Secret societies Thesis Example | Topics and Well Written Essays - 500 words

Secret societies - Thesis Example These legislations or law either snatch the right of someone to possess a gun or snatch the right totally from the manufacturers of the guns to produce guns. Many other countries have no such laws or legislations as the governments of these countries believe that these laws would do no good to the current situation of violence but it would rather increase it. Through my essay I would be able to research on the topic of Gun Control and would be able to know as to how it really is affecting the rate of violence nowadays. The readers can further know about the legislations against the possession of arms and would know if these legislations are successful or not. I believe that minimum gun control laws can be helpful in reducing crime rates as it has been witnessed in some real life examples. I believe that I can research on the topic by reviewing journals and articles which would help me to gain an insight in the topic. I would further review both the sides of gun control so that the readers can have a better understanding of the topic. I would put down the points of both the opponents and proponents on gun control laws and then conclude as to which side has stronger arguments. Some of the problems which I might face in writing the essay would possibly be related to researches which do not show statistics or are not complete to give out a conclusion. With every passing year, there are many changes that take place around the globe. These changes are to be met and faced accordingly. Gun control is a subject which lies in a similar category. It was banned a long time ago due to the safety of the citizens in those times and the low crime rate. But since time has changed and more protection is required by everyone, this ban can be revised considering the help that it can provide to people. This can be effective if suitable measures are taken before removing this ban. Huizinga, David, Rolf

Marketing Analysis Of Avon Products Inc Marketing Essay

Marketing Analysis Of Avon Products Inc Marketing Essay The company was founded in 1886 by then 28-year-old David H. McConnell who sold books door-to-door and gave out perfume to entice women to buy his books. His perfume proved to be much more popular than his books, so he then founded the California Perfume Company (CPC) in New York, New York in a 500-square-foot (46  m2) manufacturing and shipping office at 126 Chambers Street. As the company grew, he hired his first representative, Mrs. P.F.E. Albee. In 1897, McConnell built a small (3000 square foot) laboratory in Suffern, New York. In 1906, the West Coast office in San Francisco was destroyed in the Great Earthquake. In 1914 the first non-US office was opened in the Canadian province of Quebec. The California Perfume Company was incorporated on January 28, 1916 by David H. McConnell and Alexander D. Henderson (businessman) in Suffern, New York  [1]  . By 1918, five million units were sold in North America, and by 1928, sales reached $2 million. In October 1939, the name was ch anged to Avon Products, Inc. The company was taken public in 1946. By 1954, sales reached $55 million, and the Avon Calling advertising campaign introduced. By 1971 the lab would grow into the Avon Suffern Research and Development facility. By 1979, sales reached $3 billion, with one million direct sales agents. Today sales exceed $10 billion worldwide. In 2005, the company opened a $100 million dollar 225,000-square-foot (20,900  m2) RD facility to house its over 300 research and development scientists on the original site in Suffern, NY. Avon also has offices in Luzerne, Pennsylvania and Davenport, Iowa. The company chairman and CEO is Andrea Jung, who was promoted to the position in 1999. As at December 2009, the company had approximately 41,000 employees  [2]   2.2 Company Profile 2.2.1 Organizational Structure The Office of the Chairman is accountable for identifying growth initiatives, incorporating global strategies, and apportioning resources to Avon units around the world. In addition, as part of the reorganization, the firms three International Regional headquarters were to be phased out, alternated by nine streamlined business units covering sales, marketing and distribution around the world. Profit and loss accountability rested with them. Managers of these units would report directly to the Office of the Chairman. Also reporting to the chairman are five global staff departments: Finance/legal Affairs, Human Resources, Corporate Affairs and Communications, Planning and Business Development, and a new department Global Product Management. Each department assumes worldwide responsibility for its function Table 2.2.1 Organizational Structure AVON PRODUCTS INC. ORGANIZATIONAL STRUCTURE Office of the Chairman Chairman and Chief Executive Officer Vice President, Vice Chairman, Chief Financial Executive Vice President Assistant to the Chairman and Administrative Officer North America Latin America Northern Europe North America North America President Vice President Latin America Southern Europe South Vice President Vice President Asia/Pacific Vice President United Kingdom Vice President Japan Chair and Vice President Mexico Vice President Giorgio President Human Planning and Business Global Product Finance/Legal Corporate Affairs Resource Development Management Affairs Communications Source: Outlook, Nov-Dec 2009 2.2.2 Major Lines of Business Avons products line includes skin care items, makeup, and perfume fragrances for men and women, and toiletries for bath, hair care, personal care, hand and body care and sun care. Recognizable brand names included Skin-So-Soft, a product in the bath products area, which benefited from wide publicity concerning alternative uses; Moisture Therapy; and Imari fragrance. Newer products include Avon Color, an entirely new line of more than 350 shades of lip, eye, face, and nail colors. The product line would assure customers that Avon had just the right shade for them and that their total look could be coordinated. Anew Perfecting Complex for Face, another new product, was judged the most successful skin care product in Avon history. Internationally, the companys product line is marketed primarily at moderate price points. The marketing strategy emphasized department store quality at discount store prices. Avon is the worlds largest manufacturer and distributor of fashion jewelry, and markets an extensive line of gifts and collectibles. A separate division, Giorgio Beverly Hills, manufactures and sells prestige fragrances. These brand name products are sold through major retail department stores, in boutiques, by mail order catalog and by other means. 2.3 Operating Strategies Avon Products Inc. is uniquely among major corporations, a womans company. The company sells products to, for and through women. The company understands women needs and preferences better than most. This understanding guides the basic business and influences the choice of new business opportunities. Avon need to become and are becoming, more customer-oriented and more market- driven. Each one of the 18 words in the vision statement has considerable meaning. The three most important elements, however, are the focus on women, on being global, and on the additional opportunities for Avon in self-fulfillment. The Principles That Guide Avon 1. To provide individuals an opportunity to earn in support of their well-being and happiness. 2. To serve families throughout the world with products of the highest quality backed by a guarantee of satisfaction; 3. To render a service to customers that is outstanding in its helpfulness and courtesy; 4. To give full recognition to employees and Representatives, on whose contributions Avon depends; 5. To share with others the rewards of growth and success; 6 To meet fully the obligations of corporate citizenship by contributing to the well-being of society and the environment in which its functions; and 7. To maintain and cherish the friendly spirit of Avon. Source: Avon Representative Success Book 2.3 Operating Strategies 2.3.1 Mission Statement and Management Objectives Avon Products Inc. aims at being the company that best have the knowledge of and satisfies the product, service and self-fulfillment needs of women, globally. The Global Beauty forerunner intends to build a unique portfolio of Beauty and related brands, striving to surpass competitors in quality, innovation and value, and elevating image to become the Beauty Company most women turn to worldwide. The Womens quest for Buying Avon products will become the destination store for women, offering the convenience of multiple brands and channels, and providing a personal high touch shopping experience that helps create lifelong customer relationships. The Premier Direct Seller will expand the companys presence in direct selling and lead the reinvention of the channel, offering an entrepreneurial opportunity that delivers superior earnings, recognition, service and support, making it easy and rewarding to be affiliated with Avon and elevating the image of the industry. Avon products leadership edge is through passion for high standards, respect for diversity and commitment to create exceptional opportunities for professional growth so that associates can fulfill their highest potential. The company is committed to global champion for the health and well-being of women through philanthropic efforts that eliminate breast cancer from the face of the earth, and that empower women to achieve economic independence. The Most Admired Company delivers superior returns to shareholders by tirelessly pursuing new growth opportunities while continually improving profitability, a socially responsible, ethical company that is watched and emulated as a model of success. 2.3.2 Business Models and Strategies Avon Products, Inc., is one of the worlds largest direct selling organization and merchandiser of beauty and beauty related products. From corporate office in New York City, Avon markets product lines to women in 112 countries through 1.6 million active independent contractors (sales representatives) that receive a percentage commission for their sales but do not enjoy employment benefits, they sell primarily on a door-to-door basis. The idea behind the direct selling model is to eliminate the middle man (department and cosmetic stores) and get its products directly to consumers which will be able to cut costs and increase profits. November 2005, Avon products launched a comprehensive, multi-year turnaround plan to restore sustainable growth. The four-point turnaround plan includes: Committing to brand competitiveness by focusing research and development resources on product innovation and by increasing our advertising; Winning with commercial edge by more effectively utilizing pricing and promotion, expanding our Sales Leadership program and improving the attractiveness of our Representative earnings opportunity as needed; Elevating organizational effectiveness by redesigning our structure to eliminate layers of management in order to take full advantage of our global scale and size; and Transforming the cost structure so that our costs are aligned to our revenue growth and remain so. Source: 10-K (Feb 25, 2010) One of the goals of the 2005 Turn-around Plan was to increase the number of Representatives paid in 2007 when the company had 13% increase in net sales as a result of the increase in the number of Representatives Primarily, Avons revenues come from three main categories: 2009 2008 2007 2006 Beauty Products 72% 72% 70% 69% Fashion Products 17% 18% 18% 18% Home Products 11% 10% 12% 13% Source: http://www.wikinvest.com/stock/Avon_Products_(AVP) Beauty Products: Cosmetics, fragrances, and personal care. Fashion Products are Jewelry, watches, apparel and accessories. Home Products: Home products and decorative products. 2.4 SWOT Analysis 2.4.1 Strengths Presence in dynamic sector Strategic focus on emerging markets Diversification through acquisition Wide brand appeal Financial stability Strong brand image 2.4.2 Weaknesses Over reliance on Beauty Products (72%) Limited outlets for the customers Confusing promotions, out of date catalogs, unattractive packaging and customer complains of Avon image. Over reliance on Sales Representatives 2.4.3 Opportunities Geographic Growth: Enormous growth opportunities exist in countries with huge populations such as China, Indonesia and India. In Eastern Europe, management is excited about the potential in Poland, Czechoslovakia, and Hungary. In the Pacific Rim area, countries like Vietnam, Cambodia, and Laos are targeted as market opportunities. Emerging and Developing Markets: In those markets, the retail infrastructure was undeveloped, especially in the interiors of those countries. The Avon representatives provide consumers with opportunities to buy a wide range of quality products at acceptable prices 2.4.4 Threats Avons dependence on the productivity and profitability of the representative direct-selling model exposes it to cost and litigation risks. It is likely that AVP will incur future costs through litigation and resolution of the lawsuit, which may include terms that would increase costs and decrease profits for Avon. Large Presence in Global Market Exposes AVP to Currency Fluctuation Risks: 80% of Avons sales revenues come from markets outside of the United States, making the company very sensitive to currency fluctuations and the strength of the dollar. A weakening of the dollar against foreign currencies would allow Avon products to become more competitively priced in global markets, thus positively affecting sales revenue from foreign markets; however, a weak dollar would also mean higher costs for products manufactured overseas. 2.5 Core Competencies Over the last three years, Avon Products have been implementing its turnaround plan through various strategic initiatives, including: restructuring plan, product line simplification program (PLS), strategic sourcing initiative (SSI) and investment in advertising and sales representatives. Among other things the company does well are: Diversification through acquisition Distribution strategy and brand image High technology and innovation Economic Empowerment Philanthropy 3. Industry Analysis 3.1 Industry Definition, structure and major competitors The US personal care products industry includes about 800 companies with combined annual revenue of $50 billion. Major companies include Estee Lauder, Johnson Johnson, and Procter Gamble. The industry is concentrated: the 50 largest firms account for about 70 percent of industry revenue. There are  28,001  companies in this industry with the US personal income driving consumer demand for personal care products  [3]  . Company Sales Location The Protecter Gamble Company 78,938.00M Cincinnati,  OH LOreal SA 25,041.73M Clichy,  France Kimberly-Clark Corporation 19,115.00M Irving,  TX Colgate-Palmolive Company 15,327.00M New York,  NY Kao Corporation 12,777.13M Tokyo, Japan Source: http://www.hoovers.com/industry/personal-care-products/1192-1.html 3.2 Industry Growth and Profitability Market moves over the last two years have clearly been extraordinary. The forecast call for a continued, gradual recovery in demand from developed markets with emerging economies faring better. The personal and disposable personal incomes are the main drivers of this sector. According to the Bureau of Economic Analysis, July 2010, Personal income increased $30.0 billion, or 0.2 percent, and disposable personal income (DPI) increased $17.6 billion, or 0.2 percent, Personal consumption expenditures (PCE) increased $44.1 billion, or 0.4 percent. Table 3.2 Personal and Disposable Personal Income Personal income, current dollars 0.4 0.5 0.3 0.0 0.2 Disposable personal income: Current dollars 0.4 0.5 0.3 0.0 0.2 Chained (2005) dollars 0.3 0.6 0.4 0.1 -0.1 Personal consumption expenditures: Current dollars 0.5 -0.1 0.1 0.0 0.4 Chained (2005) dollars 0.3 -0.1 0.2 0.1 0.2 Source: Bureau of Economic Analysis, US Department of Commerce. July, 2010 3.3 Pest Analysis of External Factors Affecting the Industry 3.31 Political Factors These includes legal and regulatory: elections, employment law, consumer protection, environmental regulations, industry-specific regulations, competitive regulations, inter-country relationships/attitudes, war, terrorism, political trends, governmental leadership, taxes, and government structures. Government tax and industry specific regulations are the major factors that can affect Avon Products. Different countries have different regulations with taxes. Political and legal systems of different countries have important implications for Avon Products. Sometimes, the political system changes quickly, throwing the company into crisis and at other hand, it evolve more slowly. 3.3.2 Economic Factors Economic growth trends (various countries), taxation, government spending levels, disposable income, job growth/unemployment, exchange rates, tariffs, inflation, consumer confidence index, import/export ratios, and production levels. Avon has experienced volatile growth, its said to largely depend on weather fluctuating economic conditions and disposable household income levels. A higher disposable income will definitely increase revenue. 3.3.3 Social Factors Age, gender, race, family size, lifestyle changes, population shifts, education, trends, fads, diversity, immigration/emigration, health, living standards, housing trends, fashion, attitudes to work, leisure activities, occupations, and earning capacity. Since Avon major source of Revenue is on Beauty products which is mainly used by women, the company stands the chance of increasing revenue all things being equal. A higher taste or lifestyle to substitute products like Mary Kay may affect the company revenue. 3.3.4 Technological Factors Inventions, new discoveries, research, energy uses/sources/fuels, communications, rates of obsolescence, health (pharmaceutical, equipment, etc.), manufacturing advances, information technology, internet, transportation, bio-tech, genetics, agri-tech, waste removal/recycling, and so on, all these and many more need to be improved upon continually. As technology advances, there is need to ensure compliance and engage in more research in an attempt to increase the quality of the products. A common error is to try and devise a single analysis to try and cover the entire history of a firm and an industry. Therefore, the company must keep the analysis of past developments separate from that of the present situation and future trends. 3.4 Porters five forces of Analysis Competition 3.4.1 Threat of new Entrants: Low Being a household name for some years, the threat of new entrants can be said to be low. Consumers who are serviced in this industry tend to stick with long and experienced 3.4.2 Threat of Substitutes: High There are several substitutes to Avon products by its competitors in the market. A slight change or below standard can push customers to buy other products. 3.4.3 Bargaining Powers of supplier: Low 3.4.4 Bargaining Power of Customer: Low Customers who are mainly women often dont mind price(s) as long as they have value for money spent. Rather than customers fixing price, Avon does. 3.4.5 Rivalry among Competing Firms: High This is really high. Mary Kay among several others is in high competition with Avon. 3.5 Summary Bargaining power of buyers Low Competitive Rivalry within an Industry High Threat of Substitute Products High Threat of new Entry- Low Low Bargaining power of suppliers Low 4. Economic Outlook 4.1 Global Outlook The companys operating performance has been strong in the past six months, and its key credit measurements are improving. Avon is expected to continue to have conservative stances with its liquidity and share repurchases. Avon has performed very well relative to its consumer products peer group and remains one of the best geographically positioned companies to benefit from emerging market growth over the next several years. The New York Company is in the midst of a restructuring that includes cutting jobs and trimming overhead. It has focused on recruiting independent sellers, as well as broadening its assortment of less-expensive items, including products under $5, to drive sales. It is also growing sales in emerging markets. Manufacturers of beauty products weathered the recession fairly well, due in large part to their vast product range. While demand for cosmetics stumbled some are considered essentials and were mostly impervious to the downturn. The economic recovery will push the industry back to steady growth, as improving disposable incomes allow consumers to spend more on nonessentials like makeup. Meanwhile, manufacturers will expand both their product lines and geographic reach to take advantage of new market opportunities  [4]  . 4.2 Regional Outlook Avon is on track to deliver strong quarterly growth, although the US market is likely to prove the exception to regional growth in view of the tough conditions there. The worlds leading direct sales cosmetic company increased revenue by 8 per cent for the first quarter in dollar terms, while the continuing weakness of the dollar will mean that revenues will rise by 5 per cent in local currencies. On a regional basis, Avon revenue is projected to increase mid-single digits and operating profit forecast to be up. Internationally, Latin Americas revenue is projected to increase at a double-digit rate and operating profit forecast to grow in line with or slightly ahead of revenue, reflecting a strong performance in both the Brazil and Argentina markets. Europes revenue and operating profit are expected to increase in the ranges of 10 per cent and 15 per cent, respectively. Growth in this region is continuing to focus on the central and eastern European markets. The Asia Pacific regions revenue is projected to advance at a double-digit rate, with operating profit expected to improve more than 25 per cent. 4.3 Local Outlook Avon attributes overall sales growth to being driven by sales of beauty products, which are expected to increase 11-13 per cent, including a double-digit increase in the US. It feels it is also a reflection of its successful new product launches and continuing commitment to invest significant resources to support its brand-building strategies. Also, driving sales is an expected double-digit increase in the number of active representatives. 4.4 Summary There is strong growth and improving profitability as the global outlook becomes Stable from Negative. 5. Ten-year pro forma forecast 5.1 Underlying Assumptions Avon had $650 million Agreement with Silpada. The company designs is the worlds largest and fastest-growing sterling silver jewellery home party company which is expected to generate revenue from 2015  [5]  . Focus on emerging markets such as Brazil, China, Colombia, Russia, Turkey, and Venezuela, aiming for high market share and brand recognition in these markets. The only positive regional revenue growth the company had been in the Latin America and China at 5.6% and 0.7%  [6]  . For example, China re-licensed Avon for direct-selling, which allowed Avons revenues from China to increase rapidly from 2006 to 2008. The total revenue from China rose from $212 million in 2006 to $353 million in 2009  [7]  . Similar situations may arise in Avons other emerging market segments. Increased cost of production and Companies are also focused on controlling their operating margins in order to maximize their profits. While advertising and commodity costs have been rising, efficient production has been useful in reducing margins. A takeover Rumour by LOreal expand in emerging markets, particularly in Latin America  [8]   First quarter for the year ended March 31st, 2010.  [9]  Avons net income was $43 million, a 64% decrease from Q1 FY 2009 net income of $117 million. The decrease was mainly caused by AVPs effective tax rate being a 66.1% due to the devaluation of Venezuelan currency. Excluding this negative impact, net income was actually $144 million. Total revenue increased 14% to $2.5 billion. The number of active representatives grew by 6% as the recessionary environment attracted many unemployed people to Avons independent selling business strategy. Additionally, the companys Beauty segment grew by 14%. Avon had mixed sales results internationally, as it had a 2% sales decline in North America, a 22% sales increase in Latin America, a 31% sales decrease in China, a 28% sales increase in Eastern Europe, and a 23% sales increase in Western Europe and Africa. The company spent $96 million on advertising a 23% increase from the same quarter last year. Second quarter for the year ended 30th June, 2010, Q2 FY 2010.  [10]  The companys Net Income was $167.6 million more than double the year-ago quarter value of $82.9 million. Net sales rose 8% to $2.68 billion. Sales in all of the companys product categories increased with 16% growth in perfume and 12% growth in color cosmetics. Avon increased advertising in the quarter to $97 million, up 19% from the prior year quarter. The company increased advertising mainly in Latin America. Geographically, Avons revenue increased 16% in Latin America from strength in Brazil and Mexico. Sales in North America remained flat. Important to note is Other Income for the quarter in review shows a deficit of usd 100m.  [11]   Third quarter for the year ended September 30th, 2010 Avons net income increased 7% to $167 million. The higher costs are due to advertising and weak sales from markets like china and Brazil. Net Revenue increased 4% to $2.66 billion, compared to $2.56 billion in the prior year quarter. The company benefited from higher sales in Latin America (8% growth) and Western Europe, the Middle East, and Africa (11% growth). However, sales in North America remained stagnant with a 2% decline in growth and sales in China fell by 30% as Avon tries to transition away from retail stores in the region in favor of a direct selling method that it uses in its other markets. Advertising costs increased 36% as the company promoted its fragrances as well as its two new product categories hair and acne  [12]  .

Are There Things Which We Should Not Know? Essay -- Science Argumentat

Are There Things Which We Should Not Know? It has been claimed that decisions concerning scientific research topics and the publication of research results are purely methodological, and that any moral considerations refer only to research methods and uses of acquired knowledge. The arguments advanced in favor of this view appeal to the moral neutrality of scientific knowledge and the intrinsic value of truth. I argue that neither is valid. Moreover, I show three cases where a scientist’s decision to begin research clearly bears moral relevance: (1) when starting an inquiry would create circumstances threatening some non-cognitive values; (2) when achieving a certain piece of knowledge would threaten the existence of the individual’s private sphere; and (3) when there are reasons to think that humankind is not prepared to accumulate some knowledge. These cases do not prove the existence of some intrinsically ‘morally forbidden topics,’ but show that the moral permissibility of any given inquiry is n ot a priori guaranteed but needs to be judged in the same way that its methodological soundness is judged. Judgments concerning research topics have both methodological and moral aspects and these two cannot be separated under the threat of distorting science. Making such judgments requires knowledge not only of scientific methodology, but also of its social and philosophical implications. Philosophy is necessary in order to do good science. My search for an answer to the title question is restricted to science which is the main source of our knowledge about the world and to its moral dimension. In order to know anything in a scientific way one needs to investigate relevant themes with scientific means. Are there then topics whic... ... D.O. Dahlstrom. Nature and Scientific Method. Washington, D.C.: The Catholic University of America Press 1991. 95-105. Gaerdenfors P. ‘Is There Anything We Should not Want to Know?’ in: J.E. Fensted (ed.), Logic, Methodology and Philosophy of Science, New York: Elsevier 1990. 63-78. Glass, B. ‘The ethical basis of science’ in: Bulger, R.E. et al. (eds). The Ethical Dimension of the Biological Sciences. Cambridge University Press 1993. 43-55. Herrnstein R. J. and Wilson J. Q, Crime and Human Nature, New York: Simon and Schuster 1985. Rescher, N. ‘Forbidden Knowledge’ in: Forbidden Knowledge and Other Essays on the Philosophy of Cognition, Dordrecht: Reidel 1987. 1-16. Verhoog, H. Genetic Modification of Animals. Should Science and Ethics Be Integrated? in: A. Lekka-Kowalik and D. Schulthess (Eds). Forbidden Knowledge. The Monist 79 (2) 1996.

Mcdonald’s: Ansoff’s Matrix

The Ansoff’s matrix enables businesses to look at their products and markets and to think of appropriate strategies for their business. It offers strategic choices facing managers in order to achieve their objectives. McDonald’s Corp. , a leading global fast food chain, which offers sandwiches and sides (cookies/chips) and drinks (juice, water, soda) like its competitor Subway, is the company to be analyzed with the matrix in this paper. In each of the four situations there are strategic choices presented below as suggestions on which McDonald’s can take action. Existing Product/Existing Market. In this situation McDonald’s can choose to consolidate its current market position by focusing attention and initiating marketing activities in the area where it has competitive advantage, which is its powerful formula of increasing efficiency and quality. Revenues could be increased by promoting the product or the brand. McDonald's makes substantial investments in advertising and promotions to improve its brand image, and it is a strong recommendation that this be continued, judging from the revenue figures that are always on top of the industry. This can benefit the corporation in that strong brand keeps loyal customers coming back to the restaurants of the company and provides it maintenance of leadership in penetrated markets. New Product/Existing Market. The emphasis on quality in terms of very detailed operations manuals and tight cultural rules made it very difficult for McDonald’s to develop flexibility in meeting customers' changing needs. This quality trap forced McDonald’s to stick narrowly to ‘hamburgers' until growing complaints from McDonald’s franchisees about the limited product range forced it to develop new menu items such as the Egg McMuffin, Chicken McNuggets, the McBarbecue, and the salad bar. As can be derived from this experience, McDonald’s would do well to generate menus more apposite to local tastes. In this situation, the company has to invest in introducing new products to its existing markets, which will be well-suited for the taste of the local market, for instance, rice burger in Asia where rice is a diet staple. Existing Product/New Market. Here the company has to market its existing product in a new market. This is the strategy of market development. Market development can be achieved through identifying potential user groups in the current market areas. McDonald’s, in this instance, has adopted a market development strategy through franchising in many parts of the world. The McDonald’s franchise is a classical contract of the most elaborate kind. Not only does it impose extensive requirements on the franchisee, it reads in the McDonald’s manual which defines how much beef is to be found in a bun and for how long french fries must be french fried. The result is an extraordinary uniformity in the McDonald’s product around the world and from year to year. McDonald’s branches can be virtually seen in all parts of the world, save for a very few countries, which means that new market opportunities in these unexplored territories are not so many. Thus, it would be best if McDonald’s focus on seeking additional distribution channels in the present geographical locations. New Product/New Market. In this situation the company has to pursue diversification strategy. Through a limited menu and a high set of standard operating procedures, it will be able to provide outstanding quality and superior price performance across its whole organization around the globe. The saturation of its existing market, fierce competition from chains offering wider variety with competitive prices like Subway, and changing customer tastes requires McDonald’s to increase its product offerings to more than just burgers, sandwiches and drinks and should have menus emphasizing chicken, salads, and other fresh foods. Purchase of other restaurant or smaller fast-food chains would also help, not only in increasing their market base, but also the range of products that they have to offer. They can even expand to more daring ventures, like purchase of a toy manufacturer for its exclusive toy giveaways included in McDonald’s promotional products.

Sen No Rikyu Sen

Sen No Rikyu The most influential Japanese tea master in Japan’s history is considered to be Sen No Rikyu. He made the tea ceremony Chanoyu (Way of tea) into an art form. Sen no Rikyu was born in 1522 to the name of Yoshiro in the merchant city of Sakai. Rikyu was born to a prominent family, his father, Yohei, was a city council member (The Japanese Way, 1998) as well as an accomplished merchant. (Above) Sen No Rikyu Developing of Wabi-Cha Wabi-Cha is a Japanese discipline of drinking tea. As stated in the article â€Å"Two for Tea†: The â€Å"Wabi† refers to the beauty that is found in simple things and Cha means tea. Japan Journal) At a young age Sen No Rikyu began to study tea ceremony under Kitamuki Dochi. During his time with kitamuki Dochi, he studied the elegant tea traditions of Higashiyama, which resembles that of a traditional Chinese tea ceremony and is best suited for a shoin room. (Fujimori, 2007) See link for a brief description of a Shoin Room: htt p://www. metmuseum. org/toah/works-of-art/shoin_room At the age of 19 Sen No Rikyu began to study under Takeno Jo-o, where he learned the contemporary style of tea ceremony.This type of tea ceremony was best suited for a smaller room, known as thatched tea house. In the Daitoku-ji temple, located northwest of Kyoto, Rikyu underwent Zen training as a Zen-Buddhist. After his training he changed his name to Sen Soueki (Japanese). By combining these two different methods of tea ceremonies, he was able to create a new foundation for tea ceremonies as declared in the article â€Å"Rikyu and the Fruition of the way of tea†: As this indicates, Rikyu first studied with Kitamuki Dochin, who practiced the Higashiyama style of tea that had come down from Noami.Thereafter, he studied with Joo in the Juko tradition, and by conjoining these two strands, he was able to construct a new basis for the success of Chanoyu. (The Japanese Way, 1998) (Above) Daitoku-Ji temple Daitoku-ji temple Video : http://www. youtube. com/watch? v=XlurloSuiC0 Sen no Rikyu continue to perfect his tea ceremonial style of Wabi and by 1580 he had fashioned what we know today as Wabi-Cha. As acknowledged in â€Å"Three Chanoyou and Momoyama: Conflict and transformation in Rikyu art†: A number of tea gatherings were recorded which suggest further development of his inclination toward Wabi sensitivities.In the summer of 1577 he held a gathering to open his tea room, probably in Sakai, and invited Matsue Ryusen, Tennojiya Doshitsu, and Tsuda Sogyu; apart from the Koshima bowl, all his tea articles were common and plain, and the meal (kaiseki) was quite simple. The next year he again held a simple gathering in his small room (kozashiki). He continued also to host tea gatherings at which he used the daisu stand, but by 1580 it is clear that he had developed a strong Wabi style. (Tea in Japan, 1998) Thatched tea house Entrance of a Thatched tea houseTea ceremony For a full description a of That ched tea house build by Sen no Rikyu see the first three minutes of this YouTube video: http://www. youtube. com/watch? v=WboHExBcKSg Success as tea master From a young age Sen No Rikyu was a talented tea ceremony host, this is known through the evidence of people writing about his tea ceremonial talent. As stated in the article: â€Å"Tea and council: The political role of Sen Rikyu†: A rich Nara merchant recorded in his diary that he had attended a tea ceremony hosted by the fifteen-year-old Rikyu.This shows that the boy must have been sufficiently accomplished to serve tea to such an important man and that already at this age he had successfully entered the exclusive circle of the powerful commercial elite. (Bordat, 1977) There isn’t a great deal of information about Rikyu middle years. What it’s know is that he continue to developed his tea ceremony methods and became popular among other tea masters of Sakai.As stated in the article â€Å"Three Chanoyu and Momoyama: Conflict and Transformation in Rikyu’s Art†: When Rikyu invited his teacher Joo to a gathering in 1544, just seven months before Joo's death, he used a Korean tea bowl, a kettle with a pattern of clouds and dragons, a Hotei incense container, a Kinrinji tea caddy, and a water jug of Shigaraki earthenware, and displayed a painting by Mu Ch'i with his own inscription in the alcove. These were all suitably valuable articles to show that Rikyu was in the first rank of Sakai tea men.A decade later Rikyu hosted a gathering with Imai Sokyu as the only guest, and Sokyu's account shows that Rikyu continued to collect and use famous and valuable articles; he placed a Semehimo kettle in the hearth, narcissus flowers in the highly-prized Tsuru no Hitokoe flower vase, and used a Shigaraki water jug, a Korean tea bowl, and the celebrated Narashiba Katatsuki tea caddy which had been beloved by Torii Insetsu and was afterward passed to Shimai Soshitsu of Hakata and, finally, to Hideyoshi (I should discuss about him later on).The available records thus make clear that Rikyu from an early age shared with the other Sakai tea men a liking for the collection and display of valuable articles, and he developed his aesthetic sense in accordance with his training in the Higashiyama tradition. (Ludwig, 1989) Below are two of Sen No Rikyu best saying: Though many people drink tea, if you do not know the Way of Tea, tea will drink you up. and The Way of Tea is naught but this: first you boil water, then you make the tea and drink it. Sen No Rikyu and his political rise.Even though Sen No Rikyu was a well known tea master, he never serve tea to the most powerful Daimyo of the region Oda Nobunaga, as stated in the article â€Å"Three Chanyu and Momoyama: Conflict and Transformation Rikyu’s Art†: Rikyu never attained such importance with Nobunaga, perhaps because his merchant family was not as powerful in Sakai. Approximately in 1570 Sen no Rikyu was int roduced to Oda Nobunaga, during this period Nobunaga was attempting the unification of Japan. Nobunaga who popularized Sen no Rikyu tea ceremony used it originally as a way to talk politics and business. Oda Nobunaga Biography) Rikyu along with Imai Sokyu, and Tsuda Sogyu, were placed in charge of tea ceremonies for Nobunaga. By 1575 Rikyu was acting tea master for Nobunaga as stated in the article â€Å"Three Chanoyou and Momoyama: Conflict and transformation in Rikyu art†: At a victory celebration after in 1575, Nobunaga turned to chanoyu and hosted a deluxe gathering at Myokoji Temple, inviting seventeen tea men from Kyoto and Sakai to display and use his many treasured tea articles.Rikyu's role in this sumptuous ceremony is indicated in Shincho Koki by the phrase â€Å"sado wa Soeki,† showing that Rikyu acted as tea master for Nobunaga. (Ludwig, 1989). (Above) Oda Nobunaga Rikyu continue to gain prestige above the other two tea master, mostly due to Nobunagaâ€℠¢s preference for Rikyu as he had become his secretary and highly trusted middleman. (Bodart, 1977) During this same period Rikyu was an established merchant that supported Nobunaga’s campaign as stated in the essay â€Å"Tea in Japan†: In a letter from Nobunaga address to Rikyu there is this note of thanks for a thousand musket balls.As Nobunaga continue to gain land he wanted to transform Chanoyu into his own possession (Kamakura, 1989), causing it to become a national practice, as it was way of showing Nobunaga’s supremacy. In 1582 Oda Nobunaga was assassinated, after a power struggle Toyotomi Hideyoshi claim most of Nobunaga’s clan and land. During this period Rikyu ingenuity ascended to new heights as well as his political power.In 1585 for the first time tea was formally presented to the Emperor, Emperor Ogimachi, at the Imperial Palace. As Rikyu didn’t posses rank or status he could not attend the ceremony, this issue was solve and is best d escribe in the essay â€Å"Sen No Rikyu: Inquiries into his life†: In order to be admitted into the palace either to have such as high rank and office, or alternatively, to assume the status of a priest who transcendent lay distinctions.Thus Rikyu took the priestly designation of Koji (Buddhist Layman) It is also believe that at this time Rikyu rose from one of many tea master to become Tenka Gosado â€Å"the tea master of Japan. (Bodart, 1977) (Above) Toyotomi Hideyoshi During Hideyoshi reign Rikyu political power increase so much so that he played a central role as stated in the article â€Å"Three Chanyu and Momoyama: Conflict and Transformation Rikyu’s Art†:With Hideyoshi in control, the political use of the leading tea masters continued, and Rikyu played a central role.This can be seen from his letters of 1584 and 1585, which show he was well informed of Hideyoshi's plans in the campaign against Oda Nobukatsu's and Tokugawa Ieyasu's forces and the Etchu ca mpaign against the Sassa, took a deep interest in these military affairs, and was even given responsibility in the custody of Osaka. (Ludwig, 1989) (Above) Osaka Castle Sen No Rikyu Death Rikyu became more than a tea master to Hideyoshi, he was often an advisor on other matters. Hideytoshi allow Rikyu to maintain his independence, but disagreements cause their relationship to fail.It is believe that when Rykyu refused Hideyoshi’s request to take Rikyu’s daughter as a concubine, the relationship broke and never recovered. (Zen)In 1591 Hideyoshi eventually order Rikyu to commit Seppuku (Ritual suicide) the true reasons are not know but according to the Article â€Å"Zen stories of Samurai†: Tradition holds that Hideyoshi was infuriated when he entered the gate of Daitoku-ji temple (whose construction he had funded) and saw that he was walking under a statue of Rikyu   Just before his death, Rikyu called together his family and disciples.He then composed his deat h poem. I raise the sword. This sword of mine; Long in my possession. The time is come at last. Skyward I throw it up! Sen No Rikyu Legacy Sen No Rikyu legacy can still be seen today in Japanese tea ceremonies. As he perfected the â€Å"Way of Tea† this cause all of the earlier styles of tea ceremonies to vanished with Rikyu death. Today all modern styles of tea ceremonies can be traced directly or indirectly to Rikyu. After his death Rikyu family scattered and when into hiding as stated in the article â€Å"A rief History of Chanoyu†: Though the family had been scattered and were in hiding in the residences of various generals , his son Shoan and grandson Sotan, succeeded in reestablishing the family name and reassembling their possessions. They began their task by rebuilding the Zangetsutei and Fushinan tea houses at Ogawa Teranouchi in Kyoto. Today three Sen families exists, this families continue the tradition of holding a memorial service every month at the mutual family temple. (A Brief) (Above) Sen No Rikyu Grave A timeline of the Chonoyu can be view at this link: ttp://www. tea-passage. com/timeline. html Reference A Brief history of chanoyu. (n. d. ). Retrieved from  http://cla. calpoly. edu/~bmori/syll/Hum310japan/Tea%20History. html Bodart, B. M. (1977). Tea and counsel. the political role of sen rikyu. Monumenta Nipponica,  32(1), FUJIMORI, T. (2007, August). Two for tea. Retrieved from http://www. japanjournal. jp/tjje/show_art. php? INDyear=07;INDmon=08;artid=f163e1f847cf981422ef0f1ccc Kumakura, Isao. (1989). Sen no rikyu: inquiries into his life and tea. Tea in Japan: Essays on the History of Chanoyu, 33.Ludwig, T. M. (1989). Tea in japan: essays on the history of chanoyu.. Honolulu HI: University of Hawaii Press. Oda nobunaga biography. (n. d. ). Retrieved from http://www. biographybase. com/biography/Oda_Nobunaga. html The Japanese way of tea: from its origins in china to sen rikyu. (1998). Honolulu HI: University of Hawaii P ress. Tea in Japan: essays on the history of chanoyu. (1998). Honolulu HI: University of Hawaii Press. Zen stories of the samurai  . (n. d. ). Retrieved from  http://www. zenstoriesofthesamurai. com/Characters/Sen%20no%20Rikyu. htm