of many greenhouse gases and water pollutants. From a community and environmental preservation perspective, recycling conserves green space, protects habitat, and improves quality of life for residents in natural resource locations. Recycling also saves energy through avoided extraction and manufacture processes. This can be a particularly powerful strategy when one realizes that only 10 percent of all materials extracted are used in final products. This means that 90 percent of natural resources extracted for consumer use are disposed of as waste. From an economic perspective, such high values of unused material represent inefficiencies in the market. Missed opportunities exist where inefficiencies are present. Recycling contributes to the economic base of communities. There is significant job creation and business development potential associated with recycling. Jobs in this field involve more than simple collection and separation. The remanufacture of recycled materials supports more than one million manufacturing jobs. As companies seek to find new uses for recycled materials, research and development of greener technologies require skilled individuals and significant capital investment. A wide variety of jo b skills are needed to develop this industry. Hence, the more robust are the recycling activities which include collection, separation, research, manufacture and resale and the more recycling can advance economic development. The popular phrase, reduce, reuse, recycle has become a household mantra with millions of households separating their plastics, paper, cans and glass and using curbside pick-up, drop-off centers, buy-back centers, and deposit refund programs. Certainly within these material streams, a larger percentage of recycling is possible. Further, these materials are only part of the waste stream. There are other materials that may have more impact when recycled. Construction and demolition (CD) debris materials are easily recyclable using existing infrastructure and make up larger concentrations of waste volume than cans, bottles, paper and so on. (William McDonough and Michael Braungart. 2002. Cradle to Cradle. New York: Northpoint Press). Construction and demolition waste is currently recycled at a rate of 20-30 percent. Project-based studies indicate that the potential for recycling is much higher more than 70 percent. While many construction and demolition materials are suitable for recycl ing, there are external factors that influence the spread of construction and demolition recycling. The value of recycled and salvaged goods in the marketplace, labor costs for removal, sorting and processing, and relative disposal costs all play a role in expanding or contracting the market for reuse and recycled goods. Recycled and salvaged goods must be price competitive and perceived to be as desirable as or even more desirable than products produced from virgin materials. Competitive pricing is impacted by subsidies, incentives on virgin materials, and market demand. Recycled goods or secondary materials do not benefit from similar policies that could facilitate their widespread use and resultant competitive pricing. Desirability for recycled materials is a reflection of the value placed upon these goods. This desirability can be affected by industry and consumer market knowledge and acceptance. However, hesitancy to use recycled goods on the part of bui