Starbucks Coffee Marketing Plan Research Paper Example | Topics and Well Written Essays - 1750 words

Starbucks Coffee Marketing Plan - Research Paper Example From the discission it it clear that the company aspires to provide an extraordinary service. The company has used several strategies, including increasing the size of its workforce so that it can increase the speed of serving its clientele. Although many view, the focus on the quality of service delivery may ruin the business because the company may end up producing low-quality products. However, this is a shallow analysis of the operations underlying service orientation. This is because, apart from focusing on methods of how to present the service better to the clientele, the concept includes ways of making a satisfactory product. In essence, the service-oriented operations at Starbucks equate the operations and components of a working marketing strategy. The following is Starbucks Coffee marketing plan.As the study stresses the main target market for Starbucks is people of all genders aged between 18-40 years. The fact that Starbucks products are relatively expensive means that mo st of its clientele are people of medium to upper class although the company has tried to bring down its prices. Starbucks Coffee is a brand that is synonymous with higher status social groups. This was the focus of the company for many years. This implies that the company targeted the young people who cared about their image and status. Although this supposition is still present when one utters the name of Starbucks, the company marketing strategy is changing. These are the main target markets for Starbucks Coffee.

Five causes for the public not to trust government, and five causes Coursework

Five causes for the public not to trust government, and five causes for the public to trust government - Coursework Example (Nye Jr., 1997) These are indeed pretty much required because the public views the government as its ultimate savior at the end of the day and if the government misses out on this tangent, then the public has only the government to blame and no one else. The third cause for the public not to trust the government is the way in which government officials run away from the people after they have been elected to their respective offices. This creates a sense of insecurity within the people and they start disrespecting law since they are being continuously treated the wrong way by the government. The fourth cause is the way the government changes its stance every now and so often when it comes to the general and important policies which are drafted by the government on a consistent basis. This is a very pivotal aspect of the debate since these policies indeed pave the way for the future lives of the public. The fifth and last cause includes the government giving up on the service aspect o f the public. This usually happens when the government loses the plot and goes into doubling its own assets and forgets the general public. (Diiulio Jr., 1994) There are also moments when the public trusts the government and this is indeed an aspect which could be seen in the positive aspects under the relationship between the two. First cause includes the way when the government meets the expectations of the public as well as exceeds the very same time and again. This is appreciated by the public and is looked up with a sense of pride and confidence by the people. The second cause of the public trusting the government is when the government takes care of the most basic utilities that are related with the people. This is a very positive aspect and one that needs high praise for the government. The third cause for the public to trust the government is when there are rescue and relief operations carried out on a quick basis by the

Ethical Behavior and Social Responsibility of Organizations Essay Example for Free

Ethical Behavior and Social Responsibility of Organizations Essay Introduction Proper ethical behavior is a significant part of conducting business. Organizations must therefore find ways to incorporate ethical considerations into their strategic plan. Firms need to practice self governance and obey existing laws if they are to ensure their survival and the well-being of the society in which they exist. The decisions made by an organization affect society as a whole. This paper will examine the social responsibilities of organizations to each of their stakeholders. These include: customers, employees, shareholders, suppliers, the local government and the environment. Each section of this report is supplemented with a case study illustrating the consequences of unethical behavior in business. Defining Ethics Ethics is a ubiquitous term that is subject to personal interpretation. Individuals and groups are guided by moral principles or values. Their beliefs help them to set standards for deciphering right from wrong (Little, 2011). Ethical values are dynamic and are therefore subject to renegotiation and change. These changes are often influenced by periodic and contextual circumstances. As ethical beliefs differ from person to person, it may not be entirely possible to instill a universal set of values. Also, many individuals have different points of reference when determining what is right and what is wrong (Little, 2011). Domestically, ethical values tend to be closely aligned. Individuals who have been socialized in a particular region are more likely to have similar values, laws, religion, knowledge and culture. With the emergence of free-trade agreements, many firms have the opportunity to conduct international business. Although these organizations are usually successful in aligning their economic interests, many have failed to recognize or understand the cultural norms, laws and ethical practices of the country they are conducting business with. Defining Social Responsibility An organization’s approach to social responsibility can impact its image and reputation. Depending on how an organization addresses this aspect of business, ethics can either be a strength or a weakness. Social responsibility can be divided into three categories: obligatory, reactive or responsive behavior (Duening Ivancevisch, 2008). An organization that acts out of social obligation tends to direct its behavior to the legal pursuit of profit (Duening et al., 2008). Socially reactive organizations often adhere to social norms, values and performance expectations (Duening et al., 2008). These organizations must be accountable for the ecological, environmental and social costs incurred by their actions (Duening et al., 2008). Lastly, socially responsive organizations often engage in behavior that exceeds the actions taken by socially obligated and socially reactive organizations. For example, these firms take stands on public issues, account for their actions, anticipate future needs of society, move toward satisfying them, and communicate with the government regarding existing and anticipated socially desirable legislation (Duening et al., 2008). As illustrated above, social responsibility can mean different things to different people. In a broad sense, social responsibility is a compliance to the legal obligations, social norms and ethical standards of society. For the purpose of this paper, I will use the broad sense of the term, unless otherwise specified. Social Responsibility of Organizations to Internal Beneficiaries Social Responsibility to Employees Legally, organizations are responsible for providing their employees with a minimum wage, safe working conditions and the freedom to form a union (Duening et al., 2008). These laws discourage management from creating workplaces that violate employee civil rights (Duening et al., 2008). However, many part-time employers, fast food restaurants and retailers provide only the minimum. Historically, employee benefits emerged out of pressure from employees, unions and the community. Today, most organizations are expected to go beyond the minimum legal requirements by providing their employees with â€Å"fringe benefits†, such as retirement funds, health and accident insurance (Duening et al., 2008). Many socially reactive and socially responsive organizations have extended their benefits to include training, career development, counseling, employee assistance programs, day-care and flex-time policies. As employee family life becomes more complex, organizations must find ways to offer support. Many modern organizations are concerned about employee satisfaction and the benefits associated with it. Employees who are content demonstrate a higher commitment to the organization, which often translates into less absenteeism, higher morale and higher productivity. Overall, the modern worker wants his job to be both meaningful and fulfilling (Duening et al., 2008). Social Irresponsibility to Employees: Wal-Mart Wal-mart is one of the most profitable and efficiently run organizations in the world. In 2005, the corporation grossed two-hundred and forty billion dollars in sales, yet still failed to provide its employees with health care benefits and a livable wage (Greenwald Gilliam, 2005). On numerous occasions, the organization neglected to provide its employees with the basic legal requirements. As a result, Wal-mart is now facing a number of class action law suits. Reports suggest that the organization is also notorious for keeping its stores understaffed. Although overtime is rarely an option, employees are still expected to work off the clock to get the job done (Greenwald et al., 2005). Workers are ordered to complete their tasks and are often told that they can be replaced. Given their unfortunate personal circumstances, many employees put up with this abuse. In terms of employee well-being, a large majority of Walmart’s workers cannot afford the company’s basic medical insurance at just seventy-five dollars per month. (Greenwald et al., 2005). However, Wal-mart encourages its employees to seek out section-8 housing, food stamps and government-provided health insurance. (Greenwald et al., 2005). Evidently, Wal-mart’s everyday low prices are a result of taxpayer subsidies. Nationwide, Wal-mart is costing taxpayers over one and a half billion dollars a year in subsidies for its employees (Greenwald et al., 2005). As a result of these policies, Walmart’s average sales employee is living below the Federal Poverty Line. (Greenwald et al., 2005). In 2001, Barbara Ehrenreich conducted a sociological study to determine whether or not she could survive on a low wage. She found a job at Wal-mart in Minnesota. Her study reaffirmed the poor working conditions that Wal-mart employees often endure. In the following quote Ehrenreich talks about a shirt that she wanted to purchase for work: â€Å"One of the rules is that our shirts have to have collars, so they have to be polos, not tees. Somehow Id missed this during orientation At $7 an hour, a $7 shirt is just not going to make it to my shopping list† (Ehrenreich, 2002, p.88). Given the low wage that she earns, she has difficulty justifying the purchase of a seven dollar work shirt. In the next quote, her co-worker Alyssa finds herself in a more difficult situation: â€Å"Alyssa is another target for my crusade. When she returns to check yet again on that $7 polo, she finds a stain on it. What could she get off for that? I think 10 percent, and if you add in the 10 percent employee discount, wed be down to $5.60. Im trying to negotiate a 20 percent price reduction with the fitting room lady when rotten luck Howard shows up and announces that there are no reductions and no employee discounts on clearanced items. Those are the rules. Alyssa looks crushed, and I tell her, when Howards out of sight, that theres something wrong when youre not paid enough to buy a Wal-Mart shirt, a clearanced Wal-Mart shirt with a stain on it. I hear you, she says, and admits Wal-Mart isnt working for her either, if the goal is to make a living† (Ehrenreich, 2002, p.100). Wal-mart is also notorious for squashing unions. If a branch plans to hold a union vote, the organization will hire new employees to dilute the number of people who are pro union. Moreover, the organization allots each store a seven-thousand dollar anti-union package; a thirty-thousand dollar undercover spy van, access to the organization’s one hundred thousand dollar anti-union hot-line; and the use of its seven-million dollar corporate jet for rapid response (Greenwald et al., 2005). If a branch is successful in a union vote, Wal-mart will not hesitate to close down that particular retail outlet. In summary, with the absence of unions and the current mind-set of management, it is highly unlikely that employee working conditions will improve any time soon. Social Responsibility to Shareholders Organizations have a social responsibility to their shareholders and must provide accurate information for investment decisions. (Duening et al., 2008). As stated by Duening and Ivancevich, â€Å"the ultimate action a stockholder can take is to sell the stock† (2008). It is important that organizational information be transparent and accessible. Also, organizations must be as efficient and effective as possible with the use of their resources. Any process or product feature that does not add value is wasteful and has an adverse effect on the bottom line. Investors of the twenty-first century want instant gratification and are therefore often fixated on short-term earnings. As corporations and their managers face pressure from shareholders to produce appeasing quarterly results, they often fail to think about the long-term well being of the organization, its employees and the environment. In recent years, there has been a significant increase in performance-based bonuses. In many multinational organizations, executives earn exponentially more than their lowest paid employees. As an incentive, executives often receive options for shares in the company. The value of those options is contingent upon the company’s short, medium or long-term performance. In 2010, chief executives at the United States’ five hundred largest firms collectively took home four billion dollars (DeCarlo, 2010). The value realized from exercised stock options accounted for the main component of their pay (DeCarlo, 2010). When managers act in their own self interest, bonus-based compensation schemes can have dire consequences for all parties involved. Social Irresponsibility to Shareholders: Enron In 2001, Enron filed for bankruptcy (Bryce, 2003). At the time, it was the largest bankruptcy in the history of the United States. The management cooked the books and misrepresented their position to shareholders (Little, 2011). Enron used mark-to-market accounting practices to manipulate earnings and to create a mirage of success. On several occasions, company executives lied to investors, overstated earnings and omitted critical information (Bryce, 2003). As a result, stakeholders lost billions of dollars. Also, the employee pension plan contained over two billion dollars in assets with sixty-two percent of the funds invested in Enron stock (Bryce, 2003). Thousands of Enron employees lost a bulk of their life savings. In addition, the California Public Employees Retirement system lost three billion dollars (Bryce, 2003). Many individuals, investment firms and hedge funds lost billions of dollars as well. While thousands of individuals lost large sums of money, Enron executives netted significant returns from their unethical stock manipulation and insider trading. Social Responsibility to the Supply Chain The supply chain is a system of organizations, people, technology, activities, information and resources involved in moving a product or service from the supplier to the consumer (Shafer et al., 2010). Within the chain, an organization can be both a supplier and a customer. Today, many organizations realize the importance of strengthening relationships and working with fewer suppliers. In effect, suppliers and their customers have become interdependent on one another. Traditionally, customers pitted suppliers against each other in hopes of getting the best price. Today, however, many suppliers play a vital role in the operations process. Through vendor-managed inventory systems, organizations have been able to avoid stockouts, thus reducing inventory costs (Shafer et al., 2010). Corporations that rely on sole sourcing have a partner-like relationship with their suppliers. The just-in-time delivery system is based on customers pulling their orders through the supply chain while suppliers ensure the inputs arrive according to schedule. Companies are also responsible for ensuring that their suppliers are treated respectfully and paid on time. In this relationship, both organizations have to turn a profit to ensure their survival. Social Irresponsibility to the Supply Chain: Monsanto Monsanto is an organization that has little regard for the farmers who use its products or the end users that consume them. In 1994, Monsanto introduced Posilac to the American market. Posilac is a bovine growth hormone that was developed to increase milk production. Today, â€Å"the United States is the only developed nation that permits humans to drink milk from cows that have been given artificial growth hormone† (Laskawy, 2010, para 3). This product was banned in twenty-seven countries including Canada and the European Union (Achbar et al.,2004). Moreover, Posilac was tested for only ninety days to assess for human toxicity (Achbar et al., 2004). There is widespread concern regarding the long-term effects of this product on the well-being of humans and animals. Despite these concerns, this product was approved by the Food and Drug Administration. Either Monsanto misreported its findings or the Food and Drug Administration did not look at them. Health Canada research showed that bovine growth hormone could be absorbed by the human body with the possibility of a link to cancer (Achbar et al.,2004). In addition to being harmful, Posilac is of little value to farmers and end users. Prior to Posilac’s release, there was an abundance of milk in the marketplace and farmers were told to produce less of it (Achbar et al.,2004) Monsanto is an organization that supplies harmful products and expects farmers to distribute them to the general population. This organization is responsible for the premature release of bio-engineered foods in the marketplace. The long-term effects of genetically-modified food are still unknown. However, Monsanto requires a high level of coordination to get its products to market. The firm often requires help from politicians, professors, scientists, experts, the general public, reporters, and the Food and Drug Administration (Achbar et al.,2004). Monsanto also engineers terminator seeds. These are seeds that terminate themselves through a suicide gene (Achbar et al.,2004). Since terminator seeds are only good for one season, Monsanto has lowered the intrinsic value of them. In nature, seeds are meant to be replanted annually. However, this product goes against evolution and human well-being. There are billions of people around the world who are starving to death and farmers have been denied the opportunity to replant their seeds on an annual basis.This product is immoral to its customers, the end users, and humanity as a whole. Nonetheless, Monsanto still expects its customers to distribute these products to the end users. Social Responsibility to Customers Value is defined as any action or process that a customer is willing to pay for (Shafer Meredith, 2010). To eliminate unnecessary waste, organizations should always be mindful of customer needs. Processes that drive up costs but do not increase the overall value of a product are wasteful. Firms should strive to reduce overproduction, inventory costs, unnecessary processing, wait times, transportation costs, and unnecessary human motions while minimizing the number of defects (Shafer et al., 2010). Competitive organizations continue to improve the quality and durability of their products (Shafer et al., 2010). However, if an organization fails to use its resources efficiently and effectively, it will likely be punished in the marketplace. A consumer has the ultimate decision on whether or not they will purchase a particular product. Therefore, companies should be adequately prepared to address consumer concerns and after-service needs, should they arise. Also, consumer goods should not do any biological or psychological harm to their customers. Products that have the potential to do harm to others should be put through rigorous testing to ensure they are safe for human use and consumption. Social Irresponsibility to Customers: Aguas del Tunari For twenty years, the World Bank has been working alongside successive governments toward independent development in Bolivia. The World Bank believes that a high proportion of leaders in developing nations are susceptible to corruption, including those in Bolivia. As a result, the organization has played a significant role in assisting the Bolivian government with privatization of its state-owned enterprises. In 2000, Aguas del Tunari corporation signed a forty-year contract with the Bolivian government to provide water to impoverished citizens in Cochabamba City, Bolivia. Aguas del Tunari was guaranteed a minimum annual return of fifteen percent on their two-and-a-half billion dollar investment (Salina Starr, 2008). As part of the deal, Aguas del Tunari Corporation agreed to repay thirty million dollars of debt accumulated by the state utility company (Salina et al., 2008). In an effort to pay off the debt, Aguas del Tunari corporation increased water rates to twenty dollars per month a thirty-five percent increase (Achbar, Abbott, Bakan Simpson, ,2004). However, the company failed to consider the fact that many of its new clients were surviving on only two dollars a day (Achbar et al., 2004). This meant that the cost of water would account for roughly twenty-five percent of their daily income (Achbar et al., 2004). To make matters worse, the government had privatized rain water, making it illegal to collect the rainfall (Achbar et al.,2004). When the newly-owned utility company shut off the water supply to non-paying customers, violent protests erupted across all classes of society. Ninety-six percent of citizens demanded that the contract with Aguas del Tunari be terminated (Salina Starr, 2008) . The government of Bolivia refused and told its citizens that there was nothing to negotiate. Protests spread to other major cities in Bolivia, eventually causing a ripple effect that would put the country into a state of emergency. To remedy this problem, the Bolivian government kicked Aguas del Tunari out of the country and resumed its role as the nation’s utility operator. In this unique case, it is difficult to conceptualize water as a commodity. Water is essential for survival and is seen as a birth right. Many would argue that the local government is responsible for regulating the cost of water and ensuring that it is affordable for all citizens. Since water surrounds us and falls naturally from the sky, it is difficult for a corporation to add value to it. Privatization of rain water is an extreme concept and certainly crosses some ethical boundaries. Social Responsibility of Corporations to External Beneficiaries Social Responsibility to Local Governments Elected officials have a social responsibility to the people whom they represent. Although corporations cannot directly cast a vote, they can leverage their power by donating large sums of money to political campaigns. In return, they often expect regulatory favors, exceptions, and preferential treatment. Corporations must however respect the local government and prohibit themselves from lobbying, bribing or manipulating local officials for the financial benefit of the organization. Although firms should not tempt government officials, politicians should also avoid situations where they may become vulnerable. As governments and organizations continue to work closely to achieve their objectives, they must ensure they maintain their ethical boundaries. When corporations gain power, the relative authority of local government diminishes and their authoritative power is often confined to their given jurisdiction. As organizations continue to grow, it is becoming increasingly difficult for them to be audited by local governments and regulatory bodies. For this reason, governments should consider implementing more rules and tougher sanctions to prevent legal and ethical misconduct. As history has shown, corporations are not always capable of self- governance. Social Irresponsibility to Local Governments: Long-Term Capital Management Deregulation of public enterprises and new business practices may not always be in the best interest of the general public. In 2000, the Clinton administration passed a bill that would deregulate the derivatives market and establish legal certainty for bankers (Lowenstein, 2002). The three major classes of derivatives are: futures, options and swaps. In detail, the derivatives market is not well understood by policy makers. There have been numerous cases of corporate fraud, financial mismanagement and unnecessary risk. Moreover, taxpayers have fronted billions of dollars to bail out financial institutions. In 2008, the value of the overall derivatives market was an astonishing six-hundred and sixty-eight trillion dollars (Sheridan, 2008). In 1994, Long-term Capital Management took the financial world by storm. This hedge fund was established by two proven Wall Street traders and two Nobel Laureates (Lowenstein, 2002). The fund started with four billion dollars in capital from its investors. The firm enjoyed four straight years of prosperity without a single monthly loss to be reported on their balance sheet. LTCM was thought to be the perfect hedge fund. It simply could not lose. LTCM leveraged its balance sheet trading by 30 to 1, while leveraging its off balance sheet trading by 250 to 1 (Lowenstein, 2002). At one point, the company had in excess of one trillion dollars in derivatives exposure (Lowenstein, 2002). In a short period of time, LTCM had lost nearly everything and turned to banks and the federal reserve for a bailout. At the time, this was the largest bailout ever. In Wall Street’s eyes, LTCM was simply too big to fail. It was thought that its demise would have had dire consequences for the entire economy. Since then, bigger investment firms have failed, bigger bailouts have been distributed and derivatives are still being heavily traded. It appears Wall Street still has a lesson to learn. It was the government’s deregulation of derivatives that allowed LTCM and other investment firms to behave unethically and do as they pleased. As a regulatory body, the Federal Reserve sent out the wrong message by bailing out LTCM. Condoning the behavior of this hedge fund created an environment that would encourage other financial institutions to take the same risks. Social Responsibility to the Environment and Future Generations Today, consumers and citizens increasingly expect more from organizations. Traditionally, firms externalized their costs while internalizing their profits. Today, however, many corporations are becoming ethically conscious and are working toward minimizing their carbon footprint. They have started to use mechanisms known as stakeholder management devices to respond to stakeholder claims (Duening et al., 2008). Progressive organizations have started working toward sustainable development to help create a world that is suitable for future generations. Many firms are also taking an interest in social issues. Some have started practicing corporate philanthropy. These positive efforts enhance a corporation’s good will and improves its overall image. This often translates into more sales and higher profit margins. Organizations that fail to take responsibility for their actions are often looked down upon. For example, an organization that shows complete disregard for the environment will likely tarnish their image and build up ill will. In effect, companies that act out of social obligation are viewed less positively than those that are socially responsive. Social Responsibility to the Environment and Future Generations: Tokyo Electric Power Company In March of 2011, the Japanese coast was rattled by a forceful 9.0 earthquake and a gigantic tsunami. The Fukushima Dai-chi and Fukushima Dai-ni power plants sustained critical damage (TEPCO to Compensate Nuclear Plant Victims, 2011). Both of these power plants are privately owned by the Tokyo Electric Power Company (TEPCO to Compensate Nuclear Plant Victims, 2011). The nuclear disaster revealed the company’s misplaced confidence and a failure to adequately forecast its worst case scenario. Furthermore, the company chose to disregard Japan’s tsunami history and relevant GPS data. TEPCO engineers did not factor in earthquakes that occurred prior to 1896 (TEPCO Dimissed Important Scientific Evidence in Planning Nuclear Plant’s Defense, 2011). Tsunami modelers at TEPCO factored in an earthquake of 8.6 magnitude in its worst case scenario model (TEPCO Dimissed Important Scientific Evidence in Planning Nuclear Plant’s Defense, 2011). The earthquake that occured on March 11, 2011 was four times more powerful than the maximum presumed (TEPCO Dimissed Important Scientific Evidence in Planning Nuclear Plant’s Defense, 2011). Given Japan’s geographical position and the volatility of nuclear energy, TEPCO should have put more thought into their calculations. After much delay, the Japanese government has ordered TEPCO to pay partial retribution to the citizens affected by this nuclear catastrophe. Beginning on April 28, 2011, TEPCO has started to compensate families in the nominal sum of twelve-thousand dollars for losses attributed to evacuation, having to stay indoors and nuclear contamination (TEPCO to Compensate Nuclear Plant Victims, 2011). These partial retributions are miniscule. Often times it is cheaper for a corporation to hire a good public relations specialist than to rectify the actual problem. This nuclear disaster has crippled local businesses, fishing operations, tourism and the livelihood of citizens. TEPCO’s greed and irresponsibility has cost the citizens of Japan and the nation at large by causing tremendous losses. Moreover, citizens in neighboring countries and the Western part of the United States have grown concerned over their personal well-being. In TEPCO’s case, the local government should have taken extra measures to ensure the facilities were built to withstand an earthquake of great proportion. Local governments are elected and represent the interest of the people. Therefore, it is their responsibility to ensure private organizations behave ethically. Companies should be forced to take full accountability for their actions. In regard to privatization of nuclear energy, governments should pressure organizations to strive for seven-sigma quality. As we have witnessed, a defect in nuclear energy can have significant implications for the general population. Conclusion As illustrated in this paper, organizations have a social responsibility to both their internal and external beneficiaries. Firms should always conduct business with integrity and concern for others. Although many organizations may feel pressure to increase their short-term earnings, they must retain their focus and uphold their social responsibilities to their stakeholders. Through long-term objectives, organizations can set standards that will ensure their survival. It’s important to emphasize that the decisions an organization makes will often affect society as a whole. As illustrated in the case studies above, companies that go astray or act in their own self interest can adversely affect the well-being of many stakeholders. However, tougher sanctions and an organizational credo may help give an organization ethical focus. In conclusion, by practicing self-governance and obeying existing laws, corporations will be well on their way to becoming socially responsible and dependable organizations. Works Cited Achbar, M. (Director/Producer), Abbott, J. (Director), Bakan, J. (Writer), Simpson, B. (Producer) (2004). The Corporation (DVD). Canada: Big Picture Media Corporation. Bryce, R (2003). Pipe Dreams Greed, Ego and the Death of Enron. New York, NY: Public Affairs. DeCarlo, S. (2010). What the Boss Makes.Forbes.com.Retrieved on April 18th, 2011 from http://www.forbes.com/2010/04/27/compensation-chief-executive-salary-leadership-boss-10-ceo-compensation-intro.html Duening, T. N., Ivancevisch, J. M. (2006). Managing Organizations Principles Guidelines. Cincinnati, OH: Atomic Dog. Ehrenreich, B. (2002). Nickel and Dimed On Not Getting By in America. New York, NY: Owl Book. Greenwald, R. (Director), Gilliam, J. (Producer) (2005). Walmart: The High Cost of Low Price (DVD). United States: Brave New Films Disinformation Company. Laskawy, T. (2010). Court Rules rBGH-Free Milk Milk is Better Than the Kind Produced With Articifical Hormones. Now What? Retrieved on April 19, 2011 from http://www.grist.org/article/food-2010-10-06-court-rules-on-rbgh-free-milk. Little, C. (2011). Ethics [class lectures]. Texas AM University-Commerce. Spring 2011. Lowenstein, R. (2002). When Genius Failed: The Rise and Fall of Long-term Capital Management. Great Britain: Clays Ltd and St. Ives plc. Salina, I. (Director), Starr, S. (Producer) (2008). Flow: For The Love of Water (DVD). United States: Oscilloscope Laboratories. Shafer, S. Meredith, J. (2010). Operations Management for MBAs, 4th Edition. John Wiley and Sons, Inc. Sheridan, B. (2008). 600,000,000,000,000? Newsweek. Retrieved on April 20, 2011 from http://www.newsweek.com/2008/10/17/600-000-000-000-000.html. TEPCO to Compensate Japan’s Nuclear Plant Victims. (2011). BBC News Asia_Pacific. Retrieved on April 17, 2011 from http://www.bbc.co.uk/news/world-asia-pacific-13090304 TEPCO Dimissed Important Scientific Evidence in Planning Nuclear Plant’s Defense. (2011). Japan Today. Retrieved on April 24, 2011 from http://www.japantoday.com/category/commentary/view/tepco-dismissed-important-scientific-evidence-in-planning-nuclear-plants-defense.

Charge of Assault Occasioning Actual Bodily Harm (ABH)

Charge of Assault Occasioning Actual Bodily Harm (ABH) This case requires us to consider whether Harry should be charged with assault occasioning actual bodily harm (ABH) in view of the guidance contained within the Code for Crown Prosecutors.  Ã‚   The Code lays down the principles which the Crown Prosecution Service (CPS) apply when deciding whether to prosecute and any decision is taken in accordance with the Full Code Test (FCT) detailed in section 4. The first stage of the FCT is the Evidential Stage.   The CPS must be satisfied that there is sufficient evidence to provide a realistic prospect of conviction and will consider the admissibility and reliability of the evidence.   Here consideration is given to whether the evidence has been obtained in breach of the Police and Criminal Evidence Act (PACE) 1984, whether it may be excluded under sections 76 and/or 78 and whether it is admissible under Part 11 of Criminal Justice Act 2003.   There is nothing to suggest the evidence is inadmissible under these provisions. Next the reliability, credibility and weight of the evidence must be considered.   Harrys evidence does not give rise to any significant concerns in relation to reliability and/or credibility. He has no previous convictions, is generally well liked and has been provided a good reference by his tutor. Furthermore, the nightclub is described as crowded and while it is unclear whether this description relates to the nightclub in general or at the time of the incident, it lends credibility to Harrys assertion Rob was accidently jostled. Robs evidence is supported by three witness statements which suggests his evidence is also reliable and credible.   However, it would be prudent to consider the relationships between Harry, Chloe and Rob and the role, if any, these may have played in his reporting of the incident. In terms of Chloes evidence, it is not clear how far away from the incident she was or how she came to have an unobstructed view while another witness had his view obscured by other nightclub users. Additionally, while her identification evidence is given increased weight because Harry and Rob are known to her, it is possible her relationship with both men provides a motive for misrepresenting the incident, raising doubts as to the reliability of her evidence. Anitas identification evidence is problematic as her eyesight is poor and she was not wearing her glasses on the evening when the incident took place; raising serious concern about the reliability of her identification evidence. However, these concerns may be mitigated depending on how close she was to the incident, whether she knew Harry and Rob and if she was wearing contact lenses. Devs statement does not give rise to any significant concerns about reliability or credibility. However, it is unclear how Dev could positively identify both men and his statement may suggest the nightclub was crowded giving credence to Harrys assertion that Rob was accidently jostled. Considering the evidence collectively, the Evidential Stage does not appear to be met as it gives rise to reasonable doubt which lessens the prospect of conviction.   Harrys is likely to be considered a reliable witness and his explanation of the incident is plausible.   The witness statements are not sufficiently robust and while witnesses claim to have seen Harry push Rob they have not provide a clear link between Harry pushing Rob and Rob falling and injuring his hand.   Furthermore, it is not clear from the evidence whether the incident and/or witnesses perceptions were affected by their relationship to one another, lighting and/or the consumption of alcohol. The CPS can only move onto the Public Interest Stage of the FCT if the Evidential Stage is satisfied.   Despite the Evidential Stage not having been satisfied the Public Interest Stage will be applied and the importance of each factor contained within section 4.12 of the Code will be considered. ABH is a serious criminal offence. From the evidence, it appears the assault was neither premeditated nor sustained.   No weapon was used and there is no evidence to suggest the suspect intended to cause injury.  Ã‚   Furthermore, Harry has no prior convictions and is of previous good character; therefore, further offending is unlikely.  Ã‚   While the offence is considered serious these factors mitigate his culpability and weigh against prosecution. It does not appear that a position of trust or authority exists between Harry and Rob.   Neither does it appear the attack was discriminatory in nature.   However, it is not clear whether Rob is vulnerable and/or a public servant and does not provide an insight into the impact the assault and/or injuries had on him. In terms of harm caused, the definition of harm is quite wide but in the context of the offence can include injuries which are not especially serious such as minor cuts and scratches. Therefore, Rob suffered injuries which are serious in the context of the offence.   While the harm caused weighs in favour of prosecution it is difficult to consider whether this is appropriate under section s4.12(c) because the circumstance of Rob are unknown. Harry is a university student; therefore, it is reasonable to conclude he is over the age of eighteen.   His age is unlikely to be weighed against prosecution under section s4.12(d). In the absence of a Community Impact Statement it is difficult to assess the effect on the community under s4.12(e).  Ã‚   The assault was not violent or sustained and the suspect is unlikely to re-offend therefore the long-term effect can be assessed as minimal and prosecution may be perceived by the community as excessive.  Ã‚   Conversely, a decision not to prosecute may undermine the confidence of the community and victim in the criminal justice system. The maximum sentence for ABH is five years although in this case it is unlikely Harry will receive a prison sentence and a nominal penalty is expected to be imposed.   Furthermore, conviction may have serious implications for Harry depending on his area of study. Therefore, prosecution may be considered excessive under s4.12(f) given the cost of proceeding to court, the nominal penalty likely to be imposed, and the disproportionate long term effect on Harry. Had the case passed the Evidential Stage and proceeded to the Public Interest Stage more information should be sought on the circumstances of Rob and impact the offending had on the community.   On the face of it however, prosecution does not appear to be in the publics best interest. Applying the Code to the facts of this case the Evidential Stage is not sufficiently satisfied and Harry should not be charged with ABH. In his articles Stop and Search and Police Legitimacy: Part 1 and Stop and Search and Police Legitimacy: Part 2 Neil Parpworth makes a compelling argument for the inclusion of elements of the voluntary Best Use of Stop and Search (BUSS) scheme into statute.   Parpworth considers that while the BUSS scheme promised greater transparency, community involvement and improved stop and search outcomes, delivered by intelligence led approaches and increased monitoring, the report PEEL: Police legitimacy 2015 published by Her Majestys Inspectorate of Constabulary (HMIC) reveals that forces around the country are failing to comply with the scheme.   Parpworth reasons that membership of the voluntary scheme has not driven the desired change and the lack of compliance highlights the need for primary legislation. While intelligence led stop and search is an important police tool, Parpworth argues that the PEEL report reveals a concerning lack of commitment from Chief Constables in terms of ensuring the BUSS scheme is implemented effectively and search powers used legitimately.   Chief Constables play a pivotal role in terms of the internal scrutiny of stop and search yet their leadership in this area was found to be inconsistent.   While some forces had made efforts to ensure the scheme was communicated effectively and its importance recognised, others had made little attempt to communicate the scheme and promote its value.   Parpworth asserts this reluctance to advocate and communicate the importance of the scheme ultimately devalues it, reducing its prospects of success.   This he claims is demonstrated by the perception among officers that the stop and search function operates effectively without the need for additional canons and greater scrutiny. Under section 3 of the PACE 1984 officers are required to record each time they use their stop and search powers; this record should include grounds for the stop and search and show that those grounds were reasonable.   This provision, as Parpworth explains, is reinforced by the BUSS scheme which requires forces record outcomes and publish data about the connection between each search and outcome.   Parpworth argues that while these provisions aim to establish how frequently reasonable grounds were proven to be accurate, PEEL highlights that reasonable suspicion is frequently absent in many instances.   He suggests this indicates the concept of reasonable suspicion is interpreted widely by police officers in practice and that there are marked differences in interpretation between forces.   Moreover, Parpworth expresses concern over searches which were made on the basis that the police officer smelled cannabis. Parpworth suggests that while this is sufficient grounds to justif y a search it is subjective and may provide a convenient way of meeting the statutory requirement for reasonable suspicion, possibly lending itself to an abuse of the stop and search power.  Ã‚   Parpworth also expresses concern that in cases where reasonable suspicion was found to be absent supervisors had endorsed the records of their subordinates.   He suggests this indicates either a lack of understanding at senior level as to what constitutes reasonable suspicion or a failure to exercise due diligence.   Despite the BUSS requirement that the link between stop and outcome be recorded Parpworth interprets the lack of reasonable suspicion as evidence police forces are not monitoring the use of their powers effectively. Equally, while the BUSS scheme aimed to improve the stop to arrest ratio, Parpworth explains that the rates remain relatively low.   Despite HMIC holding the view arrest rates are a misleading measure of success Parpworth explains HMIC do acknowledge the low stop to arrest ratio suggests the power is being used ineffectively. While Parpworth acknowledges that since the scheme has been in place the disproportionate impact on black, Asian and minority ethnic (BAME) groups has decreased.   He goes on to explain that the PEEL report suggests some forces continue to exercise their powers of stop and search on stereotypical assumptions rather than intelligence or reasonable suspicion.  Ã‚  Ã‚   Parpworth explains that one of the principle reasons for the scheme is to encourage better relationships between the police and the racially diverse communities they serve.   Nevertheless, some police forces could not explain the reason why particular BAME groups had been stopped more often than others despite the provisions within the BUSS scheme.  Ã‚   Parpworth argues that this disproportionality damages the relationship between the police and community and undermines the legitimacy of the police.  Ã‚   Parpworth questions how, if forces are failing to monitor the impact of stop and search on BAME groups, po lice-community relations can improve. Parpworth concludes that despite all forces voluntarily signing up to the scheme when it was launched by the Government in 2014 only eleven forces were found to be fully compliant when assessed in 2015.   Furthermore, thirteen forces were found to be non-compliant with three or more of the five aspects of the scheme and were immediately suspended.   Parpworth suggests the scheme has failed to achieve its intended purpose and that converting elements of the voluntary scheme into statute will compel forces to observe key features of the scheme which should lead to better use of the stop and search power. The IRAC method helped me structure my answer by providing me with a comprehensive analysis framework.   I began by reviewing the facts so I could identify the issue e.g. whether the Evidential Stage had been met.   Then I considered what legal rules applied to the issues I had identified e.g. PACE 1984 and the Code of Crown Prosecutors.   Next I took the legal rules and applied them to the issues I had identified focusing on the facts relevant to the questions to reach the conclusion that the Evidential Stage had not been met.

Mariachi Music Essay -- Music Musical History Essays

Mariachi Music The origins of the word "mariachi" are not very clear. One theory, that the word came from the French word for marriage has been totally discounted. Many historians believed that the word originated when a Frenchman named Maximillian was the emperor of Mexico. Evidence of the usage of the word dates back much earlier than the arrival of Europeans, so the word had to come from somewhere else. Another theory states that the origin came from the name of the wood used to make the guitars or platforms on which the musicians performed. The most recent theory, however, dates the word back to the early 1500’s to the Coca Indian word for a musician (Ruiz, 2002). Today, the term mariachi refers to the musicians who play traditional Mexican music on streets, at celebrations, and in cafes. The history of the mariachi can be traced back to the sixteenth century and the days of the Spanish colonization. During this time, theatre was immensely popular. The instruments used in these theatrical productions included violins, guitars, and harps. It was to this time, and to these instruments, that the origins of the modern mariachi can be traced (Mexico, The Melting of Two Cultures, 1991). The modern mariachi ensemble originated in the Mexican state of Jalisco where traveling groups of musicians would play for hire in haciendas. During the Mexican Revolution which began in 1910, they were unable to perform in the haciendas as they had in the past and were forced to travel from town to town singing about, and thus carrying news about, the war. During this time, they would play for fees at celebrations or for tips in public squares and cafes (Collins, 2004). After the revolution, the music of the mariachi became a symbo... ...y.html. Mackey, C. Mucho Mariachi. Americas. (English edition). Washington: Jan 1996. Vol. 48, Iss. 1; pg. 2, 2 pgs. Mariachi History. El Mariachi.com. 2004. On-Line. Internet. http://www.elmariachi.com/library/history.asp. Mexico, The Melting of Two Cultures. Higgins and Associates. 1991. New York, NY. Ruiz, R. Mariachi – An Evolving Mexican Tradition. La Prensa. San Antonio: Dec 1, 2002. Vol. XIV, Iss. 22; pg. 8B. Sharp, J. Mariachi: From the Heart of Mexico. DesertUSA. 2004. On-Line. Internet. http://www.desertusa.com/mag04/apr/mar.html. AUDIO EXAMPLES REFERENCED Mariachi Vargas de Tecalitlan. â€Å"Guadalajara†. Serie Platino: 20 Exitos. U.S. Latin. 1997. Mariachi Vargas de Tecalitlan. â€Å"La Negra†. Serie Platino: 20 Exitos. U.S. Latin. 1997. Mariachi Vargas de Tecalitlan. â€Å"Las Maà ±anitas†. Serie Platino: 20 Exitos. U.S. Latin. 1997. Mariachi Music Essay -- Music Musical History Essays Mariachi Music The origins of the word "mariachi" are not very clear. One theory, that the word came from the French word for marriage has been totally discounted. Many historians believed that the word originated when a Frenchman named Maximillian was the emperor of Mexico. Evidence of the usage of the word dates back much earlier than the arrival of Europeans, so the word had to come from somewhere else. Another theory states that the origin came from the name of the wood used to make the guitars or platforms on which the musicians performed. The most recent theory, however, dates the word back to the early 1500’s to the Coca Indian word for a musician (Ruiz, 2002). Today, the term mariachi refers to the musicians who play traditional Mexican music on streets, at celebrations, and in cafes. The history of the mariachi can be traced back to the sixteenth century and the days of the Spanish colonization. During this time, theatre was immensely popular. The instruments used in these theatrical productions included violins, guitars, and harps. It was to this time, and to these instruments, that the origins of the modern mariachi can be traced (Mexico, The Melting of Two Cultures, 1991). The modern mariachi ensemble originated in the Mexican state of Jalisco where traveling groups of musicians would play for hire in haciendas. During the Mexican Revolution which began in 1910, they were unable to perform in the haciendas as they had in the past and were forced to travel from town to town singing about, and thus carrying news about, the war. During this time, they would play for fees at celebrations or for tips in public squares and cafes (Collins, 2004). After the revolution, the music of the mariachi became a symbo... ...y.html. Mackey, C. Mucho Mariachi. Americas. (English edition). Washington: Jan 1996. Vol. 48, Iss. 1; pg. 2, 2 pgs. Mariachi History. El Mariachi.com. 2004. On-Line. Internet. http://www.elmariachi.com/library/history.asp. Mexico, The Melting of Two Cultures. Higgins and Associates. 1991. New York, NY. Ruiz, R. Mariachi – An Evolving Mexican Tradition. La Prensa. San Antonio: Dec 1, 2002. Vol. XIV, Iss. 22; pg. 8B. Sharp, J. Mariachi: From the Heart of Mexico. DesertUSA. 2004. On-Line. Internet. http://www.desertusa.com/mag04/apr/mar.html. AUDIO EXAMPLES REFERENCED Mariachi Vargas de Tecalitlan. â€Å"Guadalajara†. Serie Platino: 20 Exitos. U.S. Latin. 1997. Mariachi Vargas de Tecalitlan. â€Å"La Negra†. Serie Platino: 20 Exitos. U.S. Latin. 1997. Mariachi Vargas de Tecalitlan. â€Å"Las Maà ±anitas†. Serie Platino: 20 Exitos. U.S. Latin. 1997.

Essay --

a) Economic: KFC Holdings (Malaysia) Bhd is currently the market leader in the fast-food industry of Malaysia. The company has developed a rigorous marketing strategy and marketing plan to retain its market share. Company has developed a marketing strategy and marketing plan to maintain the tight market. One of them is via development of products. Therefore, the effectiveness of this strategy is the long awaited for stakeholders. The latest world economic recession had also struck Malaysia inevitably. To sustain their performance, KFC has launched strategies to cope with the economic slowdown. They launch one new product every quarter with hope that KFC will achieve double-digit growth in the future. The current economic growth allowed for other form of food related business to bloom Newer blooming franchises such as Kopitiam, Oldtown and others offer heavy competition to KFC thus in order to stay in line they came up with strategy that includes reduced price of the food during certain hour of the day. The breakfast value meal sets, the lunch sets and dinner set. Thus by selling the products for a cheaper price during specific time where working adults usually go out to eat, they managed to gain customers and increase sales while the losses due to reduce price are mitigated with more purchase, resulting a net profit. Hence, by applying economic principle concerning demand and sales, they are able to offer the same quality of meal for a lesser price for the enjoyment of the community. b) Technology: Look in to the marketing strategy, KFC advertising itself Online and providing directories online of the nearest outlets and having a webpage dedicated to showing of its current promotions serves as an important aspects to ... ...s. KFC KLCC audited and certified by the competent certification body since 2005. All established Critical Control Point (CCPS) is now included in the Daily Operations Checklist which is used by all the KFC restaurants in the country. Quality control starts from supplies all raw materials. KFC conduct annual supplier audits, Audit STAR which is a proprietary program by YUM, similar in many ways to approach ISO. STAR Audit consists of two versions its the Food Safety and Quality System Audit. Either STAR Audit conducted by an international audit firm appointed third party YUM or from their own team of professional food technology from the Department of Quality Assurance KFC. KFC chicken supplier Ayamas is monitored closely by Department of Veterinary Service and has obtained the VHM (Veterinary Health Mark) Logo. It is also an ISO 9001 certified company.

Effects on Hurricane Igor

The Effects of Hurricane Igor The people of Newfoundland and Labrador are used to watching natural disasters on television, not usually do they get to expierence them up front. But on September 22, 2010 Newfoundland and Labrador was hit by Hurricane Igor,a storm that effected everyone in different ways. Some of the effects of Hurricane Igor were flooding and power outages that lasted up to 12 days. The Hurricane ripped through Newfoundland as a category 1 Hurricane, and left at least 30 communities in state of emergency.This was definitely something that the people of Newfoundland were not expecting to get so serious, and definitely were not ready for. As a result of Hurricane Igor the amount of rain that had fallen which was more than 200 millimetres caused flash floods which destroyed roads, bridges, and even homes. In some places flood water was higher than entire homes. Igor ruined thousands of homes do to water damages. Many people lost everything in there homes. One of the St. John's soccer fields were completely destroyed as a esult of the storm costing the city a lot of money. In one extreme case an 80 year old man from Random Island was swept off to sea when the road beneath him was washed away. Rain was one of the major factors causing damage but there were also other extreme factors. Power outages were also a damaging factor which effected numerous homes throughout the island. Winds as high as 140 km/h not only broke off poles but also knocked down trees which in return knocked down a large number of power lines. This power disruption affected as many as 7,000 households and usinesses leaving them without power for several days. The Eastern School District was forced to close schools. In most cases up to a week or until power was restored. To help cope with the power outages places like The Salvation Army provided assisstance to people throughout the island by providing them food, clothing and shelter. This was a great help until power restored. As a result of Hurricane Igor, people who have experienced it first hand now realize how vunerable they are to natural disasters and now know that this s not something you just watch on television. This also taught the people of Newfoundland and Labrador how to better themselves for future similar occurances. For example, there was recentley a category 3 Hurricane Leslie which caused a lot of the same distruction. But at the same time, people were better prepared to cope with the Hurricane by taking it more seriously and not just waiting until it was to late to react. Which in conclusion would have made this storm a lot worse than what it was. Sarah Stevenson