Opening A Burger King Franchise In Pakistan Tourism Essay

Opening A Burger King Franchise In Pakistan Tourism Essay Introduction Burger king is a well known brand of a fast food restaurant chain that operates globally. Founded in 1954, the burger king franchise has grown from its humble beginnings to a multibillion dollar empire over time and the business has gone beyond the borders f its country of origin and now it has franchise operations all over the world. However the character that embodies the brand, famously known as the king was developed and introduced in 1955 that grew to became an embodiment of the brand itself. Developing various versions for broiled beef lovers, the menu of burger king grew and so did its customer base. Owing to the immense success, the company decided to expand the business and franchises were granted in the year 1959 but the initial focus still remained on the western markets where there was a demand for and similarity with the cuisine that burger king offered but the first franchise restaurant to materialize outside the US was in Puerto Rico. Up till the year 1967, the company had already opened up 275 restaurants but further expansion required the private owners to cohort with the Pillsbury Company. Currently, the company is a publically traded company with Goldman Sachs Capital Partners, TPG Capital and Bain Capital as its major stockholders. It is one of the most well known brands on earth and it is hard to find a country where there is no burger king outlet, Pakistan happens to be one such country. However franchise operations are a very risky business for the franchisee, especially in the case of a foreign brand. A multitude of factors; both external and internal need to be addressed before a franchise can be launched. An analysis of external and internal factors needs to be done in the form of a prefeasibility study to test the waters before taking the plunge (Kotler, 2008). Pakistani Market Having remained under the Mughal rule for a long time, Pakistani cuisine consists of hot, spicy and rich curries that are consumed with rice or bread with a lot of herbs (Black, 2002). This makes Pakistani cuisine quite different from the Western one and therefore offers a challenge to any international franchise thinking to enter Pakistan. However it is not unusual to find famous fast food restaurants in Pakistan and travelers home sick for their local food will have no difficulty in finding international restaurant chains in the major cities of Pakistan (Singh, Brown,  Clammer,  Cocks and Mock, 2008). Various names like Pizza hut, McDonalds, KFC, Mr. Cod, Subway etc are household names for Pakistani city dwellers as well as they offer a break from the usual cuisine available at homes. According to reports, the real private consumption growth rate in Pakistan is expected to be much higher that its GDP by the year 2014 and therefore points towards the existence of various growth opportunities and international food companies such as Nestle and Unilever are doing extremely well (PRlog, 2010). Burger King provides a lot of support for its franchises and even plays a role in selecting the most appropriate site for the business. The employees are also given a training of a minimum of 70 days so that they are well equipped and knowledgeable about the companys operations. External Analysis: PESTLE Political Factors Even though Pakistan has had a history of political instability, upheaval throughout its history but the political factors that are relevant to a fast food business include health and Safety Guidelines, food labelling guidelines issued by the government that may be subject to change with a changing government. In Pakistan there are no well defined rules and regulations for monitoring the health standards of restaurants and there exist no labelling requirements as well. This presents easy operational conditions as well as the opportunity to define industry standards of the fast food business in Pakistan. The security situation in Pakistan is also a question mark because terrorist and angry mobs have often targeted international restaurant chains in Pakistan and a KFC outlet in Karachi was destroyed twice because of such a situation (Schlosser and Wilson, 2007). Economic Factors Economic considerations that will help in establishing the operations in Pakistan low set up costs for the franchise and the ability to tap into a growing market as the awareness of consumers regarding international brands increases. The added advantage that fast food carry is that consumers view that they are being offered fair value for the money they are paying. Additionally, the growing middle class consumers in the country who do not want to eat at small local joints but do not have the money to spend on a lavish restaurant are the best target market for burger king. Moreover, Pakistani government offers favourable investment terms and foreign investors are permitted to keep 100 % of the firms equity but they are subjected to the condition that a maximum of 60 % of the total equity or profits can be repatriated (SECP, 1984)  however the ever depreciating Pakistani currency may be a problem. However the double digit inflation remains to be the major threat as this would warrant an increase in prices that the consumers may not be willing to bear. Social Factors As the working middle class in the country is increasing, the lifestyles have become much busier than they were previously which has made the acceptance of fast food restaurants in the country easier. There is still lack of awareness of the concepts of healthy Eating and Obesity among the general population and Pakistani consumers are generally meat lovers which happen to be the speciality of burger king. Another added advantage it the homogeneity in taste across the major cities in the country which will be the target market. Fast foods are not viewed as poor mans food and eating out in an international chain is still regarded as a social activity for many families. It is the accepted religious and cultural norm to consume Halaal food only and the consumers expect the restaurants to offer such food. Technological factors Significant investment will have to be made in terms of developing the technology that meets the franchise agreement requirements. Involvement of technology in food here is relatively new and therefore it may be difficult to develop a supplier base in a short time and the company may have to rely on the parent company. Computer ordering or till system are relatively new here and therefore employees will need training to operate these systems and will represent a significant cost. Legal Restaurants in Pakistan are controlled and registered through the Pakistan Hotels Restaurants Act of 1976. According to this law, every restaurant must be registered and the owner must attach a certificate that verifies the medical fitness of the staff from the civil hospital of that area along with the application. Health, hygiene and comfort standards have aloe been defined in this law and the authority issues the certificate of registration and the license to operate at the same time though the firm may have to file a separate form for getting a license (SMEDA, 2009). In addition to the above mentioned act, there are various other food laws in Pakistan such as the West Pakistan Pure Food Ordinance, 1960 and covers topics that relate to the preparation and the sale of foods and violations are punishable by imprisonment and fine. Another law is the Cantonments Pure Food Act, 1966 which is applicable only in the cantonment areas. Pakistan penal code, 1860 also contains some clauses regarding adulteration of food or drink (Khan and Hafeez, 1999). Although the regulatory framework is in place, like many other unfortunate countries, these laws are not fully implemented and often exploited. Environmental Pakistan is located in such a terrain because of which the weather generally remains hot during most part of the year and the summers are harsh however the northern part of the country still receives a few good months of winter as well. Monsoon is also a regular visitor however, because of the lack of basic infrastructure; weather condition may cause problems for the consumers as is the recent case of flooding in Pakistan. To make the consumers comfortable, there is a need for proper air-conditioning, heating and selection of a location that is easily accessible despite harsh weather conditions. The environment protection Act of 1997 covers topics related to the protection, preservation, rehabilitation and progress of the environment, deterrence and control of pollution and endorsement of sustainable development (The Gazette of Pakistan, 1997). Internal Analysis: SWOT Strengths A major strength of this venture is the international brand name recognition of Burger king that will help access many demographic groups of the population and gain an easier acceptance in the market. In addition to this, the strong financial backing of the company is another major strength as there will be no hitches in setting up the required infrastructure and the international distribution channels of the company will serve as an added advantage for the franchise. The assembly line style of food preparation of the business is also very efficient while food safety is also given very high importance. Weaknesses A major weakness of this operation is that Burger King is mainly concentrated in the US while there is already established competition from other fast food joints, both local and international in the country and it may be hard to develop a consumer base. It basically relies on its franchisees to run its operations abroad. The major weakness of Burger king is that it offers a very high calorie unhealthy diet and as the trend for health consciousness increases globally, it runs the risk of a shrinking consumer base. Additionally, burgers and fast food snacks are not an everyday meal for the Pakistani consumer as the traditional local cuisine is quite different from what the burger king offers. The logo of the king that makes burger king so recognizable and is the basis of many advertising campaigns may not resonate well with the consumers as the local consumers may not be able to relate with it. Opportunities Since there are no burger king outlets operating in Pakistan, it is a great opportunity to introduce the Pakistani consumer to the King. There is an opportunity to take advantage of the experiences of the other fast food restaurants and not make the same mistakes that they did. In addition this, there is an opportunity available for the customization of the burger king menu to the local tastes so that consumers can accept it with ease which many international chains have done in Pakistan. There is room for new product development especially in the breakfast segment in Pakistan which may prove to be a competitive edge for the franchise. Since Pakistan is one of the emerging markets, the economy is still developing and therefore there exists great potential for those who are willing to make a long term investment commitment. Threats The security situation in the country remains the major threat to the franchise operations and makes them easy targets of terrorism and requires huge investments in security. The company will face intense competition from the pre established brands especially McDonalds and also from other ready to cook options such as KNs chicken etc. consumer eating habits are changing inevitably all over the world. Although consumers still consume fast food meals but this is an occasional event for most of the Pakistani consumers as they are still more dependent on the local or desi food as it is fondly referred to. Concluding Remarks Pakistan being one of the emerging markets holds huge potentials as well as high returns but also offers a considerable level of risk as well. Even though the market is huge and profitable, other factors such as the weak economy, political instability, and security threats and poor infrastructure make it impossible to launch operations at a massive scale. Since fast food is not the local cuisine, it may be hard to find consumers outside the major cities which considerably restrict the target market. However there are immense opportunities available as well which can be tapped into by using the most appropriate entry strategy and developing a strong exit strategy if the need arises.

Thailand: Analysis of the General Insurance Industry

Brochure More information from http://www. researchandmarkets. com/reports/606283/ Thailand Insurance Sector Description: Thailand is the 2nd largest economy in Southeast Asia, after Indonesia. It ranks midway in the wealth spread in South East Asia and is the 4th richest nation per capita, after Singapore, Brunei, and Malaysia. The Thai economy in 2008 is forecasted to grow at 5. 6% (in the forecasted range of 5. 0-6. 0%). This figure is an improvement on 4. 8% growth in the previous year according to Fiscal Policy Office (FPO), Ministry of Finance.In 2008 accelerated public sector spending led to recovery in domestic demand which is expected to be far more balanced economic expansion. Government policy would then be forced to stimulate the domestic economy. This happens when external demand is likely to be softened from possible global economic slowdown. External stability in 2008 will remain strong with current account surplus estimated to be 0. 5% of GDP (in the range of 0. 3-0. 8% of GDP). In contrast, internal stability in 2008 may have some risk with increasing headline inflation at 4. 5% (in a range of 4. 3-4. 8%).This is mainly due to rising energy and food prices in the world markets. According to ‘The Economist’, real GDP growth will slow down by 1. 15% p. a over the next 4 years (2008-12), as compared to 5. 3% p. a in past 3 years since 2007. This sluggishness of GDP can be attributed to various negative factors, such as political uncertainty, instability of foreign exchange rates, and continuous high petroleum prices in 2006. The Thai insurance industry, along with the wider Thai economy, has now however recovered from the depths of the Asian financial crisis and is experiencing noteworthy growth.The trend is expected to continue as public awareness of the need for insurance increases. Market Performance and Forecast Within a span of 7 years (2000 – 2007), Thai Insurance Sector has experienced a growth of 191% currently valuated at $9,434. 72 million. The Knowledge Centre predicts, the overall market size will increase by 72. 5% further and is expected to touch the highs of $13,012. 75 million by 2011. The life insurance market in Thailand between 2000 and 2007 increased at a CAGR of 16. 57%. The Knowledge Centre envisages that this trend would continue and the market will see CAGR of 5. 5% in 5 years and reach $8,306. 21 million in 2011. The non-life insurance market in Thailand between 2000 and 2007 increased at a CAGR of 10. 73%. The Knowledge Centre also forecasts that the growth will continue and the market will see CAGR of 8. 34% in the next 5 years with the premiums reaching $4,706 million by 2011. Competitive Landscape Some of the top foreign insurance companies in Thailand are ACE, AIG, Allianz, AXA, Generali, ING, Millea Holdings, Manulife, New York Life and Prudential (UK).The market is dominated by AIA, the local name of AIG that accounted for approx. 29% of all of gross premiums in 2007. Thai Life (TLI) is considered to be the second largest player overall with a market share of approx. 14%. The next largest group is considered to be a joint venture between non-life insurer Ayudhya, local conglomerate Charoen Pokphand and Allianz (AACP) with a market share of approx. 14%. Other major players in this market are Ocean Life, Finansa, local associates of AXA (Krungthai) and ING.Non-life insurance sector in Thailand is further sub-categorized under Fire, Marine & Transportation, Hull, Cargo, Automobile, Compulsory, Voluntary, Miscellaneous, Industrial All Risks, Public Liability, Engineering Insurance, Aviation Insurance, Personal Accident, Health Insurance, Crop Insurance and Other Insurance. Some of the top companies in this sector are Bangkok Insurance, Dhipaya Insurance, Phatra Insurance, New Hampshire Insurance, Ayudhya Insurance, Mitsui Sumitomo Insurance, MSIG Insurance, Sri Muang Insurance, Siam Commercial Samaggi, South East Insurance, Viriyah Insurance, Synmunkong I nsurance, Krungthai Panich etc.Driving factors – Balanced economic expansion and supporting role of the government – Recent reforms and government’s regulatory initiatives – Re-defined financial practices and strengthening of corporate governance Relaxation of restrictions on directors and senior executives of insurance companies Amendment of clauses governing the evaluation of assets & debts of a life insurance company Merger or consolidation of the large number of local insurers Middle income industrial developing nation Growing interest in Bancassurance Adoption of THBFix and Bibor Establishment of Insurance CommissionMajor trends, issues and opportunities – Mergers and acquisitions in Thailand's insurance industry are likely to drop off – Thailand's economy is slowing as the effects of high oil prices, rising interest rates and longrunning political uncertainty take their toll. – Political uncertainty and instability of foreign ex change rates – Bullish trend in fixed deposit rates – Government regulations laying a strong foundation for future growth – Increase in foreign ownership limits – Move towards a knowledge economy through skills development – Issues in Health Insurance Systems Topics covered in the report Thai economy, its performance, future outlook for 2008-09 – Government’s economic policies, macroeconomic factors, trends and analysis – Economic and Insurance environment in Thailand – Market performance and forecast for Thai Insurance Sector between 2000, 2007 and 2011 – Market performance and forecast for Thai Life Insurance Sector between 2000, 2007 & 2011 – Market performance and forecast for Thai Non-Life Insurance Sector between 2000, 2007 & 2011 – Recent reorganization of financial institutions and setting up of Insurance Commission – Corporate Finance Legislation and other major regulatory development s – Role of Bancassurance Specific regulations and norms by the Thai Government for insurance sector. – Sub-categorization of life and non-life insurance sector – Competitive landscape & market share of companies in life and non-life insurance sector – Company profiles of top players in life and non-life insurance sector Contents: 1. THAILAND 1. 1. THAI ECONOMY 1. 2. GOVERNMENT POLICIES 2. THAI INSURANCE SECTOR 2. 1. MARKET OVERVIEW 2. 2. MARKET PERFORMANCE & FORECAST 2. 2. 1. Thailand Insurance Market 2. 2. 1. 1. Thailand – Life Insurance Market 2. 2. 1. 2. Thailand – Non-Life Market 2. 3. DRIVING FACTORS 2. 3. 1.Recent Reforms 2. 3. 2. M&A or transfer of the business of an Insurance Company 2. 3. 3. Thai Corporate Finance Legislation 2. 3. 4. Role of Bancassurance 2. 3. 5. Recent Regulatory Developments 2. 3. 6. Insurance Commission replaced Department of Insurance 2. 4. TRENDS, ISSUES AND OPPORTUNITIES – AN ANALYSIS 2. 4. 1. Insura nce M&A likely to drop 2. 4. 2. Pending Legislations 2. 4. 3. Implications for Foreign Insurers 2. 4. 4. Skills development remains a key 2. 4. 5. Issues in Health Insurance Systems in Thailand 2. 5. GOVERNMENT REGULATIONS 2. 6. COMPETITIVE LANDSCAPE 2. 6. 1. Life Insurance 2. 6. 1. 1.Life Insurance Renewal Market 2. 6. 1. 2. Single Premium Market 2. 6. 2. Non-Life Insurance Market 2. 6. 2. 1. Fire Insurance Market 2. 6. 2. 2. Marine and Transportation Market 2. 6. 2. 3. Cargo & Hull Market 2. 6. 2. 4. Automobile Sector 2. 6. 2. 5. Miscellaneous Insurance 2. 6. 2. 6. Industrial All Risks Insurance 2. 6. 2. 7. Public Liability Insurance 2. 6. 2. 8. Engineering Insurance 2. 6. 2. 9. Aviation Insurance 2. 6. 2. 10. Health Insurance 2. 6. 2. 11. Personal Accident Insurance 2. 6. 2. 12. Other Insurance 2. 6. 3. Company Profiles 2. 6. 3. 1. American International Assurance company (AIA), Thailand 2. . 3. 2. ACE INA Overseas Insurance Company Limited 2. 6. 3. 3. Ayudhya Insurance Public Co mpany Limited 2. 6. 3. 4. Ayudhya Allianz C. P. Life Public Company Limited 2. 6. 3. 5. Bangkok Insurance Public Company Limited 2. 6. 3. 6. Bangkok Union Insurance 2. 6. 3. 7. Charan Insurance 2. 6. 3. 8. Deves Insurance 2. 6. 3. 9. ING Life Limited 2. 6. 3. 10. Indara Insurance 2. 6. 3. 11. Manulife Insurance (Thailand) Public Company Limited 2. 6. 3. 12. MSIG Insurance 2. 6. 3. 13. QBE Insurance (Thailand) Company Limited 2. 6. 3. 14. Sri Muang Insurance 2. 6. 3. 15. The Viriyah Insurance Co. , Ltd. List of TablesTable 1: Macroeconomic Trends: Population (mil. ) vs. Nominal GDP ($ bil. ) – 2002-2011f Table 2: Macroeconomic Trends: GDP per capital ($ bil. ) vs. Real GDP Growth (%) – 2003-2011f Table 3: Growth Trends: Inflation (2002-2008f) Table 4: Key Economic Indicators Forecast – 2007-2012f Table 5: Growth Trend Comparison: GDP Growth vs. Insurance Growth (%) – 2000-2011 Table 6: Thailand Insurance Market Value ($million): 2000-2007 Table 7: Thailand Insurance Market Value Forecast ($million): 2007-2011f Table 8 : Insurance Density: Premiums Per Capita in USD Table 9: Insurance Premium in % of GDP (2001-2011f)Table 10: Growth Trend of Life Insurance and Non-Life Insurance ($Million): 2000-2011f Table 11: Thailand Life Insurance Market Value ($million): 2000-2007 Table 12: Thailand Life Insurance Market Value Forecast ($million): 2007-2011f Table 13: Thailand Non-Life Insurance Market Value ($million): 2000-2007 Table 14: Thailand Non-Life Insurance Market Value Forecast ($million): 2007-2011f Table 15: Thailand Insurance Sector: Projections of Macroeconomic Drivers (2006-2010f) Table 16: Market Share of Top Players in Life Insurance Sector: Comparison between 2006 & 2007 (Million Baht) and their Growth (%)Table 17: Life Insurance Total Premium Growth Year on Year by Company 2006-2007 (%) Table 18: Life Insurance Market Growth by First Year Premium of Top Companies: Comparison between 2006 & 2007 (mn Baht) Table 19: Life Insuran ce Market Growth by First Year Premium of Top Companies: Comparison between 2006 & 2007 (%) Table 20: Life Insurance Premium Renewal (million Baht) and Growth (%) Year on Year for Top Companies (2006-2007)Table 21: Life Insurance Renewal Market Share of Top Companies in 2007 (mn Baht) Table 22: Life Insurance Single Premium Market Share of Top Companies in 2007 (mn Baht & % growth) Table 23: Loss Ratio of Non – Life Insurance Business (2007) Table 24: Marine and Transportation Companies: Markey Share by Direct Premium (Unit: 1,000 Baht) Table 25: Automobile Insurance Top companies by Direct Premium (2007) Table 26: – 2007 Table 27: 007 Table 28: 2007 Table 29: 2007 Table 30: Table 31: Table 32: Table 33: Top Miscellaneous Non-Life Insurance Companies: Market Share by Direct Premium (%) Top Industrial All Risk Non-Life Insurance Companies: Market Share by Direct Premium – Top Public Liability Non-Life Insurance Companies: Market Share by Direct Premium – T op Engineering Non-Life Insurance Companies: Market Share by Direct Premium (%) – Top Top Top TopAviation Non-Life Insurance Companies: Market Share by Direct Premium – 2007 Health Insurance Companies: Market Share by Direct Premium – 2007 Personal Accident Insurance Companies: Market Share by Direct Premium – 2007 Other Non-Life Insurance Companies: Market Share by Direct Premium – 2007 List of Charts Chart 1: Macroeconomic Trends: Population (mil. ) vs. Nominal GDP ($ bil. ) – 2002-2011f Chart 2: Macroeconomic Trends: GDP per capital ($ bil. ) vs.Real GDP Growth (%) – 2003-2011f Chart 3: Growth Trends: Inflation (2002-2008f) Chart 4: Key Economic Indicators Forecast (2007-2012f) Chart 5: Growth Trend Comparison: GDP Growth vs. Insurance Growth (%) – 2000-2011f Chart 6: Thailand Insurance Market Value ($billion): 2000-2007 Chart 7: Thailand Insurance Market Value Forecast ($million): 2007-2011f Chart 8: Insurance Density: Prem iums Per Capita in USD Chart 9: Insurance Premium in % of GDP (2001-2011f) Chart 10: Thailand Insurance Market: Segment Share 2007Chart 11: Growth Trend of Life Insurance and Non-Life Insurance ($Million): 2000-2011f Chart 12: Thailand Life Insurance Market Value ($million): 2000-2007 Chart 13: Thailand Life Insurance Market Value Forecast ($million): 2007-2011f Chart 14: Thailand Non-Life Insurance Market Value ($million): 2000-2007 Chart 15: Thailand Non-Life Insurance Market Value Forecast ($million): 2007-2011f Chart 16: Market Segmentation of Non-Life Insurance (%): 2007 Chart 17: Market Segmentation of Non-Life Companies by Ownership 2007 (%) Chart 18: Comparison of Direct Premiums of Non – Life Insurance Business (2007 & 2006) Chart 19: Direct Premium per Insurance Policy for 2007-2006 (Baht) Chart 20: Comparison of Sum Insured Per Premium of Non – Life Insurance Business Segments (2007 & 2006) Chart 21: Loss Ratio of Non – Life Insurance Business (2007) Chart 22: Market Share of Top Life Insurance Companies by Total Premium in 2007 (%) Chart 23: Life Insurance First Year Premium Market Segment in 2007 by Top Companies(%) Chart 24: Life Insurance Premium Renewal (million Baht) and Growth (%) Year on Year for Top Companies (2006-2007)Chart 25: Life Insurance Renewal Market Share of Top Companies in 2007 (%) Chart 26: Single Insurance Premium Company Segmentation 2007 Chart 27: Fire Insurance Companies – Market Share (%): 2007 Chart 28: Marine & Transport Insurance Segment Share (%): 2007 Chart 29: Cargo and Hull Market: Direct Premium Share (%) in 2006-2007 Chart 30: Marine and Transportation Companies: Markey Share by Direct Premium (Unit: 1,000 Baht) Chart 31: Market Share of Automobile Insurance Sub Sector 2007 Chart 32: Automobile Insurance Top Companies – Market Share by Direct Premium (%) – 2007 Chart 33: Market Share of Miscellaneous Non-Life Sector (%) – 2007 Chart 34: Top Miscellaneous Non-Life In surance Companies: Market Share by Direct Premium (%) – 2007 Chart 35: Top Industrial All Risk Non-Life Insurance Companies: Market Share by Direct Premium (%) – 2007 Chart 36: Top Public Liability Non-Life Insurance Companies: Market Share by Direct Premium (%) – 2007 Chart 37: Top Engineering Non-Life Insurance Companies: Market Share by Direct Premium (%) – 2007Chart 38: Top Aviation Non-Life Insurance Companies: Market Share by Direct Premium (%) – 2007 Chart 39: Top Health Insurance Companies: Market Share by Direct Premium (%) – 2007 Chart 40: Top Personal Accident Insurance Companies: Market Share by Direct Premium (%) – 2007 Chart 41: Top Other Non-Life Insurance Companies: Market Share by Direct Premium (%) – 2007 Authors: Jasvita Anand, Akash Rakyan & Nishith Srivastava Ordering: Order Online – http://www. researchandmarkets. com/reports/606283/ Order by Fax – using the form below Order by Post – print the order form below and send to Research and Markets, Guinness Centre, Taylors Lane, Dublin 8, Ireland. Page 1 of 2 Fax Order FormTo place an order via fax simply print this form, fill in the information below and fax the completed form to 646-6071907 (from USA) or +353-1-481-1716 (from Rest of World). If you have any questions please visit http://www. researchandmarkets. com/contact/ Order Information Please verify that the product information is correct and select the format(s) you require. Product Name: Thailand Insurance Sector Web Address: http://www. researchandmarkets. com/reports/606283/ Office Code: OC8DIRLTQSTRPX Product Formats Please select the product formats and quantity you require: Quantity Electronic Enterprisewide: EUROâ‚ ¬ 3,249. 00 Hard Copy: EUROâ‚ ¬ 1,649. 00 + Euro â‚ ¬50 Shipping/Handling Electronic Single User: EUROâ‚ ¬ 1,299. 00 Shipping/Handling is only charged once per order. Contact Information Please enter all the information below in BLOCK CAPITALS Title: First Name: Mr Mrs Dr Miss Ms Last Name: Email Address: * Job Title: Organisation: Address: City: Postal / Zip Code: Country: Phone Number: Fax Number: * Please refrain from using free email accounts when ordering (e. g. Yahoo, Hotmail, AOL) Prof Page 2 of 2 Payment Information Please indicate the payment method you would like to use by selecting the appropriate box. Pay by credit card: American Express Diners Club Master Card Visa Cardholder's Name Cardholder's Signature Expiry Date Card Number CVV Number Issue Date (for Diners Club only) Pay by check:Please post the check, accompanied by this form, to: Research and Markets, Guinness Center, Taylors Lane, Dublin 8, Ireland. Pay by wire transfer: Please transfer funds to: Account number 833 130 83 Sort code 98-53-30 Swift code ULSBIE2D IBAN number IE78ULSB98533083313083 Bank Address Ulster Bank, 27-35 Main Street, Blackrock, Co. Dublin, Ireland. If you have a Marketing Code please enter it below: Marketing Cod e: Please note that by ordering from Research and Markets you are agreeing to our Terms and Conditions at http://www. researchandmarkets. com/info/terms. asp Please fax this form to: (646) 607-1907 or (646) 964-6609 – From USA +353-1-481-1716 or +353-1-653-1571 – From Rest of World

Image of death Essay

As she attempted suicide, â€Å"I am not his yet.† She is possibly tempting death as the quote â€Å"†¦..how badly I photograph†, suggests death may have been stalking her and Plath is possibly taunting him back as he insults her, or it may also be that Plat is not ready for her death photograph yet. Plath shocks the reader by talking about children in coffins in such a matter of fact manner, â€Å"He tells me how sweet the babies look in their hospital icebox†, paradox, as the beautiful and ‘sweet’ children are linked to death, â€Å"†¦Ionian death gowns†, again Plath contradicts the beauty of the gowns with the horrifying image of death. Plath uses simple but very harsh descriptions to portray death amongst children, â€Å"†¦two little feet† very graphic in a simplistic way. Plath explains death is in two forms, a traditional view of death and the other one a more modern view of death. She portrays the death as very laid back, â€Å"He does not smile or smoke† as before cool people, celebrities and models smoked, so people followed them but death does not as he’s not trying to be popular. The â€Å"other† death Plath describes with â€Å"†¦hair long and plausive† and also suggest that this death does smoke â€Å"†¦the other does that† giving this death a more positive feel, making him more modern and more appealing. An act of masturbation, seen as a powerful act as it’s done alone â€Å"Masturbating a glitter†¦Ã¢â‚¬  almost as if Plath is saying that death thinks he’s special as he’s masturbating a glitter, â€Å"†¦he wants to be loved† paradox, as you can’t love death. Plath suggests the idea of rigourmortus although it’s ironic as she’s still alive â€Å"I do not stir†, or it may be Plath suggesting that she’s dead on the inside, and that her emotions may have gone stiff. In contrast to Plath’s poem â€Å"Death and Co.†, Hughes poem â€Å"Examination at the Womb-Door† emphasises on death owning existence as even as soon as you are born you face death but death still being inferior to God, as the examiner being God the questions throughout the poem are very authoritive, suggesting that Hughes may think that God has authority over death. The title could possibly be Hughes signifying the point of crossing into the physical world. It seems as if sees death as the starting point: Man has been living, just to get experience to pass an exam before God, also giving a very ominous feel to death, the ultimate fear of all mankind and a sacrilegious tone to the poem. It maybe that Hughes sees the soul as immortal as when the crow is asked â€Å"But who is stronger than death?† the crow replies â€Å" Me, evidently† as the crow is immortal due to the rebirth cycle, so despite the body’s death, the soul remains, therefore the crow is in fact stronger than death. Hughes uses negative adjectives and pronouns throughout the poem possibly to remark the deficiency of the human body against death.

Evaluating The Retention And Development Of Their Employees

Assessing Internal Candidates Chern’s talent philosophy involves the retention and development of their employees. In a recent analysis of the turnover data, the executives learned that a disproportionate number of good sales associates had left the organization. These sales associates could have been potentially strong candidates for the department manager and assistant department manager positions. Chern’s uses supervisor recommendations and structured interviews to promote about 75 percent of their sales associates to department managers and assistant department managers. In the exit interviews the sales associates indicated that they were leaving because they didn’t feel there was the potential of reaching the managerial positions they wanted. This indicates that Chern’s efforts to communicate promotional opportunities and succession planning intentions to high-potential sales associates is not sufficient. Chern’s needs to improve their internal promotion practices to ensure high-potential sales associates are developed and retained or the managerial positions. Chern’s needs to complete an internal assessment of the organizations current employees for training, reassignment, promotion and dismissal purposes. The internal assessment can help Chern’s determine if their employees fit the requirements for the managerial positions within the organization. By assessing their current employees’ abilities, willingness to learn and ability to adapt to new situations along withShow MoreRelatedIntels Social Responsibility1652 Words   |  7 Pagesperiod constant leader and driving force of the company was Andrew Grove with demanding confrontational management style. This strict management has led Intel to the global corporation with branches in more than 40 countries and staff of 83  500 employees in 2008. Annual Total Revenue has reached $35 127 billion in 2009; the share of International Business (outside of US) in this year has reached 82%. Globalization, rapidly changing markets, economic recession and slow recovery, new forms of globalRead MoreMicrosofts Human Resource Management Strategy679 Words   |  3 PagesCorporation Importance of Strategic Human Resource Management Talent Management Strategies Compensation and benefit packages for employees Policies and practices for Labor relations management Comparison with the Competitors Conclusion OBJECTIVES OF THE HRM STRATEGY To design effective talent management strategies; including recruitment and selection, motivation and retention, performance management, etc. To design competitive salary and compensation packages and decide their major components. DevelopRead MoreEmployee Recruitment And Selection Process1453 Words   |  6 Pagesthe healthcare staffing is unstable. It’s almost as if there is a revolving door, employees are constantly leave yet, the number of patients needs are increasing. So now, hospitals are trying to focus on their effcienys and effictivess of their hiring processes. BODY: recruitment A. quality quantity of applicants B. overall recruitment costs C. Diversity of applicants D. Recruitment time frame BODY: evaluating the recruitment functions It is critical to asses the effectiveness of a recruitersRead MoreThe Best Practices For Using Tuition Assistance Essay1059 Words   |  5 PagesOBJECTIVE: To determine the best practices for using tuition assistance/reimbursement as a healthcare recruiting and retention tool. Challenges: DHEC is currently struggling to recruit and retain health care employees. DHEC has difficulties differentiating itself from other health care competitors. DHEC cannot compete with private sector in terms of salary and compensation. DHEC currently does not provide career advancement opportunities. Due to these problems DHEC suffers the costs associatedRead MoreA P Moller Maersk Group: Evaluating Strategic Talent Management Initiatives848 Words   |  3 PagesA.P. Moller Maersk Group: evaluating strategic talent management initiatives 1. The issues The Maersk Group had originally started out as a small size Danish business family, but has, throughout the years, become a publicly traded world conglomerate. Throughout its years of operation, the company had been acknowledged as a quality employer and proof in this sense has been represented by the low employee turnover rate in the firm. During the recent past however, when the company became aRead MoreRecruitment And Retention For The State Of Georgia881 Words   |  4 PagesSection 1: Introduction The theme for this paper is to select an organization that I m familiar with, which is recruiting and retention for the state of Georgia. I will identify an existing performance gap that can be closed by developing a training program. I will also describe how I would develop an effective training program. The references for this paper will come from Chapters 8-10 of the textbook and other resource materials. Section 2: Content. In this assignment, you will apply whatRead MoreProposed Organization Development Interventions Strategies967 Words   |  4 Pages Course Project Proposed Organization Development Interventions Strategies Interventions for this organization will include strategies that will improve employee morale, employee retention/turnover rate and the growth of the organization. Employee morale and motivation can be existent from internal characteristic of an individual or as an external factor. Some people naturally possess a high level of internal motivation; those who focus on the internal feelings of satisfaction they will attainRead MoreLeadership Styles And Staff Retention1156 Words   |  5 Pages1.0 Title The working title of this research is initially drafted as – Leadership Styles and Staff Retention: How leadership styles affect staff retention? 2.0 Background of the Study Leadership is an incremental component that centers the existence, survival and functioning of any group or organisation. Indeed, the organisations recognise that their success is highly-dependent upon the quality and effectiveness of this dimension. There are two main functions that leaders are bounded to performRead MoreSeeking Feedback From The Team And Conduct A Meeting Essay899 Words   |  4 Pages8. Seek feedback from the team and conduct a meeting (Meeting agenda and Minutes template are provided) regarding organisational development program. Meeting Agenda Scheduled day Agenda topics Meeting location Actions taken Applicable time frame 13/09/2016 Unethical behaviour Hawthorn All the staff members are inducted and disciplinary actions will be taken if involved in discrimination. 1hr 14/09/2016 Health and Safety needs Glenferrie Revised all the hazardous chemicals at Alpha electronicsRead MoreCareer Development Plan Summary1639 Words   |  7 PagesCareer Development Plan Summary Tool Distributors, Inc. Career Development Plan Summary Tool Distributors, Inc. As you all know, Tool Distributors, Inc. has recently experienced considerable growth and members of executive management have asked for the restructuring of the financial department. The finance department has been asked not only to assume additional responsibilities but also initiate the hiring of additional team members. This report will introduce five new positions to the team