Project Management - Bubble Bee Case part 2 [sap4] Essay

Project Management - Bubble Bee Case part 2 [sap4] - Essay Example This permits removal or alteration of work assignments of the tasks affected. Leveling creates splits in the work that is remaining. This will ensure that over-allocated tasks are split before the instance of over-allocation. It restarts the remaining portion of the task at some point in time when resources are sufficient. 3. It is not easy to wholesomely resolve the over-allocation challenge, though the project end-date cannot be moved out. The reason is when using the "slack" meaning that the amount of time in which activities are delayed without the project end-date getting affected, cannot delay some tasks. Leveling only within existing slack† is an endeavor to reorganize the schedule through taking the benefit of the slack that is obtainable to resolving the problem without protracting the project. 4. Constrained resource means that the project has scarce resource though the time provided is agile. By leveling outside the slack, the over allocation challenges are settled. Nevertheless, the project duration which is 135 days, is significantly increased to 150 days. The new finish date will be 6/20/2012, instead of 5/23/2013. The managerial connotation results in the delay of the following projects employing similar resources. The critical path will be altered while project costs are increased. For instance, trial marketing will have to wait for the shelf life report to be produced. The project will delay due to the resource constraint while idle resources are costly. 6. I have learned that Gantt chart provides situations of tracking project progress as well as mapping the performance of schedule, cost and time. Leveling of resources has also allowed me to understand the implication of manipulating tasks falling within and outside the critical path. I now know that the project manager rearranges the logic of the network where critical activities are set in parallel as opposed to sequential arrangement. I have also learned that Gantt charts determine th e critical paths and aid the planners to estimate costs and guide the project to meet its obligations. Through leveling of resources, I have known use of MS project as a powerful tool to establish under or over allocation of tasks, resources and costs. The software is a quick win for project managers involved in handling large projects spanning more than two years. I am now confident in using PERT/CPM and Gantt charts to guide projects. 7. The project on bubble bee gum is optimal and can proceed without straining available resources Table 1: Gantt chart with the schedule table after leveling within slack Table 2: Gantt chart with the schedule table after leveling outside the slack References Project Management Institute. (2004). A Guide to the Project Management Body of Knowledge: PMBOK ® Guide, 3rd Edition. Newtown Square, Pennsylvania, Project Managemen

Foreign Reserves Essay Example for Free

Foreign Reserves Essay According to the article entitled â€Å"UNDP urges prudent use of excess crude funds, foreign reserves† by Saxone Akhaine, Kaduna on April 24, 2008, the Nigeria and other African nations are having several problems when it comes to socio-economic aspects. One of the best examples in this context is the country of Nigeria. Based on research, it has been said if Nigeria utilized their crude resources in a good position, they will have an economic stability. The problem in this country is that there are no source of guidance and help from other sectors so that they can use their resources properly. The Nigerian government looses its capability to obtain greater perspectives in the issue of natural resources especially crude oil that costs billions during these times. Based on my own interpretation of this article, the author discusses all the details in simple form. The author used descriptive elements to illustrate the happenings or situations in the Nigeria as well as the issues that they experience during this day aside from poverty. However, there is no concrete resolution with the problem that the author discussed because these are sensitive issues that should not be taken for granted by the authority. It is the right of the whole Nigeria to know the real situation in their society and not only within their personal lives for the reason that it manifests their everyday living. Work Cited Saxone Akhaine, Kaduna. (2008). â€Å"UNDP Urges Prudent Use of Excess Crude Funds, Foreign Reserves† http://www. guardiannewsngr. com/news/article03//indexn2_html? pdate=240408ptitle=UNDP%20urges%20prudent%20use%20of%20excess%20crude%20funds,%20foreign%20reserves

An Evaluation of Globalisation from Two Perspectives

An Evaluation of Globalisation from Two Perspectives Evaluation of Globalisation from Two Perspectives. As an Emotive Force, in Being Beneficial and a Key to  Future World Economic Development as well as  Being Inevitable and Irreversible. And as a Force that Increases Inequality Within and  Between Nations, Threatens Employment and  Living Standards and Thwarts Social Progress Introduction Globalisation as a word is that utilized in differing contexts within the public lexicon. It is one of â€Å"†¦ the most widely used- and misused – keyword †¦ in recent years, as well as being â€Å", one of the most rarely defined, the most nebulous and misunderstood, as well as the most politically effective †¦Ã¢â‚¬  (Beck and Camiller, 2000, p. 19). We tend to think of globalisation is as a modern term, first defined in the Merriam Webster Dictionary in 1944 (University of Pennsylvania, 2005) its historical roots in terms of it being a part of human history can be traced back â€Å"†¦ at least 5,000 years† (Wallerstein et al, 1980, p. 15). Said beginnings, â€Å"†¦ In the fifteenth and early sixteenth century †¦Ã¢â‚¬  is when the â€Å"†¦ European world-economy †¦Ã¢â‚¬  came into existence as â€Å"†¦ a kind of social system the world †¦(had) †¦ really known before and which is the distinctive feature of the modern world-system† (Wallerstein et al, 1980, p. 15). The underpinnings of why Wallerstein et al (1980, p. 15) take this view is that is represented an economic rather than political entity that differed from the â€Å"†¦ empires, city-states and nation-states †¦Ã¢â‚¬  that preceded it. Eisnstadt (1968, P. 41) helps to clarify the preceding by defining empire as a term utilized â€Å"†¦ to designate a political system encompassing wide, relatively high centralized territories †¦Ã¢â‚¬  which consisted of an emperor and â€Å"†¦ central political institutions †¦Ã¢â‚¬  And while empires were a primitive means by which economic domination was conducted, they laid the foundations for globalization through economic flows as represented by trade (Eisenstadt, 1961, pp. 82-107). The preceding has been utilized as an historical guide to the roots of globalisation, which is generally credited as being the individual credited with using it in an economic sense (Tedlow and Abdelal, 2005). Levitt’s definition of globalisation is based upon its applicability to corporations and products and what he termed as ‘homogenized demand’ (Tedlow and Abdelal, 2005). That view, while revolutionary at the time, in hindsight is a narrow conception of the broader concept that we understand globalisation to be in today’s terms. Shariff (2003, pp. 163-178) states that globalisation is the global process representing the homogenising of prices, wages, products, interest rates and profits that relies upon three forces, 1. human migration, 2. international trade, and 3. the swift movement of capital along with the integration of financial markets. Bhaqwati (2005, p. 3) advises that globalisation â€Å"†¦ can mean many things†. He focuses on glo balisation as being economic, constituting the â€Å"†¦ integration of national economies into the international economy through trade, direct foreign investment (by corporations and multinationals), short term capital flows, international flows of workers and †¦. flows of technology †¦Ã¢â‚¬  (Bhaqwati, 2005, p. 3). The World Bank, which agrees with Beck and Camiller (2000, p. 19) and states that there is no precise and universally agreed upon definition and, adds that over time it, globalisation, has come to encompass â€Å"†¦ cultural, political and other connotations in addition to the economic† (PREM Economic Policy Group and Development Economics Group, 2005). Their explanation of globalisation tends to focus on the economic side of the ledger, but adds that it, globalisation, is not uniform stating that in the poorer lesser developed countries it is more a case of being excluded from it rather than being impoverished by it (PREM Economic Policy Group and Development Economics Group, 2005). Hirst and Thompson (2001. p. 3) agree with the fact that there are broadly differing contexts attached to globalisation and that in today’s terms it largely means placing economic aspects in the forefront, keeping in mind the cultural, political, and social variables that are intertwin ed. The International Monetary Fund (2000) combines pieces of definitions from the preceding in stating that globalisation represents â€Å"†¦ a historical process †¦Ã¢â‚¬  which is attributable to â€Å"†¦ human innovation and technological progress†, and â€Å"†¦ refers to the increasing integration of economies †¦Ã¢â‚¬  on a global basis â€Å"†¦ particularly through trade and financial flows†. Stiglitz (2003, p. 4) asks the question as to â€Å"Why has globalization – a force that has brought so much good – become so controversial?† Bhaqwati (2005, p. 4) also asks this question as to â€Å"Why are the critics of globalization so agitated?† Hist and Thompson (2001. p. 2) also are quizzical as to this phenomenon. What is it about globalisation that has proponents lined up on one side, and antagonists on the other? This examination shall seek to equate both sides of this highly charged arena, looking at the views that see globalisation as an emotive force, where some see it as a process that is beneficial, representing a key to future global economic development that is not only inevitable, but irreversible as well. And on the other side of the fence there are those that view globalisation with hostility, and believe that is increases inequality between nations as well as within them, threatens employment along with living standards and thwarts soc ial progress. According to Giddens (2006), we are in the second phase of the debate on globalisation. His perspective is that there were discussions regarding the phase and attempting to determine what is was and is while it was unfolding. Giddens (2006) views us as being in the second phase of the debate as globalisation is firmly entrenched in economics, politics, cultural and social areas, as we again attempt to determine what it is, along with its consequences and how it can be properly accommodated. Whether one subscribes to this view is a matter of opinion, but the point is there is a debate on globalisation with one side seeing it as representing benefits to society, and the other as promoting inequalities and other negative connotations. Or, is that actually the case? Could it be that it is parts of globalisation that opponents are against? Could it be that the problem with globalisation is its inequality in that there are the nations gaining from it and distancing themselves from those la gging or being left behind? The questions are almost endless. In seeking to reach a determination, this examination will look at both side of the globalisation issue, offering those facets for and those against it. Ohmae (Ray, 2005) sees globalisation as the liberalisation of individuals, consumers, business corporations as well as regions from the confines of the nation state. He sees the world as representing a global village â€Å"†¦ because wealth will migrate across national borders†. He sees, in commercial terms, as well as in consumer terms that the world is â€Å"†¦ an increasingly borderless economy, a true global marketplace† with political influences seeking to control the process (Ohmae, 1996, p. 8). Yip (1989, p. 29) sees the process of globalisation as a ‘must’ facet that major business corporations have to participate in as a result of almost all products having foreign competitors. This preceding view not only means that a company needs to look at this from its own domestic market and staving off competition, but also from the viewpoint of growth and profits as there are customers to be won in foreign markets as well (Yip, 1989, p. 29). Yip’s corporate focus on globalisation looks at falling trade barriers as governments and regions understand the importance of opening their markets to enable them to enter others in a quid pro quo. The corporate process of globalisation results in increased competition, jobs, better products, innovation and lower prices as the lines between products, goods and services have become increasingly transparent, with consumers as the beneficiaries in the process. The opening up of markets, and the loosening of trade restrictions and borders is a positive contribution of globalisation as it makes the new battlefield one of profits, markets and expansion as opposed to conquest, war and destruction (Held et al, 1999. pp. 32-35). Globalisation’s main engine has been a result of economics, it is money that has underpinned the flow of products, printed materials, the Internet, documentaries and other informational exchanges, along with products, goods and services. The elements of increased trade have brought the need to stabilize currencies in order to permit the corporations within countries to effectively compete on the global stage and is an important underpinning resulting in the formation of the euro in the European Union. The foregoing has brought about a â€Å"†¦ high degree of economic interdependence among today’s economies †¦Ã¢â‚¬  and the preceding reflects â€Å"†¦ the historical evolution of the world’s economic and political order† (Carbaugh, 2006, p. 3). Evidence of the equalization process of globalisation can be found in the example of the United States which was the most dominate economic and political nation after the end of World War II (Carbaugh, 2006, p. 3). This has been referred to as neocolonialism, which represents Imperial powers controlling other societies through economic means on the international stage, which resurfaced after WW II, having similarities to the colonialism periods of the sixteenth through twentieth centuries (Selfa, 2002). The foregoing is driven by economic means as capitalism represents â€Å"†¦ an economic mode †¦ that †¦ operate within an arena larger than †¦ any political entity can totally control †¦Ã¢â‚¬  (Wallerstein, 1976, pp. 230). The preceding has provided capitalists, and thus globalisation, with the foundation to pursue consistent â€Å"†¦ economic expansion of the world-system †¦Ã¢â‚¬  which Wallerstein (1976, pp. 230) argues is skewed in its distrib ution of rewards. Globalisation is thus a combination of political aims to strengthen national economies through â€Å"†¦ political power, authority and forms of rule †¦Ã¢â‚¬  (Held et al, 1999, p. 32) that aids capitalism, commerce and companies. Globalisation has since evened the playing field as nations, regions and countries have devoted their efforts into strengthening their competitive positions in the commerce arena through regional trading blocks such as the European Union, ASEAN, SAARC, Organization of Petroleum Exporting Countries and other organizations evolved â€Å"†¦ the world community into a complicated system based on a growing interdependence among nations† (Carbaugh, 2006, p. 3). China has risen from a developing nation into a world power through its march into capitalism via the innovation of socialist economics, which retains the centralized Party control. Globalisation has aided in the preceding as well as the development of the Chinese military into a sophisticated technologically equipped force (Wortzel, 1994, pp. 168-170). The market reforms of 1978 has enabled the country to harness the commercial potential of its market of 1.3 billion citizens under ‘socialism with Chinese character istics’ which has transformed China from the 32nd largest trading nation in 1978 to second in terms of GDP purchasing power behind the United States (Dellios, 2004). The power of participation in the international flows of globalisation has proven its ability and potential to transform economies and nations as well as the economic balances of power. Globalisation is for most intents and purposes a Western dominated process that is influenced and guided by corporations. In pursuing international markets multinational corporations have opted on a course of standardising their product lines to permit them to make adaptations to reach foreign consumers in the quest for increased market share (Hayler, 2006). Localisation represents the adaptation of products, goods and or services to address the tastes, preferences, cultural â€Å"†¦ and other requirements of a specific target market† (W3C, 2007). A key example of standardisation combined with localisation can be found in portable telephones. Companies need a standardised approach to the production of basic components in a globalised economy for framing, wiring and related components to permit a universal platform of manufacture. With facilities in 15 countries and sales in over 130, Nokia is a prime example of a globalised company (Nokia, 2001). However, individual marke ts require localisation to appeal to consumers in the face of competition, as well as the recognition of preferences, tastes and needs. Nokia innovated the first mobile phone that was designed to provide â€Å"†¦ commands in English, Chinese, Thai, Bahasa for Indonesia and Malaysia, and Spanish for the Philippine market (Hoberg-Petersen et al, 1999). The preceding is an example of the combined utilization of standardisation and localisation required to capture consumers in the competitive globalised marketplace. Nokia’s deft understanding of the variables of the international marketplace represent the application of Porter’s (1998, pp. 59-61) value chain organization, which represents the various activities inside as well as outside a company, equating logistics, operations, marketing and sales, support activities, procurement, technology development, company infrastructure and utilizing the inputs and results from these activities to improve operations by adapti ng and changing where needed to meet the demands of the marketplace. The importance of an international stance in the today’s global economy enables corporations to cope with international competition by leveraging their domestic operations overseas and learns lessons from the unique characteristics of foreign markets to bring back to its own domestic market. The preceding expands the company’s innovation by coming to grips with specialized needs that can translate into new features and approaches that boost sales. Accepting the principle of globalisation is not a luxury that companies can afford to ignore in the face of foreign competition. It is an undeniable facet of competition as any product, goods or services that has a representative market domestically, will be under attack sooner or later by some company or companies seeking to expand. Evidence of the impact of globalisation is shown by the fact that the ratio of exports plus imports as calculated against the global gross domestic product has increased from 16% in 1960 to 40% in 2001 (World Bank, 2002). The forgoing seemingly suggests that localizing products, goods and services from a standardised format to meet the needs of individual markets has proven successful. But, in the larger scheme of things, is globalisation actually helping to increase inequalities between nations and threatening living standards, social progress and employment? As in all questions, there are two sides to every story. The preceding is a highly complex principle to equate as well as measure, as such is dependent upon the relative sophistication of a country’s ability to meet the varied demands of globalisation called for through institutions, infrastructure development, educational systems, professional and skilled worker training and development, access to raw materials, governmental practices and internal policies. It is simple enough to look at examples of inequality, and related factors, however, in the case of Africa and Latin America, they have only recently opened their markets, beginning in the 1980s, as opposed to the United States, Europe and Japan, which were all engaged in the process shortly after World War II (Bardhan, 2006). China adopted market reforms and changed the precepts of socialism to accommodate a process that enabled them to harness their educational, industrial and internal systems and infrastructure to utilize globalisation to reinforce the power of the state. The ir example points to the internal resourcefulness of government to utilize means to transform the way things were done, into what they viewed as needing to be done (Bardhan, 2006). In a free market system inequalities mark the underpinnings of the business process as companies seek lowered costs via which to produce what they are in business for. Such means moving facilities and or processes to those locales that will enable them to maintain quality, but cut costs, and labor, represents the largest cost item. In a report titled â€Å"A Compendium of Inequality† (Martens, 2005) which refers to a United Nations Development Report published in 2005, found that approximately fifty countries, of the total one hundred and seventy-five countries studied, lost ground in terms of their economic standing, GDP and other areas. In order to achieve economic progress, reduce poverty and improve their quality of life, developing countries need increased employment opportunities, improved labor productivity and governmental incentives to attract industry and business as well as to develop them internally. Achievement of the foregoing requires a sustained productivity growth along with increased capacity of the country’s populace in skills and development that will foster the conditions for the attraction of multinational companies and permit the country to compete on the international stage (Little, 2005). Multinational companies bring with them advanced production and management techniques as well as offer increased wages in terms of relative practices thus increasing the standards, thereby attracting the better labor from the available employment pool. The process is slow, yet effective, and the foregoing represent facets used by China, India, Brazil, and the Asian Tigers, South Korea, Taiwan, Hong Kong and Singapore, that aided these countries in making progress in global commerce. Conclusion Globalisation can trace its roots back over 5,000 years, with the modern application of the term credited to Levitt (Tedlow and Abdelal, 2005). The consistent evolution of globalisation has caused theorists and scholars to define and redefine the term with the understanding that in its present complexities that there is no universally agreed upon definition to adequately describe the process that includes economics, social processes, cultural facets, political considerations and the complex entangled web of interdependent relationships these areas have. In this examination, the term globalisation has been narrowed to focus on its economic and business ramifications in examining whether the process is beneficial, and a key to future world economic development that is inevitable and irreversible, or is it a process that promotes inequality within as well as between nations that threatens employment along with living standards and thwarts social progress. And while globalisation does ha ve its less than desirable effects, it has proven its worth in lowering international borders to increase trade, migration and stabilize currency and capital flows in an era that has seen unprecedented growth in innovation, communications and the seeking of a better understanding of humanity’s needs. The process is not going to disappear or reverse itself as whether we like it or not, the world is driven by economics and the interests of corporations to generate profits on behalf of stockholders, and stakeholders in addition to the vested self interests of governments to protect and foster favorable business conditions for corporations that generate employment and pay taxes to support the political structure. The preceding has been and will continue to be an interdependent relationship that has existed since the Chinese dynasties, through the Egyptian era, as well as the Greek and Roman empires. It is not a question of what direction the world is going in, but one of the direction the world has always been going. Corporations are not going to disappear and our way of life that has been evolving change. Commerce, trade and the migration of people has always been with us, globalisation is just the present form that has manifested itself as have as conquests, exploration and wars in addition to trade and commerce been the former means that mankind has utilized from the beginnings of civilisation. As history has taught us, the more advanced nations use the less advanced to further their ends, with the offshoot of the process that the weaker nations through this association, become stronger and sooner or later establish their own independence and dominance in a never ending cycle of ebbs and flows that has seen shifts in political and economic power. Such was the case with the British empire, the rise of the United States, the emergence of the European Union, the development of regional trading blocks and the ascension of China. This examination has shown that while globalisation does have its inequalities and less than desirable points, it, as in all human endeavours, is an evolutionary process that is still learning from itself. As we progress as a race of peoples, so to does our understanding of our mistakes and the drive to correct them. Institutions such as the United Nations are proof of this evolutionary process. Thus, the faults in globalisation do not lie in its proces s, but in our application of them, which those whom opposed to it aiding in pointing out its shortcomings. As we learn, we listen and reshape ourselves to devise ways to better serve ourselves as well as humankind. The examples presented herein point to the foregoing. Bibliography Bardham, P. (2006) Does Globalization Help or Hurt the World’s Poor. 26 March 2006. Scientific American Beck, U., Camiller, P. (2000) What is Globalization. Polity Press Bhaqwati, J. (2005) In defense of Globalization. Oxford University Press Carbaugh, R. (2006) International Economics. Academic Internet Publishers, Inc. Dellios, R. (2004) The Rise of China as a Global Power. Retrieved on 29 January 2007 from http://www.international-relations.com/CM6-2WB/GlobalChinaWB.htm Eisenstadt, S. (1968) Empires. International Encyclopedia of the Social Sciences Eisenstadt, S. (1961) The Causes of Disintegration and Fall of Empires: Sociological and Historical Analysis. Vol. 34. Diogenes Giddens, A. (2006) The Second Globalization Debate. Retrieved on 27 January 2007 from http://www.edge.org/3rd_culture/giddens/giddens_index.html Hayler, A. (2006) Standardization is not the answer to the challenge of globalization. Retrieved on 28 January 2007 from http://www.businessintelligence.com/ex/asp/code.145/xe/article.htm Held, D., McGrew, A., Goldblatt, D., Perraton, J. (1999) Global Transformations: Politics, Economics and Culture. Stanford University Press Hirst, P., Thompson, G. (2001) Globalization in Question: The International Economy and the Possibilities of Governance. Polity Press Hoberg-Petersen, T., Stuart, C., Wetstone, R. (1999) Nokia Mobile Phones: A Lesson in International Strategy. Yale School of Management International Monetary Fund (2000) Globalization: Threat or Opportunity. Retrieved on 28 January 2007 from http://www.imf.org/external/np/exr/ib/2000/041200.htm#I Nokia (2001) Nokia Helps Lead IT Industry to Customers with Disabilities. Retrieved on 29 January 2007 from http://www.design.ncsu.edu/cud/projserv_ps/projects/case_studies/nokia.htm Ohmae, K. (1996) End of the Nation State: The Rise of Regional Economies. Touchstone Porter, M. (1998) Competitive Advantage: Creating and Sustaining Superior Performance. Free Press PREM Economic Policy Group and Development Economics Group (2005) Assessing Globalization. Retrieved on 28 January 2007 from http://www1.worldbank.org/economicpolicy/globalization/documents/AssessingGlobalizationP1.pdf Ray, J (2005) Ohmae’s Subversive Definition of Globalization. Retrieved on 18 January 2007 from http://www.heritagetidbits.com/archives/2005/08/ohmaeas_subvers.htm Selfa, L. (2002) A New Colonial Age of Empires? May-June 2002. International Socialist Review Shariff, I. (2003) Global Economic Integration: Prospects and Problems. Vol. 1, Issue 2. International Journal of Development Economics Stigliz, J. (2003) Globalization and its Discontents. W.W. Norton Company Tedlow, R., Addelal, R. (2005) Theodore Levitt’s â€Å"The Globalization of Markets†: An Evaluation After Two Decades. Retrieved on 28 January 2007 from http://media.wiley.com/product_data/excerpt/79/07879685/0787968579.pdf University of Pennsylvania (2005) A Very Long-Term View: Globalization Since the Fourteenth Century. Retrieved on 27 January 2007 from http://www.sas.upenn.edu/~dludden/global1.htm W3C (2007) Localizations vs. Internationalization. Retrieved on 28 January 2007 from http://www.w3.org/International/questions/qa-i18n Wallerstein, I. (1976) The Modern World-System: Capitalist Agriculture and the Origins of the European World Economy in the Sixteenth Century. New York Academic Press Wallerstein, I, Tilly, C., Shorter, E. (1980) The Modern World-System I: Capitalist Agriculture and the Origins of the European World-Economy in the Sixteenth Century. Academic Press World Bank (2002) Financing the Poorest Countries. Retrieved on 28 January 2007 from http://www-wds.worldbank.org/servlet/WDSContentServer/WDSP/IB/2002/09/06/000094946_02082404015853/Rendered/INDEX/multi0page.txt Wortzel, L. (1994) China Pursues Great Power Status. Vol. 38, Issue 2. Orbis Yip, G. (1989) Global strategy in a world of nations. Vol. 30. Sloan Management Review

Methodology And Benefits Of Ecotel Hotels Tourism Essay

Methodology And Benefits Of Ecotel Hotels Tourism Essay ECOTEL ®? ECOTEL ® is an environmental certification that enables hotels to be truly green, socially responsible, and sustainable over the long term by involving the entire value chain of owners, architects, operators, employees, suppliers and hotel guests. What is the ECOTEL ® Methodology? The ECOTEL ® methodology evaluates a hotels systems, processes and practices for environment friendliness through a stringent assessment of its range, scope and results across five crucial parameters, known as The Five Globes. These are: Environment Commitment, Solid Waste Management, Energy Management, Water Management, and Employee Education and Community Involvement. To be certified as an ECOTEL, a hotel must score the minimum qualifying percentage on each of the globes. What are the benefits for ECOTEL ® Hotels? †¢ Lower operating costs, greater profits through a focused effort on reducing waste generation and increasing operational efficiencies. †¢ Enhanced visibility for members through the ECOTEL ® website who also gain access to the reservation engine and other marketing features. †¢ Publicly recognized branding for hotels that may have/not have partnered with international chains. †¢ Value for money, as the cost of certification is comparatively lower than others to enable hotels to truly benefit from the transfer of knowledge. HISTORY of ECOTEL ECOTEL ® was developed by HVS in association with the Rocky Mountain Institute, USA with the help of engineering and hospitality experts. Conceptualized in 1994 by HVS the worlds leading consulting and services organization focused on the hotel, restaurant, shared ownership, gaming, and leisure industries ECOTEL was a pioneering program specific to hospitalityWhy should you choose to be an ECOTEL ®? Rigorous standards used for the certification methodology that are regularly updated to keep current with scientific advances and international thinking. Specific to hospitality as ECOTEL ® is managed by HVS, a global consulting giant in hospitality. Recognition of hotelà ¢Ã¢â€š ¬Ã‚ specific green operations with hotels demonstrating substantial such evidence encouraged to seek certification, instead of just those who could build in the features. Broader in scope than other certifications as it enables a hotel to function responsibly while positively impacting the local community. Handholding throughout certification period, as clients are updated and assisted to improve their performance through consultation, training and identification of operational areas where they can improve efficiencies and cut back consumption. Spans the positioning spectrum, recognizing high levels of environment commitment and environmentà ¢Ã¢â€š ¬Ã‚ friendly operations in hotels irrespective of size, positioning, or profile. How to be an ECOTEL ®? Hotels seeking the ECOTEL ® Certification are assessed for their environmental readiness through a property walkthrough, which entails inspection of different departments and random interviews with hotel staff. As per their status, they are either awarded the specific certification or enabled through a customized blueprint to achieve a specific level. In case of the later, the hotel is finally audited after the intervention and awarded the certification The Five Globes The methodology for the ECOTEL Certification is centered upon the idea of the Five Globes or five areas of certification, which together encompass the processes, systems and practices that ensure an environmentally responsible hotel operation. An audit is undertaken in each of these globes based on an audit checklist. The audit checklist for each of the globes is very well researched and based on scientific and technological advances and international charters and treaties specific to saving the environment. Environment Commitment A hotel demonstrates its environmental commitment through wide ranging programs and best practices that minimise its impact on the environment throughout its value chain while lowering overall business costs. Solid Waste Management For the hospitality industry, the waste created by daily operations is an ongoing challenge. In addition to incurring the costs of waste disposal, hotels need to also allocate valuable back-of-the house space for waste to be stored and sorted. For hotels, a good waste management strategy results in greater operational efficiencies, keeping waste out of the landfill, and reducing greenhouse gas emissions. Energy Management Energy is among the fastest-growing cost items for the lodging industry worldwide. In India, it approximates 8-15% of a hotels gross revenue. While design and operating system-improvements provide the framework for conservation of resources, large energy savings and thereby economic efficiency results through the switch to low-cost, easy-to-implement alternatives and a regular maintenance schedule. Water Management The rampant overusing and wasting of water along with global warming has led to a water-scarcity challenge that has serious implications for the global community and economy. A good water management strategy includes conservation of water through Efficient technology and programs, recycling through measures like grey water treatment, as well as earth-friendly practices like ground water recharge and rainwater harvesting. Employee Education and Community Involvement Motivating employees to understand the need for a change to environment-friendly practices, believing in them, and adapting them is a necessity for environmental initiatives to be both successful and sustainable. A well-thought out and well-executed education and training effort enables this. ECOTEL hotels also raise eco-consciousness in the community through either awareness campaigns or practices that can be built into the community, thus truly facilitating a change for a better environment. The graphic on the right shows the ECOTEL logo represented by the Earth in the centre, surrounded by the five globes or areas of ECOTEL Certification. Together, these five globes encompass the processes, systems, and practices of environmentally responsible hotel operations. Thus, the image conveys that ECOTEL through its five globes is a Certification that cares for the WORLD. Certification Details The certification is valid for a period of one year only, after which members must reapply. It is applicable to hotels irrespective of a member hotels country of origin since it is designed specifically for recognizing environmentà ¢Ã¢â€š ¬Ã‚ friendly systems, operations, and practices in hospitality. The Process The Process for Certification is typically undertaken in three steps, which are: D:Z-ArenaSIMSR AssignmentsPOMECOTELFlowChart.gif Step One: Property Assessment: In an effort to understand the current standards observed by the hotel, an in-depth assessment of the property is conducted covering all the relevant areas of focus. The inspection includes: Interviews with the management and staff to comprehend the propertys commitment to environment. Physical inspection of the subject property including back-of-the-house areas to evaluate the systems employed for undertaking environment friendly operations. Collating data on consumption of various resources such as electricity, water, diesel, and chemicals among others to assess the processes for environment friendly operations. Interviews with the staff to assess their knowledge, attitude, and training levels to carry out environment friendly operations. This stage of the certification process culminates in generation of a Property Assessment Report that details the propertys baseline status as regards achieving minimum standards considered essential for an ECOTEL. Step Two: Roadmap for Certification:- If the hotel wishes to certify itself as an ECOTEL, our team prepares a detailed blueprint for the certification in conjunction with the hotels management team. This Roadmap for Certification includes mutually decided targets, technology, and training workshops that will enable the hotel to become an ECOTEL. The process is estimated to take upto 5-6 months and will include training initiatives, inclusion of best practices as part of the hotels standard operating procedures and the necessary capital infusion where required. Phase Three: Audit: A final audit of the property shall then be conducted and a certification awarded on its successful completion. Rating System: The hotel is rated on the parameters defined in our checklists covering the five globes. Our methodology rates every standard on a Likert scale, assigning weights to them based on their contribution. The checklists have a predefined minimum standard, Primary Criteria, which every participating hotel has to clear before being certified as an ECOTEL.

G Proteins :: Biology Essays Research Papers

G Proteins Proteins play various important roles in inter-neuronal communication. Receptor sites are made up of proteins and the ion channels in the cell membranes are proteins. The link between the receptor sites and the protein channels sometimes is the guanine nucleotide-binding protein, better known as G Protein. (1) The basic structure and function of these shall be explored in the following. In order for neuron communication to occur, the post-synaptic neuron must have receptor sites for the neurotransmitters released by the pre-synaptic neuron. Also, these neurotransmitters, by binding on to the receptors, must bring about a change in the post-synaptic neuron, namely an EPSP (excitatory post-synaptic potential) or an IPSP (inhibitory post-synaptic potential), which may or may not lead to an action potential triggering in the post-synaptic neuron. EPSPs and IPSPs are produced in the post-synaptic neuron due to variations in either the Na+ or Cl- concentrations within the neuron. A change in concentration occurs when the protein channels which gate ion flow, permit Na+ or CL- to migrate across the cell membrane. The question now is, what causes the protein channels to open to Na+ or Cl-. In essence, there are three manners in which the ion flow can come about. The simplest way in which neurotransmitter-receptor binding can cause the opening of the protein channels is when the receptor is located immediately on top of the protein channel. Once a neurotransmitter binds on to the receptor, it causes the protein channel to permit ion flow. Receptors can also be acting on protein channels in more indirect fashion, via a second messenger system. A second messenger system is characterized by a G Protein's inclusion in the transduction of "signals from the transmembrane receptors to intracellular effectors." (1) That means, the binding of a neurotransmitter to a receptor activates a G Protein, which causes the protein channels gating ion flow to open. For this, two general mechanisms exist. Before they can be explained, however, the structure and dynamics of the G Protein must be considered. G Proteins are heterotrimic substances, i.e. they are composed of three subunits, alpha, beta and gamma. The alpha subunit of a G Protein is looked upon as the active subunit, as it binds GDP (guanine diphosphate) when it is inactive, but exchanges GDP for GTP (guanine triphosphat) when active (2) and acts as the "messenger" between the receptor sites and the effector. The beta and gamma subunits aid the alpha subunit to bind to membranes.

Personal Narrative - My Childhood Memories :: Papers

PAIN! Lots of pain! I thought I was dying! I slammed into the ground my leg now at a very odd angle! I screamed! I heard footsteps running towards me screaming for me to answer, but I couldn't find the energy to do so! I closed my eyes and then I fainted! When I was small about six or seven years of age. I remember playing in our local park, on the biggest climbing frame I had ever seen. I would climb so high I'd swear I could reach the sky. I'd play for hours and hours everyday of the summer holidays. But one afternoon was enough to change my view of my climbing adventures of fun and fantasy forever. The excitement disappeared all because of one accident. The day began as usual with my mum taking me to the park to play on the climbing frame and to feed the ducks. My mum and I walked to the duck pond to feed the ducks. I was having a great time. There were big ducks, small ducks, fat ducks and thin ducks every kind of ducks you can imagine some did look pretty funny I remember telling my mom in Vietnamese as that time she didn’t know the English language very well. After feeding the ducks we headed for the climbing frame. I ran down to the climbing frame my mum in hot pursuit. I pushed through the gate as fast as I could, running towards the climbing frame. I quickly began to climb to the top. I could hear my mum below badgering me to slow down. I ignored her! Oh how I wish I'd listened to her instead. It happened all of a sudden, I lost my grip and fell painfully back down to earth I then recall waking up in an ambulance my head throbbing with pain. I felt my face with my shaking hand. My eyes were all wet, I'd been crying. As I opened my eyes a women peered kindly at me! "Hello," she said, "how are you feeling?"

Marketing Planning Essay

Assume you have been appointed as a marketing consultant for Jollibee. As part of the international expansion program, the management wants you to prepare a report to identify marketing opportunities. The report should cover the following information: a) Identify three potential markets for expansion Jollibee Foods Corporation (JFC) is banking on franchising and overseas expansion to continuously boost its earnings in the long run. The aggressive expansion program is in line with doubling the company’s earnings in 5 years, company officials said. JFC board chairman Tony Tan Caktiong said the ideal business mix is 50-50 for franchising and company-owned expansion. JFC’s branches outside the Philippines are all company-owned, except those in the Middle East. In the Philippines, 45% of the stores are company-owned while 55% are franchised. For its overseas expansion, CEO Ernesto Tanmantiong said the quick-service restaurant chain plans to expand its global footprint by putting up stores in Malaysia, Myanmar, Europe and Japan â€Å"after five years because we need to focus on China and the US.† JFC is also branching out in Canada next year while the company is still studying prospects in Indonesia, one of the fastest growing economies in Southeast Asia. The potential markets for expansion are the following: Three Options for Expansion Papua New Guinea- Raising the Standard New Entrant into 3 store fast food chain Tingzon offered to put up all capital required Hong Kong- Expanding the Base 3 Store already established, possibility of a 4th one. High volume with Filipinos but not with residents (Chinese) 4th store location high traffic but few Filipinos California-Supporting the Settlers Success in Guam led them to believe US had potential Food Appealed to Filipinos and Americans Decided on Daly City-Large Filipino population Plans to appeal to Asian Americans and then Hispanic Americans b) General information about the potential markets (geographical location, capital, population, per capita income, literacy rate, language spoken) Geographical Location Jollibee started with five branches in 1978 and has grown to a strong network of a total of 801 stores in the country, and 96 stores internationally. In total, Jollibee has 896 stores worldwide as of November 2013. It is the largest fast food chain in the country with international locations in Brunei, Hong Kong, Indonesia, Kuwait, Malaysia, Qatar, Saudi Arabia, Singapore, Vietnam, the United States, and Canada. JFC is planning to expand Jollibee to other markets like Europe. Asia Brunei (launched 1987) Hong Kong (launched September 1996) Indonesia (to be launched 2015) Kuwait (launched 1995) Malaysia (to be launched 2015) Philippines (main hub) Qatar Saudi Arabia (launched 1995) Singapore (launched 2013) Vietnam (launched October 1996) North America United States (launched 1998) Canada (to be launched 2015) The first Jollibee branch in Vietnam was opened on October 1996 at the Super Bowl in Ho Chi Minh City. To date, Jollibee has more than 30 stores in Vietnam, they are located in the cities of Ho Chi Minh, Hanoi, Da Nang, Nha Trang, in the provinces of Vinh Phuc, Dong Nai and all provinces in the  Mekong Delta Region. In Hong Kong, there is currently one branch located in Central. At present, it is in the process of being renovated, while the opening of a second branch in the country is currently under consideration. As of end-September 2012, Jollibee was operating 2,040 stores in the Philippines for all of its brands: 765 for Jollibee, 383 for Chowking, 201 for Greenwich, 209 for Red Ribbon, 457 for Mang Inasal and 25 for Burger King. PAPUA NEW GUINEA: There are five million people in Papua New Guinea with extremely limited fast food options. Jollibee can come in and set a high standard, attract many customers, and scare future investors away. However they would have to quickly add three to four stores to be competitive and cover costs. There was also question as to whether the area could handle 20 stores. Either they will get the first mover advantage or they will sustain huge loss. Since the benefits offered by the local partner are uncertain and profit potential is low, Jollibee should not seek to enter New Guinea at this time. HONG KONG: In Hong Kong, Jollibee are located near a very densely populated area, which has a very loyal Filipino customer base. These people gave them great business on the weekends, but sales fell off during the week because the local Hong Kong people rarely frequented the Jollibee establishment. Also, there were tremendous problems with the Chinese stores. All of the managers resigned and many employees quit because the Chinese like to work for Chinese. There was obvious friction between the Chinese and Filipino’s. While the fourth store in Hong Kong represents a valuable learning opportunity, it will not generate the revenues needed to build a global empire. Catering to the local Chinese palette would allow Jollibee to build its competitive advanta ge by learning to balance flexibility in menu offerings with consistency across the global brand. Additionally, a success in cosmopolitan Hong Kong could give Jollibee the brand exposure it needs to attract better partners. However, given the staffing issues and uncertainty involving the local Chinese customer, it would be better for Jollibee to improve its current operations, rather than to commit additional resources to a new store. CALIFORNIA: It will be a very good idea to target the Asian community living in U.S and California is the best place to start from. The intense competitive atmosphere of US fast food market will provide Jollibee tremendous opportunity of global learning. Furthermore, they also discovered that there were many elements of their  restaurants that appealed to Americans. Similarly, there was great support from Filipino-Americans. Likewise, Jollibee was going to expand throughout California before it moved east. They were determined to gain recognition. Another helpful aspect is the diversification of America. In any given city a person can find Chinese, Italian, Greek, Spanish, Japanese, American, German, Polish, Indian, and other ethnic restaurants. Americans like to try food of different cultures and there is no reason to believe that we will not try Filipino food. There is very little reason to believe that Jollibee cannot successfully enter the fast food market in the United States. But on the other hand, United States is home to some of Jollibee’s most formidable competitors. As a late-mover, it will be difficult for Jollibee to obtain access to the distribution channels, suppliers, and store locations which allowed it to become a cost leader in the Philippines. Additionally, aside from its experience in Guam, Jollibee does not have any real experience operating in a Western business environment. c) Specific information about each market (legal and ethical requirements, market trends, competitors, size of the market, potential sales volume) Legal and ethical requirements When markets in foreign countries offer a higher profit potential than your home market, it makes sense to expand internationally. As you prepare your expansion and research target markets in other countries, you will often find that the legal structures and ethical frameworks differ substantially from those in the United States. You have to address the legal and ethical issues of your entering these markets to make your expansion a success. Traditional Small Scale Bribery- involves the payment of small sums of money, typically to a foreign official in exchange for him/her violating some official duty or responsibility or to speed routine government actions (grease payments, kickbacks). Large Scale Bribery- a relatively large payment intended to allow a violation of the law or designed to influence policy directly or indirectly (eg, political contribution). Gifts/Favours/Entertainment- includes a range of items such as: lavish physical gifts, call girls, opportunities for personal tr avel at the company`s expense, gifts received after the completion of transaction and  other extravagant expensive entertainment. Pricing – includes unfair differential pricing, questionable invoicing – where the buyer requests a written invoice showing a price other than the actual price paid, pricing to force out local competition, dumping products at prices well below that in the home country, pricing practices that are illegal in the home country but legal in host country (eg, price fixing agreements). Products/Technology – includes products and technology that are banned for use in the home country but permitted in the host country and/or appear unsuitable or inappropriate for use by the people of the host country. Tax Evasion Practices – used specifically to evade tax such as transfer pricing (i.e., where prices paid between affiliates and/or parent company adjusted to affect profit allocation) including the use of tax havens, where any profit made is in low tax jurisdiction, adjusted interest payments on intra-firm loans, questionable management and service fees charged betwee n affiliates and /or the parent company. Illegal/Immoral Activities in the Host Country – practices such as: polluting the environment, maintaining unsafe working conditions; product/technology copying where protection of patents, trademarks or copyrights has not been enforced and short weighting overseas shipments so as to charge a country a phantom weight. Questionable Commissions to Channel Members – unreasonably large commissions of fees paid to channel members, such as sales agents, middlemen, consultants, dealers and importers. Cultural Differences – between cultures involving potential misunderstandings related to the traditional requirements of the exchange process (e.g., transactions) may be regarded by one culture as bribes but be acceptable business practices in another culture. These practices include: gifts, monetary payments, favours, entertainment and political contributions. Involvement in Political Affairs- related to the combination of marketing activities and politics including the following: the exertion of political influence by multinationals, engaging in marketing activities when either home or host countries are at war or illegal technology transfers. Market trends More focus on youths Popular trendy cafà © Wi-Fi internet access Creative location Multi branding Cleanliness environment Competitors Size of the market Claimed market size Jollibee was able to capture 65% of the market share in hamburger market in the Philippines. The JFC reported Php 82 billion by the end of 2011 Based on the annual report of JFC, Jollibee earned Php 50 billion revenue on 2011 Total sales of JFC claiming 65% market share is Php 82 billion. The total market share is Php 126 billion Potential sales volume Local fast food giant Jollibee Foods Corp. grew its 2013 net profit by 24.5 percent year-on-year to P4.64 billion as sales from its restaurant network here and abroad expanded by a double-digit pace. In the fourth quarter alone, JFC’s net profit rose by 20.3 percent year-on-year to P1.52 billion. System-wide retail sales—a measure of consumer sales from company-owned and franchised stores—grew by 13.9 percent in the fourth quarter and by 12.8 percent for the full year, to P28.87 billion and P104.1 billion, respectively. The full-year retail sales growth marked the highest rate of rise in organic sales in six years and allowed JFC to breach the P100-billion mark for the first time, JFC chief operating officer and incoming chief executive officer Ernesto Tanmantiong said in a statement. Apart from growing its sales volume and distribution network, JFC also unlocked higher margins by improving the operating efficiency of its growing store chain. Net income margin for 2013 increased to 5.8 percent from 5.2 percent the previous year. JFC opened a total of 98 stores in the fourth quarter—the highest number opened in a single quarter in the company’s  35-year history. It ended 2013 with an international store network of 2,764, of which 2,181 are in the Philippines. â€Å"Our progress in building the business has been taking place across our brands in different countries. In the years ahead, we look forward to further strengthening our brands and accelerating our profitable growth by keeping our intense focus on the fundamentals of our business for the benefit of our consumers: Superior product quality and taste, value, service, restaurant experience and store locations made possible by an even stronger JFC organization,† Tanmantiong said. For 2014, Jollibee has earmarked P6.3 billion in capital spending. It will be used to open new stores and renovate old ones. The budget is higher than the P4.1 billion capital outlays in 2013, when the company opened 235 new stores. In the fourth quarter of 2013, system-wide sales in the Philippines alone rose by 12.2 percent, while business grew by 19.2 percent in China, 17.2 percent in the United States, and 35.3 percent in Southeast Asia and the Middle East. In Southeast Asia, growth was led by Vietnam, where business rose by 40.2 percent. Same store sales across its global network for the fourth quarter grew by 8-9 percent year-on-year on higher customer traffic and purchases per store. With higher net profit last year, JFC’s return on equity improved to a 15-year high of 21.3 percent from the 18.3 percent seen in 2012. Aside from the flagship Jollibee brand, JFC operates Chowking, Greenwich, Red Ribbon, Mang Inasal and Burger King. In China, it operates the Yonghe King, Hong Zhuang Yuan and San Pin Wang chains. It likewise has a 50-percent stake in the joint venture operating Highlands Coffee (in Vietnam and the Philippines), Pho24 (in Vietnam, Indonesia, Philippines, Hong Kong, Macau and Cambodia) and 12 Sabu (China). d) An assessment of external factors for each market (PEST analysis) The general environment consisting of 6 segments and the analysis of its effects on Jollibee is as shown below. Demographic In the local Philippines context, the million consumers walking into Jollibee’s stores daily represent strong demand for its products. The uniqueness of the geographical landscape of Philippines has also made it a challenge for fast-food companies. Globally, there are many Filipinos workers situated in the overseas market, especially in the United States where there are estimated to be around 2 million Filipino immigrants.  Besides the US, many Filipinos are also situated in parts of Asia such as Hong Kong, Brunei and Indonesia. Not limiting to Filipinos, their stores have also attracted other Asians to eat at their restaurants. Economic The growing economic capabilities of developing countries have attracted major players in the fast food industry to establish their stores there. Likewise for Jollibee, the growing market possibilities in Indonesia for Chinese food enabled Jollibee to venture into the market by introduction of Chowking Brand. The potential China market for fast food also led Jollibee to acquire 85 percent ownership in Yong he King Chain. Sociocultural The social and cultural of each country differs from one another. For example, a Chinese might prefer to have noodles instead of rice in Japan. In our case of Jollibee, the â€Å"langhap-sarap† concept adopted by them may be hugely popular to Filipinos consumers, but this concept may not do so well in global markets. Foreign consumers might not like the traditional taste of Jollibee’s food, as compared to bigger global players such as McDonald. Global The ever changing global landscape is one of the critical factors Jollibee has to consider. As illustrated in the case study, Philippines have seen major global players entering the fast-food market having a take on this pie. Although Jollibee have always been the dominant in this segment, competing in foreign markets seems to be in a different story. Not only they have to penetrate the foreign market with their proven and successful local recipe, they would also have to compete against already established players such as McDonald, Wendy’s and KFC. e) Estimate the costs, risks, financial viability for each market. Papua New Guinea: Raising the Standard In early 1996, at the recommendation of Quality Assurance Manager Gil Salvosa, a local New Guinea entrepreneur in the poultry business approached Tony Kitchner about a Jollibee franchise. He described a country of five million people served by only one poorly managed, 3-store fast-food chain, that had recently broken ties with its Australian chicken restaurant franchise. â€Å"Port Moresby does not have a  single decent place to eat, â€Å"he told Kitchner. He believed Jollibee could raise the quality of service and food enough to take much of the Australian chain’s market share while discouraging further entrants. Although the original plan had been to open just one store in the foreseeable future—in the capital, Port Moresby—Tingzon was certain that the franchisee could only cover the costs of developing the market if he put in at least three or four stores soon after. But he was uncertain whether Papua New Guinea coul d support the 20 stores that he saw as the target critical mass for new markets. (For comparison, in the Philippines, approximately 1,200 fast food outlets competed for the business of 75 million people. GNP per capita in both countries was almost at US$2,500.) Hong Kong: Expanding the Base Also on Tingzon’s plate was a proposal to expand to a fourth store in Hong Kong. The franchise, owned by Jollibee in partnership with local businessmen and managed by Tommy King, TTC’s brother-in-law, opened its first store in September 1996 to instant, overwhelming success. Located near a major transit hub in the Central district, it became a gathering place for Filipino expatriates, primarily domestic workers. However, appealing to the locals had proven more difficult. While volume was high on weekends, when the Filipinos came to Central to socialize, it fell off during the week, when business was primarily from local office workers. Although two more stores in Central had attracted many Filipinos, they both relied extensively on Chinese customers and generated sales of only about one-third of the first outlet. One problem was that, despite strenuous efforts, Jollibee had been unable to hire many local Chinese as crew members. According to one manager, Chinese customers who did not speak English well were worried that they would be embarrassed if they were not understood by the predominantly Philippine and Nepalese counter staff. Another problem was that in a city dominated by McDonald’s, Jollibee’s brand recognition among locals was weak. Working with Henry Shih, the sub-franchisee who owned the second store, Jollibee staffs were trying to help launch a thematic advertising campaign, but due to the Hong Kong operation’s small size, the franchise could not inject sufficient funds. California: Supporting the Settlers Soon after signing his contract, Tingzon had learned of year-old plan to open one Jollibee store per quarter in California starting in the first quarter of 1998.Supporting TTC’s long-held belief that Jollibee could win enormous  prestige and publicity by gaining foothold in the birthplace of fast food, Kitchner had drawn up plans with a group of Manila-based busine ssmen as 40% partners in the venture. Once the company stores were established, they hoped to franchise in California and beyond in 1999.Much of the confidence for this bold expansion plan came from Jollibee’s success in Guam, a territory of the US. Although they initially targeted the 25% of the population of Filipino extraction, management discovered that their menu appealed to other groups of Americans based there. They also found they could adapt the labor-intensive Philippine operating methods by developing different equipment and cooking processes more in keeping with a high labor cost environment. In the words of one International Division veteran, â€Å"In Guam, we learned how to do business in the United States. After succeeding there, we felt we were ready for the mainland. â€Å"The plan called for the first store to be located in Daly City, a community with a large Filipino population but relatively low concentration of fast-food competitors in the San Francisco area. (With more than a million immigrants from the Philippines living in California, most relatively affluent, this state had one of the highest concentrations of Filipino expatriates in the world.) The menu would be transplanted from the Philippines without changes. After initially targeting Filipinos, the plan was to branch out geographically to the San Francisco and San Diego regions, and demographically to appeal to other Asian-American and, eventually, Hispanic-American consumers. The hope was that Jollibee would then expand to all consumers throughout the U.S.Like the expansion strategies in PNG and Hong Kong, this project had momentum behind it, including visible support from Filipino-Americans, strong interest of local investors, and, not least,TTC’s great interest in succeeding in McDonald’s back-yard. f) Rank the opportunities in terms of their viability and likely contribution to the business According to the corporate website, Jollibee International currently has over 50 locations in Brunei, Hong Kong, Vietnam, Saudi Arabia, Qatar, and U.S. There are now a total of 26 Jollibee stores in the U.S. including 9 stores in Northern California, 15 stores in Southern California, one store in Las Vegas, and one store in New York. According to Jollibee’s website, the company has modified its global strategy and stopped international  franchising temporary. The California franchise has been a success. Since opening the first U.S. store in Daly City in 1998, the company has expanded their U.S. presence to a total of 26 stores. The company has the advantage in the California market because there are a lot new immigrants entering the state with 80,000 Filipino migrating per year. Jollibee currently has only one Hong Kong store located in Central, implying that at least two Central stores have been closed since 1998 in addition to the Kowloon district store. Finally, there is no Jollibee presence in Papua New Guinea indicating that efforts to expand to this country were not successful. References: http://www.pinoyinvestor.com/smartinvestor/jollibee-banks-on-franchising-overseas-expansion-to-boost-long-term-earnings-04-aug-2014 http://en.wikipedia.org/wiki/Jollibee http://www.allfreepapers.com/print/Jollibee–Case-Study-Analysis/1794.html http://cdn.intechopen.com/pdfs-wm/12111.pdf http://business.inquirer.net/164038/jollibee-13-profit-up-24-5 http://nhobeelab.weebly.com/industry-analysis.html