Racism, Sexism, and Stereotypes In Media Essay -- Media Essays

This essay discusses censorship and the way in which social media and consumer products affect and model an appropriate societal ‘literacy’ or view in particular regards to gender and race, to young children. A summary of the stereotypes displayed in several videos viewed on YouTube, as well as student’s own identified stereotypes, both in regards to race and gender, are displayed below (Alexander, 2011; BrokenXLoner, 2012; Lac, 2013; Walt Disney Pictures, 1998, 1994, 1992, 1967, 1955, 1953, 1941): Examples of ‘Frequent Racial Stereotypes’ Displayed in Popular Culture African American (examples: Disney crows, orang-utans in Jungle Book, The Lion King hyenas) American Indians (example: American Indians from Peter Pan) †¢ Athletic, often dancing – jive, hip-hop, break dancing, hustle, †¢ Slowed, slurred speech patterns †¢ Jungle Book – orang-utans singing about wanting to be like men †¢ Underdog – has to work hard to get somewhere, ‘sidekick role’ †¢ Criminal – ‘hood’, guns, gangs, ‘crooked/shonky’, poor †¢ Player - sexualise females in particular †¢ Loud, opinionated women who boss around their men †¢ Comedians – loud, funny †¢ Depicted as saying ‘woo woo woo’ whilst clapping hand over mouth, and saying ‘ugg’ †¢ Teepees †¢ Dancing – jumping and kicking with arms crossed without much knowledge or sequence to their movements Asian (examples: Siamese Cats ‘Lady and The Tramp’, Mulan) Caucasian †¢ ‘Asian Features’ – slanted eyes, buck teeth †¢ Cunning and manipulative †¢ Seen as sexist and oppressive societies – girls have no value if they are not married, women should obey orders from men †¢ Intelligent †¢ Fighting/tough †¢ Women can be sexualised and fragile †¢ Tough parental expectations †¢ Rich †¢ Preppy †¢ Dumb †¢ Blon... ...The Lion King [Motion Picture]. USA: Walt Disney Pictures. Walt Disney Pictures (Production Co.), & Clements, R. & Musker, J. (Directors). (1992). Aladdin [Motion Picture]. USA: Walt Disney Pictures. Walt Disney Pictures (Production Co.), & Reitherman, W. (Director). (1967). The Jungle Book [Motion Picture]. USA: Walt Disney Pictures. Walt Disney Pictures (Production Co.), & Geronimi, C., Jackson, W. & Luske, H. (Directors). (1955). The Lady and The Tramp [Motion Picture]. USA: Walt Disney Pictures. Walt Disney Pictures (Production Co.), & Geronimi, C., Jackson, W. & Luske, H. (Directors). (1953). Peter Pan [Motion Picture]. USA: Walt Disney Pictures. Walt Disney Pictures (Production Co.), & Armstrong, S., Ferguson, N., Jackson, W., Kinney, J., Roberts, B., Sharpsteen, B. (Directors). (1941). Dumbo [Motion Picture]. USA: Walt Disney Pictures.

Wal-Mart Essay -- essays research papers fc

Many retail stores are created by an owner that has a very creative idea for marketing products. Not all stores seem to stay in business partly due to the lack of interest shown in later years of the business's growth. The chains that tend to succeed are of course financially backed but the owner of the stores stays creative and innovative in their ideas to keep promoting the chain. One of the best examples of an entrepreneur succeeding in their idea for success lies in one man: Sam Walton, creator of Wal-Mart. At the heart of Wal-Mart's growth is the unique culture that "Mr. Sam" built. His business philosophy was based on the simple idea of making the customer No. 1. He believed that by serving the customer's needs first, his business would also serve its associates, shareholders, communities and other stakeholders. The goal at Walmart.com is to bring Mr. Sam's culture and philosophy from Wal-Mart stores to the Internet. Sam Walton had three basic beliefs the company was built on. Sam Walton built Wal-Mart on the revolutionary philosophies of excellence in the workplace, customer service and always having the lowest prices. They have always stayed true to the Three Basic Beliefs Mr. Sam established in 1962: 1. Respect for the Individual 2. Service to Our Customers 3. Strive for Excellence Sam Walton always knew he wanted to be in the retailing business. He started his career by running a Ben Frankling franchise store and learned about buying, pricing and passing good deals on to customers. He credits a manufacturer's agent from New York, Harry Weiner, with his first real lesson about pricing: "Harry was selling ladies' panties for $2 a dozen. We'd been buying similar panties from Ben Franklin for $2.50 a dozen and selling them at three pair for $1. Well, at Harry's price of $2, we could put them out at four for $1 and make a great promotion for our store. Here's the simple lesson we learned ... say I bought an item for 80 cents. I found that by pricing it at $1.00, I could sell three times more of it than by pricing it at $1.20. I might make only half the profit per item, but because I was selling three times as many, the overall profit was much greater. Simple enough. But this is really the essence of discounting: by cutting your price, you can boost your sales to a point where you earn far more at the cheaper retail than you would h... ...t have not agreed to pay back wages. Wal-Mart tends to hire very faithful, hard-working employees. They tend to stay in the company over their whole career. Brenda Whitlock, a Wal-Mart co-manager, stated, â€Å"There haven’t been any recent changes in our upper management or change of ownership.† She also stated that they were only hiring for cashiers at this time due to their successful upper management. She wouldn’t release the information pertaining to their computer and distribution systems due to their high regard towards their IT department. Wal-Mart has shown a steady surge in annual revenues — reaching the level of $1 billion in annual sales in 1979. Today, it often sells that much in a single day in 2001. In 2002, Wal-Mart — with its $220 billion in revenues — topped the Fortune 500 for the first time ever, overtaking Exxon Mobil and General Motors. Wal-Mart started off as an innovative idea and later became a marketing and sales success. Bibliography â€Å"1998 Year-end Earnings Fact Sheet,† Wal-Mart, February 24, 1998, pgs. 1-2. â€Å"Wal-Mart: Creation of a profitable Retail Chain,† Wal-Mart, February 8, 2001, pgs. 1-10. Whitlock, Brenda. Co-Manager of Wal-Mart, Fayetteville, Ga.

Ethics in Advertisement of United Colors of Benetton

As the students of MME (Economics and Management studies), we have chosen the topic, which involves our study program, which is the Marketing and Consumer behavior. Our topic is focused on the advertisement and the practices of United Colors of Benetton Company. Their way of marketing seems to be directed â€Å"another way† and it has been discussed several times whether their strategy is ethical or not in the past. First we would like to highlight the basics of the United colors of Benetton company and then all the classical kinds of moral reasoning theories will be described (Utilitarianism, Deontology) applied on the United Colors of Benetton advertising strategy. Virtue ethics is not going to be discussed as it is not a suitable approach for this case. Utilitarian and deontological approaches are going to serve as a mean for understanding whether it would be wise for Benetton to change its strategy or stick to its traditional way of marketing and ignore the voice of public opinion. The United Colors of Benetton strategy  United Colors of Benetton is an Italian company that thanks to its unusual way of advertising is dicussed all over the world. It is one of a few companies that does not insist on showing its products in the advertisements. Instead of the product controversial motives are used presenting different kinds of social issues (eg. rasism, terrorism, social tabus). â€Å"The Benetton United Colors campaign illustrates how modern advertising has been radicalized into an explicitly political forum. † (Tinic, 1997) Since United Colors of Benetton has started with this advertising strategy many critical reactions have occured. As a result of this negative publicity many Benetton? s adverts were banned in several countries. The criticized aspect is mostly the fact that Benetton is an organization trying to reach the profit and high level of awareness among consumers. Therefore its goal is similar to most of other businesses. However, Benetton? s representatives are trying to persuade the public about their concern in pointing at most dicussed issues in the world and increase general awareness about these problems. United Colors of Benetton uses shocking motives, in other words fear appeal, in its adverts. Fear appeal is used in eg. stop smoking, prevention against AIDS and drugs advertisements. Scary and eye-catching motives are used in the adverts to show what harmful consequences could a certain activity cause. Some of Benetton? s adverts also use fear appeal but the problem is that in regular commercials where fear appeal is presented, possible solution or prevention against the problem is presented in the message (eg. prevention against AIDS – use condoms). Benetton has been trying to call attention to actual social issues but they never provide any other information than the company’s trademark. Beyond complaints about individual Benetton advertisements, there appears to be an undercurrent of unease caused by the fact that social problems have been linked to the sale of designer clothing. † (Tinic, 1997) Therefore our paper is going to dicuss whether the advertisements of United Colors of Benetton are ethical or not based on the theoretical framework related to moral reasoning. The company? s philosophy is based on the conviction of Mr. Benetton who says that â€Å" communication should no be commissioned from outside the company, but it should be conceived from within its heart. The United Colors of Benetton (UCB) emphasizes that the communication should be no longer connected with the consumer but with the individual. â€Å"By entering the universe of values, the brand frees the product from the world of merchandise and manufacturing and makes it a social being of its own. By addressing an individual rather than a customer, the brand can identify its target on the basis not of age or income, but of a shared vision of what is important, starting from a set of common values. † ( Luciano Benetton) First idea of Benetton’s company was written in the early 60’s because their sweaters were marketed into the many different countries with different people’s skin tones. The â€Å"united† name became a metaphor pretty soon thus the name of Benetton’s company was changed to the United Colors of Benetton. One of their first add showing no racial differences saying â€Å"All the colors of the world† was the start of the new era of their many times controversial marketing strategy discussed all over the world. Three separate cycles of building Benetton’s value As it was mentioned above, the strategy of Benetton’s advertising campaign leads to many discussions and criticism and many of ads were prohibited in several countries. Their strategy is divided into 3 main cycles. The cycle of Difference The first and oldest cycle started in the 80’s and was concerning to the racial, religious and sexual conflicts and differences. All the conflicts are based on tabus and on a difference that separates rather than unites. The Benetton’s plan was to integrate opposites and to unite differences under a single flag – the Benetton’s logo. The ads were not so controversial. As in the following cycle – the cycle of the reality. The cycle of reality This cycle starts in the early 90’s as the answer to the Gulf War (the ad showing the war cemetery. This ad was refused to print it by several newspapers. This kind of ads showed the reality of the life – but paradoxly – the most censured campaign showing the newborn baby (as the eruption of real life) caused the biggest scandal. Another campaigns showing the real, high drama situation were censured too. There are pictures of some of them: The pictures of AIDS patient, the soldier and the Albanian emigrants were not taken for the ad campaign but were the agency photos used for conveying styles. They were showing the real world. The cycle of free speech and the right to express it Last and the most recent cycle campaign was actually created as the answer to the second cycle. The reaction to the real life photos was often violent and not accepted by the critics. Benetton has been fighting for having a free speech and right to express it by new kinds of campaigns (trying to highlight the AIDS issues, homosexuality, racism, etc. ) Utilitarianism approach Utilitarianism is the moral reasoning approach theory, which is answering the question, what is right and wrong in various situations. The effects and consequences determine the right or wrong action. The greatest good for the greatest number may be defined as a utilitarian approach. Pleasure and pain measurement is based on the Cost benefit analysis. The founder of utilitarianism was Jeremy Bentham. He was saying that ethics is more or less a mathematical equation (total happiness plus pleasure minus pain). The negative consequences would have a negative impact on the society and it would create the unhappiness. Everyone who would stick to the rule – the security would be given as well as predictability and certainty leading to the overall happiness. For a Benetton’s company the happiness may be described as the total way of the company’s philosophy. Their goal is not only increase their profits but also the social awareness of the real life problems concerning all of us. The pain involves those who protest against the Benetton’s adverts. The amount of those who protest against the Benetton’s adverts is rapidly decreasing and the Benetton’s strategy has been getting more and more accepted. This means that the Benefits (Happiness) outnumbers the Costs (Pain) thus according to the Utilitarian approach of moral reasoning – the Benetton’s campaign is ethical. â€Å"A utilitarian could condone or even prescribe an act of deception if the positive consequences outweighed the negative consequences. † (van den Belt, 2010) From the utilitarian point of view, even if Benetton? s advertisements are being criticized, it still brings a lot of positive results (eg. increased awareness about the brand). Both positive and negative evaluation enable the brand to be seen and perceived among consumers. Deontological approach Deontological approach as well as utilitarian approach are concerned about a practical solution of a problem more than a philosphical/abstract solution that is more typical for virtue ethics. The core principle of both deontological and utilitarian approach is finding the right thing to do in a certain situation. On the contrary, there is a dissimilarity between these two approaches as utilitarianism is more focused on consequences and deontological approach emphasizes side features of the actions (eg. ishonest or fraudulent behavior). In case of United Colors of Benetton , there is a question if it is correct and ethical to use social issues and catastrophical motives in their commercials. According to questions â€Å"What should I do? † or â€Å"What is the right thing to do? † the solution from the moral perspective would probably be elimination of controversial motives from Benetton? s advertisements. The reason why this solution would be chosen is calming of the situation – decrease of criticizm among the consumers. The public would be satisfied ith not being exposed to unpleasant images of Benetton? s adverts. On the other hand, from the business perspective, Benetton would lose its unique way of increasing awareness both about the social issues as well as about the brand. Based on deontological approach Benetton should change its strategy and use less controversial motives. The company should not only think about instrumental values but should also take into account tha fact that â€Å"human beings have moral dignity and possess intrinsic value† (van den Belt, 2010). Due to this reason the company should not only strive for the profit and increased awareness. Choice of less controversial motives or change of advertising strategy could be one of the solutions. â€Å"It is exclusively the good will of the acting person that renders his action morally appropriate, where one should act out of duty, not out of prudence. † (van den Belt, 2010) Moral issue related to this citation are in case of Benetton as follows: ? never injure anyone with your advert messages? but it does not necessarily exclude the fact that ? Benetton? s commercials should always please everyone?. The way Benetton does its advertisements is unique in the market. There have already been many trials of other companies to copy this strategy but they were never successful. Advertising strategy of Benetton is so distinct from others that losing such a competitive advantage in the market could cause harmful consequences for the company. That does not mean that opinions of the consumers should be ignored. The voice of public should definitely be taken into consideration.

Management: Innovation

Business is said to consist of four elements: Principles, Models, Rules and Behaviours, the first constrains the company scope, the third the procedures, both being static elements. The interplay (feedback) between changing models and behaviours however is what drives innovation – the exploration of adjacent new possibilities. This is a step at a time mode of innovation, yet rules actually prevent these improvements which, it is shown, derive largely from the staff breaking rules. After looking more closely at complexity concepts (see later), the importance of language and metaphor is considered, especially the need for free format communications (stories) between employees. The knowledge and ideas thus exchanged are considered far more valuable to the company, in the new thinking, than any time wasted. This leads on to applications of the co-evolution metaphor central to complexity thinking, stressing that the future is no longer predictable from the past. The importance of ideas in defining company possibilities, and the need for a high ratio of information (ideas) to infrastructure (events), brings us to the successful franchise system, said to be the current best model of CAS thinking in action. This highlights the importance of independent feedback between control levels in achieving adaptation, plus the superiority of information flow over infrastructure change. The ramifications of understanding and challenging our basic assumptions (including principles) in order to make the necessary paradigm shift cannot be stressed enough, otherwise we merely tinker with the parts. Anyway, these serve to illustrate the benefits of devolving power and decision making to individuals or groups in the company (who form purposeful agents in the CAS). The self-organization that then occurs allows the rule transcendence (going beyond routine) necessary to generate that flexibility crucial to success in a modern co-evolutionary environment. The point that such emergence takes time is well made, and highlights one possible problem in the management of such complexity based systems – impatience. Another problem is the ability of staff to adopt such lateral, divergent thinking (the creative basis of adjacent innovation), and this requires that the employees change their mindset also, to embrace and not abuse the new freedoms. This both necessitates and will drive a society wide change, following the same devolution of power – complexity thinking isn't a change just to company behaviour, but to overall lifestyle. Many of the concepts are presented in a guru style, as claimed ‘truths', without justification, and this lack of depth means that inadequate background is given to many of the complexity terms used (e.g. attractor, fractal, fitness), so much so that their true relevance could be missed by the intended business audience. For example, the important idea of crossover, the re-combination of old ideas in new ways to cause step jumps in performance, with stress being placed instead on mutation style evolution (a move to an adjacent point on the fitness landscape). Additionally the emphasis on breaking down barriers, and the resultant freedom and unpredictability, neglects the spontaneously appearance of new dynamic barriers (by self-organization effects), which can prevent the feared chaos dissolving the business. On a more detailed level, there is inadequate mention of the many computer programs using complexity techniques available (outside the Santa Fe environment), which could help businesses gradually introduce this style of thinking, targeting specific existing problems (e.g. using Genetic Algorithms, Neural Networks, Fuzzy Logic, Artificial Life and Cellular Automata techniques). Those seeking a more in depth knowledge of general complexity ideas should therefore look elsewhere, but considerable scope is still provided here for the remodelling of overall business structures, along the lines of the organic complexity paradigms recommended. It would have been nice to have seen simulations used to give quantitative comparisons between the new, complexity, assumptions and the old (in the style of Epstein & Axtell's ‘Growing Artificial Societies'). It is not specific enough however, in my opinion, to convince old style managers to alter their ways. The implications that they must give up power, status and possibly reward for unpredictable ‘cognitive' gains is unlikely to appeal to closed minds, unless a suitable ‘bottom-line' accountant focus is given, emphasising a point that the book itself makes – that new thinking must be phrased in terms of the old concepts to make an impact. It is suggested that there are different types of patterns found in the organizational structure of a group. The patterns are referred to as paradigms. Closed Paradigm The structure is a traditional hierarchy of authority (similar to a CC team). This kind of team is good at creating software that is similar to its previous experience and it is less likely to be imaginative. Random Paradigm The team is not strictly centered and depends upon the members of team to be responsible for their tasks. When innovation or technological breakthrough is required, teams following the random paradigm will excel. Unfortunately, this type of team will not always excel if everything is completely organized. Open Paradigm The open paradigm is a combination of the closed and random paradigms. It structures the team so that there is control of tasks similar to the closed paradigm and has the attempts at innovation found in a random paradigm. Work is performed collaboratively with heavy communication and consensus-based decision making. This type of team structure is appropriate for teams that must deal with complex problems. Unfortunately, it may not be well suited for many people. Synchronous Paradigm This depends on the modularity of the entire project that is being solved. The problem can be broken down into smaller parts where team members work on a section independently. There is not much communication required among members. Such patterns, when changed to another pattern, can be called paradigm shifts, and form the underlying structure for talking about the future. They are pervasive and would be included in the driving forces as well as scenarios. They are the â€Å"unwritten rules† of how the emerging society might function.).   

Accountant

How comfortable are you working long hours to achieve success? Working overtime or extra hours will not be a problem for me, because I used to work 10 hours per day and to work overtime to finish some special tasks in my previous Job. Sometimes, I spent my personal time on resolving some potential risks and problems that I found. 2. How eager are you to keep on learning to stay ahead of the curve? I am more than happy to learn in the work place because I value the process of continuous improvement. As long as I was instructed to handle something new in my previous ob, I felt excited and satisfied. The double-loop learning process benefits me from applying new knowledge and techniques to work-related areas and self-reflecting the aspects that I can improve. In addition, I am actively pursuing academic success outside work place. For example, I am the youngest CMA candidate in my CMA session. 3. Can you deal with the income volatility that you will be facing during the first few months? I have no financial problem preventing me from accepting a Job if the income is low at the beginning. I worked as a no pay intern during the first two months in my previous Job. Since I am still young, I never put salary as the top priority in searching for a Job. The thing I concern more is whether this Job can help me to develop my competitive edge or not. 4. How comfortable are you working long hours to achieve success? Working overtime or extra hours will not be a problem for me, because I used to work 10 hours per day and to work overtime to finish some special tasks in my previous Job. Sometimes, I spent my personal time on resolving some potential risks and problems that I found. . How eager are you to keep on learning to stay ahead of the curve? I am more than happy to learn in the work place because I value the process of continuous improvement. As long as I was instructed to handle something new in my previous Job, I felt excited and satisfied. The double- loop learning process benefits me from applying new knowledge and techniques to work-related areas and self-reflecting the aspects that I can improve. In addition, I am actively pursuing academic success outside work place. For example, I am the youngest CMA candidate in my CMA session. 6. Can you deal with the income volatility that you will be facing during the first few months? I have no financial roblem preventing me from accepting a Job if the income is low at the beginning. I worked as a no pay intern during the first two months in my previous Job. Since I am still young, I never put salary as the top priority in searching for a Job. The thing I concern more is whether this Job can help me to develop my competitive edge or not. 7. How comfortable are you working long hours to achieve success? Working overtime 8. How eager are you to keep on learning to stay ahead of the curve? I am more than session. 9. Can you deal with the income volatility that you will be facing during the me to develop my competitive edge or not. 0. How comfortable are you working long some potential risks and problems that I found. 11. How eager are you to keep on youngest CMA candidate in my CMA session. 12. Can you deal with the income 13. How comfortable are you working long hours to achieve success? Working overtime or extra hours will not be a problem for me, because I used to work 10 hours per day and to work overtime to finish some special tasks in my previous Job. Sometimes, I spent my personal time on resolving some potential risks and problems that I found. 14. How eager are you to keep on learning to stay ahead of the curve? I am more than happy to learn in the work place because I value the process of continuous improvement. As long as I was instructed to handle something new in my previous Job, I felt excited and satisfied. The double-loop learning process benefits me from applying new knowledge and techniques to work-related areas and self- reflecting the aspects that I can improve. In addition, I am actively pursuing academic success outside work place. For example, I am the youngest CMA candidate in my CMA session. 15. Can you deal with the income volatility that you will be facing during the first few months? I have no financial problem preventing me from accepting a Job if the income is low at the beginning. I worked as a no pay intern during the first two months in my previous Job. Since I am still young, I never put salary as the top priority in searching for a Job. The thing I concern more is whether this Job can help me to develop my competitive edge or not. 16. How comfortable are you working long hours to achieve success? Working overtime or extra hours will not be a problem for me, because I used to work 10 hours per day and to work overtime on resolving some potential risks and problems that I found. 7. How eager are you to keep on learning to stay ahead of the curve? I am more than happy to learn in the work place because I value the process of continuous improvement. As long as I was instructed to handle something new in my previous Job, I felt excited and satisfied. The double-loop learning process benefits me from applying new knowledge and techniques to work-related areas and self-reflecting the aspects that I can improve. In addition, I am actively pursuing academic success outside work place. For example, I am the youngest CMA candidate in my CMA session. 18. Can you deal with the ncome volatility that you will be facing during the first few months? I have no financial problem preventing me from accepting a Job if the income is low at the beginning. I worked as a no pay intern during the first two months in my previous job. Since I am still young, I never put salary as the top priority in searching for a Job. The thing I concern more is whether this Job can help me to develop my competitive edge or not. 19. How comfortable are you working long hours to achieve success? Working overtime or extra hours will not be a problem for me, because I used to work 0 hours per day and to work overtime to finish some special tasks in my previous job. Sometimes, I spent my personal time on resolving some potential risks and problems that I found. 20. How eager are you to keep on learning to stay ahead of the curve? I am more than happy to learn in the work place because I value the process of continuous improvement. As long as I was instructed to handle something new in my previous Job, I felt excited and satisfied. The double-loop learning process benefits me from applying new knowledge and techniques to work-related areas and elf-reflecting the aspects that I can improve. In addition, I am actively pursuing academic success outside work place. For example, I am the youngest CMA candidate in my CMA session. 21 . Can you deal with the income volatility that you will be facing this Job can help me to develop my competitive edge or not. 22. How comfortable are to finish some special tasks in my previous Job. Sometimes, I spent my personal time on resolving some potential risks and problems that I found. 23. How eager are you am the youngest CMA candidate in my CMA session. 24. Can you deal with the edge or not.

MARKETING ESSENTIALS MARKETING PLAN FOR PIZZA HUT Essay

MARKETING ESSENTIALS MARKETING PLAN FOR PIZZA HUT - Essay Example 3.1 Market Share 05 3.2 Market Growth Chart 07 4. Market Analysis 08 4.1 Target Market Research 08 4.2 PEST Analysis 09 4.2.1 Political Factors 09 4.2.2 Economic Factors 09 4.2.3 Social and Cultural Factors 09 4.2.4 Technological Factors 10 4.2.5 Legal Factors 10 4.2.6 Environmental Factors 10 5. Market Competitors 10 5.1 Micro Environment 10 5.1.1 Competitors 10 5.1.2 Customers 11 5.1.3 Distribution Channels 12 5.1.4 Suppliers 12 5.2 SWOT Analysis 12 5.2.1 Strengths 12 5.2.2 Weaknesses 12 5.2.3 Opportunities 13 5.2.4 Threats 13 6. New Product 13 6.1 Product 14 6.2 Price 14 6.3 Promotion 15 6.4 Distribution 15 7. Future Marketing Strategies 15 7.1 SMART Analysis 15 7.2 Marketing Opportunities 15 7.3 Market Future: Acquisitions 16 7.4 New Technology and Expertise 17 8. Financial Forecast 17 8.1 First Year Cash Flow Forecast (â‚ ¤) 18 8.2 First Year Months Balance Sheet (Amount in â‚ ¤) 20 8.3 Three Years Projected Profit and Loss Statements 21 Conclusion 22 Bibliography 23 Introduction Pizza Hut is the world’s leading pizza chain presently operating approximately at 13,000 locations in more than 90 countries. Pizza Hut offers a variety of pizza items to its customers which include its flagship Pan Pizza, as well as Thin n' Crispy, Stuffed Crust, Hand Tossed, and Sicilian. Beside these items, the chain also offers salads, pasta, and sandwiches. 1. Current Position 1.1 Short History It was 1958, when two brothers Dan and Frank Camey established the Pizza Hut in Kansas. After passing several phases, today the chain is one of the well established pizza chains of the world. 1.2 Growth Overview In 1958, only two brothers started the business but today the chain has links to more than 90 countries across the world with more than 30,000 employees are working day and night (http://finance.yahoo.com/). Today it has the potential to entertain more than 171,000 customers by serving 97,000 pizzas per day in the United Kingdom alone. 1.3 Financial Overview Pizza Hut is one of the largest pizza chains. In 2007, it sold 35.4 million pizzas in the UK. During 2010, among other companies of Yum, Pizza Hut went from worst to first in its value ratings (Yum Annual Report, 2010). 2. Mission Statement We take pride in making a perfect pizza and providing courteous and helpful service on time all the time. Every customer says, "I'll be back!†. Pizza hut is an employer that offers its services to the team members for growth and rewarding career in a friendly and wo rking environment. 2.1 P.E.A.R.L.S Passion for excellence in doing everything Execute with positive energy and urgency Accountable for growth in customer satisfaction and profitability Recognize the achievement of others and have fun doing it Listen and more importantly respond to the voice of customer 3. Market Share Information 3.1 Market Share The pizza huts and restaurants provide several various sectors of the food including different types of pizzas like chicken pizza and beef pizza. Some pizza huts also offer snacks, chips, and burger related items along with beverages. Pizza Hut and Domino are the most dominant companies in UK. It has been observed that generally three types of orders are placed in pizza hut. These orders are placed with respect to nature of group and family. The figure shown as Appendix-I indicates that lunch and dinner items are having a larger share of the market as 29% of the fast food industry consists of it. Snack items and related beverages contribute 22 and 21% respectively while hot coffees, breakfast items, and side dishes have a combine share of 28% (Menu Composition Analysis, 2010). Global financial market share of leading companies is shown on the next page. Pizza Hut, Domino, Papa John’s, and Little Caesars are the leading pizza companies of the world. The chart given as Appendix-I

Text Analysis Essay Example | Topics and Well Written Essays - 1500 words - 1

Text Analysis - Essay Example Nye’s article is very persuading to the audience. To make it more persuading and interesting, Nye uses a unique poem style. The author attempts to make the audience view the Arab population from a different perspective. To do this, she first explained how the Arab population has been criticized and then makes the audience aware of the fact that not all Arabs are involved in the violence. The author manages to convince the audience by providing reasons that should not be forgotten such as the idea that the violent portion of the Arabs does not represent the entire population. This implies that the act of violence should not be generalized as an issue undertaken by the entire Arab community. Most of them are peaceful and condemn the acts carried out by the violent ones. The author achieves this purpose since she persuades the audience successfully. The audience intended for the text is the entire U.S population as the author attempts to change the perception of the Arab individual on the eyes of Americans who have suffered various attacks perpetrated by individuals from this community. The text has a sharp focus, which is maintained appropriately. The author manages to maintain the focus by reminding herself and the audience of the main issue that she is intending to pass, which is the contempt that the Arab population in the U.S has to live with every day of their lives. In one instance, she stated, â€Å"I refuse to let that hope go† (Par. 8). This implies that she is hopeful that the lives of the Arab people in the U.S would improve and that the other races would stop viewing them as the perpetrators of September 9, 2011 attacks on the Americans. Nye also manages to persuade the audience by acknowledging that a portion of the Arab population is to blame for various attacks on the U.S. She then uses this to let the au dience know that it is not the responsibility of the entire Arab population. This can be seen as she states, â€Å"Because men