Problem Solving and Decision Making Essay

Background I work for a company called npower and we are an energy supplier in the UK. Specifically, I work within the Blended Services department and we deal with various types of inbound contact from our customers such as email, letters and telephone calls. I manage a team of 15 people advisors and their role is to effectively deal with customer enquiries that come in via the different methods of contact. Due to the large volumes of correspondence that we have come in, it’s not always practical to respond to customers via a written response and we therefore ask the advisors to call as many customers as possible and resolve their enquiries by phone, this allows the advisors not only deal with the customer’s original enquiry but to also answer any subsequent questions that may arise when they are presented with the answer we give them. Description of the problem When advisors call a customer there are regulations around data protection and also keeping customer contact details up to date that we must adhere to, we refer to these regulations as compliance. This is a very black and white subject, we must be compliant in all we do 100% of the time. The problem that has come to light that in our department, is that our advisors are not 100% compliant 100% of the time. They will fully cover data protection and request up to date contact information on some calls but not others. This presents a problem for the department and me as a manager as well as the advisors in question as these inconsistencies can lead to varying degrees of disciplinary action for the advisors and the company. The impact of this for the advisors is that it can lead to disciplinary action such as informal warnings, up to more formal action such as written warnings and even loss of their job. In extreme cases offending advisors can even face personal fines. As a manager, I then have to consider the potential knock on effects of such action which can include loss of advisor confidence, a reduction in staff morale, and opportunity for progression may be reduced or taken away and all of these in turn may affect an advisors attendance. For me as a manager the concerns are that these actions could affect my time as I am required to carry out investigations in to each case of non-compliance. This is turn could leave other members of my team to feel neglected as my time becomes consumed with investigations and carrying out disciplinary action. Potentially, this could lead to a general loss of morale within my team as a whole and go on to impact their performance. This issue also affects our customers as if we are seen to be breaking such important regulations as data protection, and then this could cause an increase in complaints, damage our customer’s confidence in us as a company, lead to a decrease in customer loyalty and ultimately the loss of their business. From a company point of view the impacts are possibly the greatest. Just a few potential knock on effects from non-compliance are loss of customers, brand damage, legal consequences including large fines and potentially losing out license to trade. Disciplinary action can lead to loss of staff and this brings further impacts such as the time and cost of recruiting and training new staff and all of these could eventually impact our ability to provide a desired service to our customers. Analysis of the problem In trying to identify options to solve the problem of advisors inconsistently adhering to compliance regulations, I first looked at gathering as much information as I could in to how much it was affecting my department and if there were any contributing factors to the problem. I liaised with our quality analysts. The QA team had recently marked a sample of the calls we make within the department and informed me that in the month of September they sampled four calls from each team within the department. This was made up of one inbound call (calls where the customer calls npower) and one outbound call (calls where we call the customer) for two advisors on each team. There are 18 teams so this is 36 advisors that were sampled and scored. The results showed that of the advisors monitored only 69% were fully compliant. This is cause for concern then as the target is 100%. Following on from this, I needed to do further investigation. My time, however, is very valuable and for me to take on such an investigation alone is not feasible. I discussed the problem with my manager and we came up with an idea to help us follow up the results from the QA Teams quality checks. Within our own operations group (5 Teams) we asked each manager to mark two calls for each of their advisor focussing solely on whether or not the advisors were following compliance regulations that we must adhere to. In the first week of October, each manager carried out the quality checks for their teams. The results showed that we were 50% compliant as an operations group. Following these results each manager went out to the advisors that were not following the compliance regulations and gave them a training session as well as an informal warning that this kind of action was not acceptable and that compliance must be adhered to at all times. The managers including myself then left the advisors for a couple of weeks and then went back and completed the same quality checks once more. The second time around we noticed an improvement as we scored 70%. However, we were and still are a long way short of our ultimate goal. Following on from this, I devised what I saw to be a simple yet effective questionnaire that would be completed by a sample group of advisors. The purpose of the questionnaire was to establish possible reasons why the advisors failed to be consistent in regards to meeting compliance when speaking to customers on the telephone. I looked to address such matters as how confident they were that they were personally 100% complaint 100% of the time, were they aware of the tools that npower provide to assist them in being complaint, what barriers they have encountered that make it difficult to be compliant and what do they feel would ensure that they were 100% compliant 100% of the time going forward. The results of the questionnaire showed that the advisors knew what was required of them to be compliant and that they recognised the implications of not being compliant. It also showed that all of the advisors were aware of the various support tools that npower provides them to help with compliance though not all of them used them. This suggests then that the problem of being inconsistent in regards to compliance may be down to advisor attitude or focus but at this point I wanted to avoid making assumptions. With all of this information, I used a simple fishbone to drill down for possible reasons for these inconsistencies. I looked at the following headings and then added the possible reasons: Confidence (lack of) * Inconsistent message * Unclear on what’s expected * Cannot deal with conflict (from customers) * DPA doesn’t feel natural (in call structure) * Situations outside of the norm (3rd party calling on behalf of the customer) Knowledge (lack of) * No or little training (new to business) * Lack of communication (not advised of possible changes) * Inconsistent message (unsure what is correct) Skill * Unsure how to resolve conflict * Not certain how to incorporate data protection in to their call structure * Not able to control a call (allows a customer to drive a conversation, potentially skipping past vital areas for not wanting to interrupt) Attitude/Behaviour * Doesn’t understand potential consequences * Doesn’t like change * Refuses to comply After considering all of the above the potential solutions to my problem could be creating a guide that points out to advisors what they must do to be fully compliant but that isn’t rigid in its delivery so that the advisors can make it their own. Ensuring that the guide and its use is trained out in a clear manner that makes sure there are no questions unanswered. Providing the advisors with additional training to enable them to capably and confidently deal with situations of conflict i.e. if a customer refuses to go through data protection. Finally, making sure that the consequences of non-compliance for both advisors and the company are clearly communicated. Resolution of the problem I went to manager with my findings and stated what I wanted to achieve. I needed the goal to realistic and to be measurable. Remembering that QA Team reported the department to be 69% compliant for the month of September my goal statement was this: * To decrease the compliance fail rate in our department by 15% during the month of November based upon 36 evaluations. In making this statement, I ensured that if would be a fair reflection since it would match the original investigation completed by the QA Team. It’s SMART, because I have a specific goal that can be measured against previous findings. It’s both achievable and realistic as all managers will make numerous quality checks throughout the month and I’m trying to achieve the ultimate goal of 100% compliance but instead make a small but reasonable step towards it and finally, it’s time bound as all steps will be put in place and measured throughout November. Once the goal had been set, my manager and I held a brain storming session to look at possible options to resolve the problem. Further to those I mentioned earlier, we came up with these additional ideas: * Speech Analytics * Scripts for data protection * A specific inbound call team * A specific outbound call team * Feedback, coaching and evaluations * An inbound and outbound call decision making tree * Brief to include what’s expected and what the consequences are for non-compliance * Compliance champs * Compliance tick sheet After we had come up with these various options I went away and decided which would be the best course of action. To help me decide I used a simple Pro’s and Con’s method. I put each of the above options in to a table and then listed what the advantages and disadvantages were. Below, I have just briefly outlined some of the key points for each one. Speech analytics Pros * It saves time (it’s all automated, listening to and identifying key words and phrases in conversations) so managers don’t have to do manual checks. * A large sample is gathered (it pulls data from all recorded calls) therefore the reflection is very accurate. * Reports can easily be pulled, since all data is compiled and exported in excel spread sheet format. Cons * It’s not an immediate solution. Speech analytics for npower is in early testing stages and it’s unlikely to be available for at least another year. * Cost – It’s very expensive to implement and so even to run in a small test environment is currently unlikely. Scripts for data protection Pros * It would clearly set out what needs to be said (no grey area) * Advisors would have something to reference at all times * Can easily be updated when changes occur * Managers could easily cover this in a coaching session Cons * Advisors may not feel it comes across as natural * Advisors may forget to keep it on their desk each day * It would need to be updated with each new change (potentially old ones could be in circulation) * Repeat contact customers would have to go through the exact same process each time and may feel it comes across as robotic Specific inbound/outbound call teams Pros * Advisors would deal with only one call type (one set of compliance regulations, more specialised, less chance of failure) * Becoming specialised may increase confidence Cons * It may not be feasible to have a enough specialised teams to deal with the workload * We would lose multi-skilled advisors, impacting our ability to deal with other work volumes * Specialised teams leave us vulnerable to outside influences such as absence. Compliance Champs Pros * Position of responsibility for trusted advisors * Someone on hand to reference in uncertain situations Cons * Those not chosen may feel disappointed * The cost of taking advisors away from completing work may not be feasible in such a busy time * Having to wait for a ‘Champ’ may impact customer wait times and thus service * Takes ownership and responsibility away from the advisors Compliance Checklist Pros * Advisors already use something similar, so it would be familiar * Advisors could clearly track what they have and haven’t asked * Peace of mind as it states clearly what they must ask * Natural, as it states what they must ask but doesn’t tell them how to do it * Cheap and easy to implement * Easy to amend when changes occur * Advisors can easily keep it with them either paper based or electronically * Puts the responsibility on the advisor * Best use can be coached around Cons * Must be altered with each change (old ones could be left in circulation) * Puts the responsibility on the advisors (must be trusted to use it) After evaluating the options and the pros and cons to each. I decided to go with a compliance checklist. Once I had decided on what I believed to be the best solution I asked myself two important questions, in various decision making models these are also known as Acid Tests 1&2. Acid Test 1 – If I implement all of my plans for action will my problems be overcome? In considering the answer I thought back to areas that I had identified earlier that linked into the problem of inconsistent compliance. To recap these were things such as: * Advisors were unsure what they should be asking. * They lacked confidence that they were saying all the right things. * They could often miss important information if interrupted by a customer before the compliance checks were complete. * The solution needed to be simple and easy to implement, so that it was clear and simple to train out. The majority of my advisors already use a checklist of sorts to capture the work they complete and how they contacted the customer, by adding compliance prompts to this it creates a visual aid for the advisors reminding them of what they need to ask and it remains in a setting that they find familiar. Also, because the advisors are able to tick off the various requirements as they go along it makes it very clear what must be asked and it’s less likely that they’ll miss things out if they are interrupted as they can simply go back along the list and pick up where they left off. It’s also likely to come across as more natural when the advisors are talking to them customers as well as again it only prompts them with what they need to ask rather than telling them how to say it. Finally, it’s relatively cheap to implement, it isn’t very time consuming to put in place and it’s something that can be done immediately. A copy of the checklist is attached (Appendix A) Acid test 2 – If I get rid of all my problems will I achieve my objectives? Again, the answer should be yes. My solution will give advisors something black and white, that’s clear and easy to understand and familiar to them in their day to day role. This should in turn give them the added confidence when talking to customer’s on the phone. There is, however, a human element. This is that the solution once trained out and implemented, relies upon the advisor taking some ownership and making sure that use it every day even if they feel confident that they are fully compliant. Because this is a personal choice there is no plan that I can implement that will solve this. However, as a company we do have measures already in place to manage this. If an advisor is proven to have the skills and the knowledge to be fully compliant and yet for whatever reason chooses not to, then I or any other manager would need to ensure that this is managed in the proper fashion. Implementation and communication of the solution As previously stated the advisor already usage a data capture sheet in their day to day jobs. I have taken that and added some simple yet clear checklist boxes that prompt the advisors on what they need to be asking when speaking to customers on the telephone. I will start off with a trial in my operations group and then if the desired results are proven then I will discuss with my manager a plan to roll it out to the whole department. I’ll start by holding a small group meeting with my fellow team managers, briefly describing the problem that I’ve been looking in to. I’ll present my solution and tell them how I would like it to be used. The managers including me can then go out to our own teams and deliver the message in a brief team meeting. The compliance checklist will be distributed via email to the managers and advisors alike. This way the advisors can choose to print it off and fill it in manually or they can simply fill in in on their PC’S. This also means that they will always be able to access a copy even if they have to move desks as it will be saved to their email. Following this, I would plan to follow up with some side by side observations. This would be to ensure that the advisors are using the checklist as intended and it also gives me the chance to answer any questions that they may have as well as offer advice and praise where they are doing things well and hopefully begin to build that confidence in their ability back up. As far as monitoring and reviewing of the situation, this should be quite straight forward. I know what the problem is and I have identified a list of causes. I also know clearly what I expect to achieve from the solution. I perform at least one quality check on each of my advisors each week, so these will prove useful when monitoring progress in this area and the results should be clear to see. These quality checks are always given to the advisors as feedback and trends from multiple quality checks are used to build useful coaching sessions. The feedback that I receive from the advisors at this point should also allow me to monitor if they are using my solution as expected and how confident they feel with it. As a department, we also receive daily, weekly and monthly reports. These will enable me to view the progress of the other teams in my operations group to see if they are showing the results that are expected. I will raise the matter for discussion in the weekly operations group meeting and this will allow me to receive feedback from my fellow managers and get their thoughts on what is and potentially isn’t going well. Finally, the QA Team will perform another quality check across a random sample of the department. This will perhaps be the ultimate mark of whether or not my solution has been successful. If so, then there should be a significant increase in the percentage of advisors that pass compliance.

International Management

The purpose of this report Is to present 320 Below Pet Ltd a business proposal to venture Into Bangkok, Thailand. A series of relevant questions pertaining to the Ice- cream parlous business and its future expansion into foreign markets are proposed here to identify business opportunities and risks. The F&B industry in Singapore and the company's structure has been studied in depth to gain a better understanding of the industry. 320 Below is a Singapore based company that sells fresh ice cream, sorbet and frozen yogurt.The enterprise's legal structure, its history, mission, vision, alls, objectives and the ownership structure are further analyzed. The products and services offerings of 320 Below are highlighted and supported with the customer profile and demand analysis by the usage of Porter's Five Forces analysis. Moving forward, the environmental factors on the host country business climate are carefully examined. Based on the findings, the unique usage of liquid nitrogen in makin g the Ice cream is favored at large.Strengths, weakness, opportunities and threats of 320 Below will be evaluated In depth by using the SOOT analysis. A comprehensive business strategy Is finalized and proposed comprising of mode of entry and identifying the Hypotheses national cultural dimensions as it ensures that the different strategies will be carefully studied. Vital components of the fps strategies, which constitutes of pricing strategy, distribution and logistics, promotion and advertising and production and service strategies are also discussed.This will be followed with financial reports and the planning of cost analysis, the projected profit and loss statement expected to derive. The management considerations Including personnel, business advisers and contingency plans to be undertaken have been determined. Finally, recommendation will be presented to 320 Below based on the chances of success rate, which will influence its decision making to venture into foreign markets l ike Bangkok. 2. Introduction Being the first mover entrant, 320 Below Private Limited (Pet Ltd) first launched the unprecedented concept of freezing ice-cream using liquid nitrogen In Singapore.This unique Innovation has speed up the Ice-cream making process, thus enabling 320 Below to experiment with a wide variety of ice-cream flavors in the shortest time compared to traditional ice-cream making at large. The founder and Managing Director of 320 Below, Miss Lillian Nag is currently heading its business operations and business strategy for the gourmet ice-cream parlous. With the support of Miss Nag, our team kept in touch with her through numerous email correspondence to collect valuable information about 320 Below.This has provided our team with vital and useful findings which has facilitated us In preparing this business proposal. These justifications has indeed given us many insights in the ice-cream parlous business and helped us to draft out the necessary marketing tools that has helped to advertise the company. 3. Industry Business Description restaurants, fast food outlets, food caterers and others segment. In the â€Å"Others† segment, it generally refers to the different types of F establishments ranging from cafes, bars, food courts, pubs to coffee house.In 2012, Singapore F industry has substantially increased and generated approximately SAG 1 1. 98 billions in revenues, which is equivalent to 3. 5% of the country gross domestic product (GAP). According to Singapore Department of Statistics (2013), the year of 2012 has witnessed an increase of 3. 2% of new F establishment opening in Singapore. The total number of F establishment has significantly increase from 6,464 to 6,668 and is a good sign that the industry is expanding. With a population of over 5. Million, Singapore is ranked one of the highest food consumption country in Southeast Asia. In Singapore, eating is considered a national pastime, where people are willing to queue up for hal f an hour to over an hour for their favorite food. The majority of Singapore population's love for good food and their willingness to food hunt around the island display their passion and attitude towards eating. Within the social circles, it is viewed as an status leveler or status builder if you can recommend a particular place that serves great food to your friends or families.Being able to do immediately brings up your personal reputation (Wang 2006). The increasing affluent middle class and the rise in their disposable income has also fuelled the growth of the F&B industry. This group of affluent Singapore who are well-traveled are often attracted by what they see and experience during their holiday trips. Therefore, when these F&B establishments opened in Singapore, they would gladly patronize them. This has definitely spurred the demands of overseas food and produce (Rehearing's 2013).In addition, growing tourism activities in Singapore from overseas visitors have also suppor ted the growth of these F establishments. The future of the F industry in Singapore looks promising and is projected to growth in healthy levels due to its per capita consumption growth. 4. Company Description 4. 1 Type of Business Founded in October 2012, 320 Below Pet Ltd is a Singapore-based ice cream parlor that specializes in making fresh premium ice-cream, sorbet and frozen yoghurt purely from using natural ingredients. The company falls into the category of lifestyle cafes in Singapore F industry. 20 Below prides itself in delivering a unique ice- cream eating experience for customers to mingle and hang out with their friends and families. 320 Below is the early pioneer in Singapore to launch the concept of freezing ice cream by using liquid nitrogen. This unique and innovative ice-cream making process has revolutionized how ice cream is traditionally prepared and consumed. This interesting concept has also introduced an unique cafe experience, where customers can walk-in to choose from a wide variety of specially created ice- ream flavors that are freshly churned out on the spot from the mixing bowl. 20 Below Pet Ltd started its ice cream parlor business as a Limited Liability company (LLC), which is commonly known as Private Limited company. The company is registered under Singapore laws and tax regulations. Under the legal structure of a LLC, 320 Below intends to separate its legal entity from their owners and shareholders. By doing so, their business obligations only strictly remain within the legal entity itself and shareholders are excluded from any legal liability in their personal capacity. 20 Below also enjoy various legal and tax benefits as a LLC.For example, 320 Below is exempted from paying taxes during the first three years of incorporation for the first SAG $100,000 profits that they make every year. The corporate tax rate in Singapore is very attractive, which stood at below 9% for profits up to SAG $300,000 and capped at 17% for profits exceeding SAG $300,000. In addition, Singapore single-tier tax policy implemented across all corporation means that 320 Below will only be taxed once at corporate level. In the event of any dividends payout to their shareholders, they will not be tax again. 0 Below also benefited from the ease of raising capital for new venture or business expansion in the future. As a LLC, 320 Below will find it easier to get business financing from financial institutes, such as banks, and also raising capital through adding equity partners or investors. 4. 3 320 Below History, Mission, Goals & Objectives The brand name â€Å"320 Below' came about when the founder Allan Nag discovered that liquid nitrogen actually boils at minus 320 degree Fahrenheit (OF) and she decided to name after it. Lillian Nag, the founder and managing director of 320 Below has a passion and loves creating quality ice-cream.She believes in making ice cream that are low in sugar and do not contain artificial emulsifier, sta bilizer and preservative. During the early beginnings, Miss Nag experimented in creating numerous unique tasty ice-cream flavors from her home. Over a period of time, she had created and perfected numerous ice-cream recipes that have received good reviews from friends and family members. The idea of freezing ice-cream came about one day when she was doing online researches about ice cream making and found out about using liquid nitrogen to produces fresh creamy ice-cream, without paving icy crystals that can affects the taste pleasure.After mastering the ice-cream making process, Miss Nag decided to venture in the ice cream parlor business. 320 Bellows vision is to become the first-mover in new creation and innovation to ensure their products are always fresh, smooth, tasty and clean. Their mission is to ensure that their ice cream, sorbet and frozen yogurt are of the highest quality, smooth and tasty. 320 Below also endeavor to deliver exceptional customer service to their customer s in a clean, fun and relaxing environment to hang out. 4. Ownership Structure 20 Below currently have two outlets in Singapore, which is the Mackenzie Road main shop located near the city area and the Tympanis One branch, a neighborhood area in the eastern part of Singapore. The ownership structure of 320 Below consists of 3 Below employs a manager who takes charge of the daily operations in the Tympanis One branch and Miss Nag is in charge of the Mackenzie Road main shop. The manager at Tympanis One reports directly to Miss Nag pertaining any operations issues. At any time, each outlet hire at least two temporary staffs to service customers at the ice cream parlous.Miss Nag is also in charge of the marketing and production aspects of 320 Below. Her manager handles the financial accounting and human resources for both the outlets. 5. Product/ Service Factors 5. 1 Product/ Service Analysis 320 Below is the unprecedented ice cream shop that uses liquid nitrogen for their ice cream ma king process. As such, they have an advantage of offering new and interesting products to their customers in the F&B industry. They are not Just ice cream sellers but they also offer a wide range of products like frozen yoghurt and sorbets that are freshly made on the spot after customers have placed their orders.This kind of service are very rare in the Singapore market as traditionally ice cream are made in advanced and stored for later consumption in ice cream parlors or they can be conveniently bought in all supermarkets or convenience stores. 320 Bellows flagship main store at Mackenzie Road offers a unique experience of enjoying ice cream, which not other places in Singapore offers. The location of their ice cream parlor are conveniently located near city area and offer ample parking space for individuals or families who wish to patronize them. Next their shop is nicely decorated with a colorful theme that attracts passer by and want to come in.Students and teenagers are also attracted to 320 Below shop because they enjoy hanging out with their friends due to its cozy and comfortable environment it gives to their customers. 5. 2 Customer Profile/ Demand Analysis Thailand is a country with a hot climate for most parts of the year. It is common for people to seek out cooling food items to manage the heat and ice cream happens to be one of the highly sought after food items consumed. In Bangkok, the weather records a hotter temperature being an urban area with less greenery to cool the surroundings compared to other parts of Thailand.Therefore, the demand tends to be higher compared to other parts of Thailand. Other ice cream brands have been successful in Bangkok with constant demands from ice cream lovers. Thailand is ranked at 13th place, with 1. 5 litter of ice cream consumption per capita each year (Ice cream consumption 2013), Just 2 places behind Singapore. The consumer market for ice cream in Bangkok consists mainly of This who are in the working cl ass of age 25 – 40 and tourists who visit the kingdom for holidays. These groups of people generally look for uniqueness in the products they purchase.Thus, he technology of using liquid nitrogen to create ice cream instantly will attract their attention and given their access to education and the internet, they will better appreciate the ice cream making process of 320 Below. As ice cream brands that able to capture the attention of potential consumers in Bangkok and attract them to patronize the ice cream parlor. 5. 3 Porter's Five Forces Analysis 5. 3. 1 Bargaining power of suppliers (High) Liquid nitrogen is not only used in the ice cream making process but also for other food processing such as bakery in the Food & Beverage (F&B) Industry.As such, appliers may choose to supply to other food processing brands, which require a larger quantity of liquid nitrogen compared to 320 Below. Similarly, suppliers of other equipment in general required by 320 Below for its ice cream outlet operations have a bigger pool of customers in the similar business to choose from to create business ties. 5. 3. 2 Bargaining power of customers (Low) Customers are unable to make vast comparisons as brands offering the same product as 320 Below is relatively new in Bangkok. Furthermore, the Bangkok market is relatively new to this ice cream making process using liquid nitrogen to churn out CE cream.The lack of knowledge of the product further weakens their bargaining power. 5. 3. 3 Threat of new entrants (Low) There are very few ice cream outlets established in Bangkok that use the liquid nitrogen technology to produce their ice cream. Moreover, the frequency of new ice cream brands opening an outlet in Bangkok is low. Given the fact that Thailand is still a developing country and poses the risks of political unrest, other ice cream brands with similar technology might be hesitant to venture into the Thai market. Therefore, the threat of new entrants is low for ice cream br ands in Bangkok. 3. 4 Threat of substitute products (High) Ice cream is a product that has constant demand in Bangkok given the hot climate and relatively strong demand from consumers. Therefore, there are numerous brands that provide the similar primary product with Just slight variations. The price range of 320 Below is relatively higher than the average ice cream pricing due to the running costs involving the technology that is used. Consumers may be unwilling to pay for a higher price for their ice cream and may favor other ice cream brands that are much cheaper but not necessarily of higher quality.Others may look for other alternatives such as local cold desserts to replace eating ice cream. Therefore, the threat of substitute products is high in Bangkok. 5. 3. 5 Competitive rivalry within the industry (Low) The idea of using liquid nitrogen in the ice cream making process is still very new in Bangkok. According to research, there is currently one ice cream brand that adopted competitor that produces ice cream in a similar process. However, due to its huge demographic and population in Bangkok there is room for competition in the market. 6. Environmental Factors 6. Host Country Business Climate 20 Below was the first to introduce liquid nitrogen ice cream. It was quite a success for them as a lot of people are curious and wanted to try how does these ice creams taste like. Soon another competitor Just Like It came along. It create a buzz in the F&B industry as it invest in their marketing and advertising campaign. In order to expand their area of revenues income, 320 Below has began doing market survey and research to consider and plan their expansion. Either they open up another outlet to compete with their competitors or they can venture oversea to open their first shop overseas.In London and Hong Kong, there are already shops that sells liquid nitrogen ice cream. Thus venturing into these two countries are not advisable. The best two options are Thail and, Bangkok or Vietnam. 6. 2 SOOT Analysts of 320 Below Strength The strength of 320 Below lies in their Research and Development team and strong support from their management. The R&D are always encourage to develop new products and to cater to the demands of the Singapore market. Being able to understand the Singapore market makes 320 Below easier to target at their range of customers.The vertical integration have given 320 Below an advantage in the arrest. Lastly, the financial status of 320 Below are healthy and they are not in debts. Weakness The operating costs for the operations in Singapore have been increasing lately. This is due to the inflation of the market in Singapore. Also they are facing manpower issues. Even though it is still manageable, but still its difficult to find young service staff to be committed and loyal to the company. Most of the services staff are students working on a temporary basis and they do not tend to stay long in the Job. Opportunities opportu nities.To open their shops in Asia countries and to introduce their underfed products to the local people there. This can create more awareness and increase their market shares. Threats With the recent riots and social unrest in Bangkok, 320 Below will have to be very careful in their planning and execution of their shop opening. The economy in Thailand has fairly been affected by the power struggle between within the government parties. A possible delay in carrying out their plan might be necessary if the situation there worsen. Second, if the pricing of their ice cream is expensive, the local This might not patronize them and avoid eating it. . Government Constraints/ Incentives The Thai government has been having political uncertainties since 2010 surrounding their former prime minister and the current one. The former Prime Minister Taking Sinatra has been over thrown in a military coup in 2010. His sister was elected as the new Prime Minister for Thailand. At the end of 2013, hi s sister Youngling Sinatra has tried to pass on a bill, which could lead to allowing Taking to return to Thailand, Bangkok. This has caused uproar of protests among the Thai population. This was enough to lead to the recent demonstrations by the citizens in centralBangkok. Shops are still open for business even though protests and demonstrations are ongoing. But somehow, their business will still be affected. This feud between the anti government and the prime minister of Thailand will be ongoing for a long period. Travelers have been warned about traveling to Thailand and to avoid these affected areas. 6. 4 Laws/ Regulations/ Administrative Practices Thailand has a long history of corruption, bribery, extortion, leak of insider information used in securing lands, business deals, etc. This has created negative media publicity for the country.Organizations who want to venture into Thailand will have to seriously consider it before shifting in funds from overseas for investments. Ther efore, It is prudent to have the government support in our expansion plans. We also need to know and abide to their local employment laws and regulations. It is almost similar to our Singapore employment regulations except for some slight differences. For example, there are no limitations on the number of days for medical leave. Companies are to set up the Employee Welfare Fund and contributions are made from both employer and employee.These funds will be used to compensate employees who have resigned, laid off or suffer serious injuries during their service with the company. 7. Business Strategies organizational structure in order for organizations to be successful. Bangkok regulation on the food and beverage industry welcomes foreign investment. The threat in competition for the food and beverage sector is overwhelming and could result in high operation cost. If it franchises out its chain in Bangkok or Joint venture with a local, the organization may experience a communication ba rrier as the locals mostly speak Thai and know minimum English.As a new entrant in Bangkok as a franchiser as an option, 320 Below may face potential challenges such as having difficulties in obtaining the appropriate approval and permits from the respective authorities. Unnecessary expenses might incur during the process and might lead to higher cost. Due to cultural differences and language barrier, this could also result in misunderstanding, leading to conflicts when dealing with the respective stakeholders in the sector, as they may be amateurs to the business. The proposed mode of entry for 320 Below is franchising in Bangkok, with a few considerations to be analyzed.Egger Hefted 320 Below must identify the Hypotheses national cultural dimensions as one of the key factors before proposing and venturing in Bangkok as identifying the cultural differences amongst the neighboring countries are an added advantage. In determining the Hefted nation culture, he identified five dimensio ns, which comprise of power distance, individualism, Masculinity/Femininity, uncertainty avoidance and long-term orientation. 320 Below identified the potential of individualism and long-term orientation as their top priorities in venturing into Bangkok.The company is keen to review individualism ND long-term orientation as part of their daily operations in generating growth with the support and directions from the top management. Figure 1 : Hypotheses Model Country Comparison As a comparison amongst the three countries and Singapore, Bangkok shows the highest significant similarities of what Singapore adopts. fps Strategy 7. 1 Product/ Service Positioning Every individual has a sweet tooth whether for breakfast, teatime, after a meal or anytime of the day when one desires for dessert.Every dessert craves yearn for a perfect flavor and a unique sweet course. The evolution of ice-cream originated jack then during the second century B. C. It is known that Alexander the Great enjoyed i ce and snow with a tinge of added flavors of honey and nectar back then. Tastes. Ice cream mostly appreciated by the elites remained a rare and exotic dessert in today's context. Due to technological innovations such as steam power, mechanical refrigeration, homogeneity, electric motors and new freezing concepts and equipment ice-cream production has improvised.It has been identified in the United States that the total frozen dairy annual production is more than 1. 6 billion gallons due to the ongoing advancement in technologies. The concept of 320 Below was originated from United States. The process of rapid freezing provided by liquid nitrogen allows the making of endless combinations of ice-cream, sorbets, shakes, yoghurt which provides freshest desserts and quality to every patron. The Victorian†Queen of ice cream,† Agnes Marshall was the first to use the liquid nitrogen concept in the making of ice-cream over 100 years ago.The Intro facts on the usage of liquid nitr ogen has gained competitive advantage at large as patrons get to witness their frozen dessert being made from scratch and this creates a unique experience for them. Liquid nitrogen utilizes smaller ice crystals than a conventional freezing process and is 320 degrees below zero which creates a creamier and smoother dessert. At 320 Below, guests are given the opportunity to create inventive flavor combinations by recommending their suggested flavors to the experimental team. 20 Below must be able to identify the needs of the consumers presently and in the future in order to develop the right product for its consumers. The targeted consumers for 320 Below are dessert lovers across all ethnic and demographic groups. By targeting the right audience and understanding the demands of its nonusers, 320 Below will be able to achieve competitive advantage amongst its competitors. 7. 2 Pricing Strategy 320 Below had accomplished its vertical integration in achieving a price competitive advantag e through providing a unique concept and flavor with a wide range of products.Generally, existing customers tend to be less sensitive about pricing as compared to new customers. In order to achieve optimal profits and being able to be price competitive in the market, 320 Below may reduce its raw materials costs and the equipments usage in the making of the ice-cream. However, 320 Bellows mission s to deliver its products at its freshest and smoothest and its vision is to be the first in new creation and innovation in ensuring its products are fresh, smooth, tasty and clean at all times thus they will not compromise its cost for optimal profits.Its products have been priced with its overheads being taken into considerations. 320 Below has been consistent in providing excellent service and its efficiency has earned them positive testimonials, acknowledgements and referrals. The pricing of its products are worth the money as its high service and quality have managed to match up consume rs expectations. The price range for its products with various flavors ranges from $5-$10. And the they been ranked number 15 out of 6,938 restaurants in Singapore by Trapdoors and 30% of its customers are tourists who have been referred to from Trapdoors. . 3 Distribution and Logistics Bangkok, an emerging city, with a population of more than 14 million and Thailand the world as estimated in 2013. Tourism Authority of Thailand (TAT) predicts a decline of five percent of tourists visiting Bangkok if the protests continue in the first quarter of 2014 and this will affect the hotel occupancy rate in Bangkok too, which is expected to fall by 30 to 40 percent. The political unrest has been predicted to affect the tourism in Thailand which may be damaging for all enterprises too.Some popular tourist attractions and areas have been affected as tourists have difficulties accessing such places. Such affected areas include international hotels like Hyatt, Four Seasons and InterContinental an d even tourist attractions such as Ask, Silos and the Orthographic intersection. 320 Below must outline its strategies before entering the market in Bangkok as there may be chief players existing there. As 320 Below possess a unique concept in South East Sean region, it may plan its initial early stages of exploring its potential in Bangkok.However, due to the political instability, it should delay its intention of entering its market there until the situation diffuses. It has its advantage of being a first mover entrant in Bangkok as the liquid nitrogen ice-cream is not available there. It will not be feasible for the enterprise to enter through franchising mode of entry if the local players are too powerful and strong. 7. 4 Promotion and Advertising 7. 4. 1 Modes Of Advertising 20 Below is new in the market and they have to thrive to gain more exposure for it's branding and showcase their products through different modes of advertising.Its point of purchase advertising is through its product pictures as consumers find the pictures too tempting and eager to try it. They must be more active in marketing its products although the advertising team have been doing a wonderful Job in order to reach out to a bigger pool of consumers and target the right demographic group by utilizing the suggested advertisements in faceable. This will create brand awareness o consumers with interest in desserts who will be able to receive advertisements on their news feed faceable page based on their respective interests.This mode of advertisement through faceable will go viral faster as it will be able to target the right audience as new consumers and even reach a regional or national audience. However, such types of media is not cost effective for smaller enterprises although one can reach a colossal group of consumers. Besides having a faceable account and participated in trade fairs , it may seek help from its consumers to spread the brand around through word of mouth. Word of mouth is the best and fastest mode of advertisement.By providing an excellent service and experience to its consumers, the brand will speak for itself. By offering good products, customers will share with their families and friends on the ice cream and many of 320 Below customers are referrals. The organization is also ranked Top 15 in Trapdoors which constitutes about 30% of their customer base whom are tourists. By winning its customers hearts, they will keep coming back and start introducing to their friends and share 320 Below faceable page on their faceable. International Management The purpose of this report Is to present 320 Below Pet Ltd a business proposal to venture Into Bangkok, Thailand. A series of relevant questions pertaining to the Ice- cream parlous business and its future expansion into foreign markets are proposed here to identify business opportunities and risks. The F&B industry in Singapore and the company's structure has been studied in depth to gain a better understanding of the industry. 320 Below is a Singapore based company that sells fresh ice cream, sorbet and frozen yogurt.The enterprise's legal structure, its history, mission, vision, alls, objectives and the ownership structure are further analyzed. The products and services offerings of 320 Below are highlighted and supported with the customer profile and demand analysis by the usage of Porter's Five Forces analysis. Moving forward, the environmental factors on the host country business climate are carefully examined. Based on the findings, the unique usage of liquid nitrogen in makin g the Ice cream is favored at large.Strengths, weakness, opportunities and threats of 320 Below will be evaluated In depth by using the SOOT analysis. A comprehensive business strategy Is finalized and proposed comprising of mode of entry and identifying the Hypotheses national cultural dimensions as it ensures that the different strategies will be carefully studied. Vital components of the fps strategies, which constitutes of pricing strategy, distribution and logistics, promotion and advertising and production and service strategies are also discussed.This will be followed with financial reports and the planning of cost analysis, the projected profit and loss statement expected to derive. The management considerations Including personnel, business advisers and contingency plans to be undertaken have been determined. Finally, recommendation will be presented to 320 Below based on the chances of success rate, which will influence its decision making to venture into foreign markets l ike Bangkok. 2. Introduction Being the first mover entrant, 320 Below Private Limited (Pet Ltd) first launched the unprecedented concept of freezing ice-cream using liquid nitrogen In Singapore.This unique Innovation has speed up the Ice-cream making process, thus enabling 320 Below to experiment with a wide variety of ice-cream flavors in the shortest time compared to traditional ice-cream making at large. The founder and Managing Director of 320 Below, Miss Lillian Nag is currently heading its business operations and business strategy for the gourmet ice-cream parlous. With the support of Miss Nag, our team kept in touch with her through numerous email correspondence to collect valuable information about 320 Below.This has provided our team with vital and useful findings which has facilitated us In preparing this business proposal. These justifications has indeed given us many insights in the ice-cream parlous business and helped us to draft out the necessary marketing tools that has helped to advertise the company. 3. Industry Business Description restaurants, fast food outlets, food caterers and others segment. In the â€Å"Others† segment, it generally refers to the different types of F establishments ranging from cafes, bars, food courts, pubs to coffee house.In 2012, Singapore F industry has substantially increased and generated approximately SAG 1 1. 98 billions in revenues, which is equivalent to 3. 5% of the country gross domestic product (GAP). According to Singapore Department of Statistics (2013), the year of 2012 has witnessed an increase of 3. 2% of new F establishment opening in Singapore. The total number of F establishment has significantly increase from 6,464 to 6,668 and is a good sign that the industry is expanding. With a population of over 5. Million, Singapore is ranked one of the highest food consumption country in Southeast Asia. In Singapore, eating is considered a national pastime, where people are willing to queue up for hal f an hour to over an hour for their favorite food. The majority of Singapore population's love for good food and their willingness to food hunt around the island display their passion and attitude towards eating. Within the social circles, it is viewed as an status leveler or status builder if you can recommend a particular place that serves great food to your friends or families.Being able to do immediately brings up your personal reputation (Wang 2006). The increasing affluent middle class and the rise in their disposable income has also fuelled the growth of the F&B industry. This group of affluent Singapore who are well-traveled are often attracted by what they see and experience during their holiday trips. Therefore, when these F&B establishments opened in Singapore, they would gladly patronize them. This has definitely spurred the demands of overseas food and produce (Rehearing's 2013).In addition, growing tourism activities in Singapore from overseas visitors have also suppor ted the growth of these F establishments. The future of the F industry in Singapore looks promising and is projected to growth in healthy levels due to its per capita consumption growth. 4. Company Description 4. 1 Type of Business Founded in October 2012, 320 Below Pet Ltd is a Singapore-based ice cream parlor that specializes in making fresh premium ice-cream, sorbet and frozen yoghurt purely from using natural ingredients. The company falls into the category of lifestyle cafes in Singapore F industry. 20 Below prides itself in delivering a unique ice- cream eating experience for customers to mingle and hang out with their friends and families. 320 Below is the early pioneer in Singapore to launch the concept of freezing ice cream by using liquid nitrogen. This unique and innovative ice-cream making process has revolutionized how ice cream is traditionally prepared and consumed. This interesting concept has also introduced an unique cafe experience, where customers can walk-in to choose from a wide variety of specially created ice- ream flavors that are freshly churned out on the spot from the mixing bowl. 20 Below Pet Ltd started its ice cream parlor business as a Limited Liability company (LLC), which is commonly known as Private Limited company. The company is registered under Singapore laws and tax regulations. Under the legal structure of a LLC, 320 Below intends to separate its legal entity from their owners and shareholders. By doing so, their business obligations only strictly remain within the legal entity itself and shareholders are excluded from any legal liability in their personal capacity. 20 Below also enjoy various legal and tax benefits as a LLC.For example, 320 Below is exempted from paying taxes during the first three years of incorporation for the first SAG $100,000 profits that they make every year. The corporate tax rate in Singapore is very attractive, which stood at below 9% for profits up to SAG $300,000 and capped at 17% for profits exceeding SAG $300,000. In addition, Singapore single-tier tax policy implemented across all corporation means that 320 Below will only be taxed once at corporate level. In the event of any dividends payout to their shareholders, they will not be tax again. 0 Below also benefited from the ease of raising capital for new venture or business expansion in the future. As a LLC, 320 Below will find it easier to get business financing from financial institutes, such as banks, and also raising capital through adding equity partners or investors. 4. 3 320 Below History, Mission, Goals & Objectives The brand name â€Å"320 Below' came about when the founder Allan Nag discovered that liquid nitrogen actually boils at minus 320 degree Fahrenheit (OF) and she decided to name after it. Lillian Nag, the founder and managing director of 320 Below has a passion and loves creating quality ice-cream.She believes in making ice cream that are low in sugar and do not contain artificial emulsifier, sta bilizer and preservative. During the early beginnings, Miss Nag experimented in creating numerous unique tasty ice-cream flavors from her home. Over a period of time, she had created and perfected numerous ice-cream recipes that have received good reviews from friends and family members. The idea of freezing ice-cream came about one day when she was doing online researches about ice cream making and found out about using liquid nitrogen to produces fresh creamy ice-cream, without paving icy crystals that can affects the taste pleasure.After mastering the ice-cream making process, Miss Nag decided to venture in the ice cream parlor business. 320 Bellows vision is to become the first-mover in new creation and innovation to ensure their products are always fresh, smooth, tasty and clean. Their mission is to ensure that their ice cream, sorbet and frozen yogurt are of the highest quality, smooth and tasty. 320 Below also endeavor to deliver exceptional customer service to their customer s in a clean, fun and relaxing environment to hang out. 4. Ownership Structure 20 Below currently have two outlets in Singapore, which is the Mackenzie Road main shop located near the city area and the Tympanis One branch, a neighborhood area in the eastern part of Singapore. The ownership structure of 320 Below consists of 3 Below employs a manager who takes charge of the daily operations in the Tympanis One branch and Miss Nag is in charge of the Mackenzie Road main shop. The manager at Tympanis One reports directly to Miss Nag pertaining any operations issues. At any time, each outlet hire at least two temporary staffs to service customers at the ice cream parlous.Miss Nag is also in charge of the marketing and production aspects of 320 Below. Her manager handles the financial accounting and human resources for both the outlets. 5. Product/ Service Factors 5. 1 Product/ Service Analysis 320 Below is the unprecedented ice cream shop that uses liquid nitrogen for their ice cream ma king process. As such, they have an advantage of offering new and interesting products to their customers in the F&B industry. They are not Just ice cream sellers but they also offer a wide range of products like frozen yoghurt and sorbets that are freshly made on the spot after customers have placed their orders.This kind of service are very rare in the Singapore market as traditionally ice cream are made in advanced and stored for later consumption in ice cream parlors or they can be conveniently bought in all supermarkets or convenience stores. 320 Bellows flagship main store at Mackenzie Road offers a unique experience of enjoying ice cream, which not other places in Singapore offers. The location of their ice cream parlor are conveniently located near city area and offer ample parking space for individuals or families who wish to patronize them. Next their shop is nicely decorated with a colorful theme that attracts passer by and want to come in.Students and teenagers are also attracted to 320 Below shop because they enjoy hanging out with their friends due to its cozy and comfortable environment it gives to their customers. 5. 2 Customer Profile/ Demand Analysis Thailand is a country with a hot climate for most parts of the year. It is common for people to seek out cooling food items to manage the heat and ice cream happens to be one of the highly sought after food items consumed. In Bangkok, the weather records a hotter temperature being an urban area with less greenery to cool the surroundings compared to other parts of Thailand.Therefore, the demand tends to be higher compared to other parts of Thailand. Other ice cream brands have been successful in Bangkok with constant demands from ice cream lovers. Thailand is ranked at 13th place, with 1. 5 litter of ice cream consumption per capita each year (Ice cream consumption 2013), Just 2 places behind Singapore. The consumer market for ice cream in Bangkok consists mainly of This who are in the working cl ass of age 25 – 40 and tourists who visit the kingdom for holidays. These groups of people generally look for uniqueness in the products they purchase.Thus, he technology of using liquid nitrogen to create ice cream instantly will attract their attention and given their access to education and the internet, they will better appreciate the ice cream making process of 320 Below. As ice cream brands that able to capture the attention of potential consumers in Bangkok and attract them to patronize the ice cream parlor. 5. 3 Porter's Five Forces Analysis 5. 3. 1 Bargaining power of suppliers (High) Liquid nitrogen is not only used in the ice cream making process but also for other food processing such as bakery in the Food & Beverage (F&B) Industry.As such, appliers may choose to supply to other food processing brands, which require a larger quantity of liquid nitrogen compared to 320 Below. Similarly, suppliers of other equipment in general required by 320 Below for its ice cream outlet operations have a bigger pool of customers in the similar business to choose from to create business ties. 5. 3. 2 Bargaining power of customers (Low) Customers are unable to make vast comparisons as brands offering the same product as 320 Below is relatively new in Bangkok. Furthermore, the Bangkok market is relatively new to this ice cream making process using liquid nitrogen to churn out CE cream.The lack of knowledge of the product further weakens their bargaining power. 5. 3. 3 Threat of new entrants (Low) There are very few ice cream outlets established in Bangkok that use the liquid nitrogen technology to produce their ice cream. Moreover, the frequency of new ice cream brands opening an outlet in Bangkok is low. Given the fact that Thailand is still a developing country and poses the risks of political unrest, other ice cream brands with similar technology might be hesitant to venture into the Thai market. Therefore, the threat of new entrants is low for ice cream br ands in Bangkok. 3. 4 Threat of substitute products (High) Ice cream is a product that has constant demand in Bangkok given the hot climate and relatively strong demand from consumers. Therefore, there are numerous brands that provide the similar primary product with Just slight variations. The price range of 320 Below is relatively higher than the average ice cream pricing due to the running costs involving the technology that is used. Consumers may be unwilling to pay for a higher price for their ice cream and may favor other ice cream brands that are much cheaper but not necessarily of higher quality.Others may look for other alternatives such as local cold desserts to replace eating ice cream. Therefore, the threat of substitute products is high in Bangkok. 5. 3. 5 Competitive rivalry within the industry (Low) The idea of using liquid nitrogen in the ice cream making process is still very new in Bangkok. According to research, there is currently one ice cream brand that adopted competitor that produces ice cream in a similar process. However, due to its huge demographic and population in Bangkok there is room for competition in the market. 6. Environmental Factors 6. Host Country Business Climate 20 Below was the first to introduce liquid nitrogen ice cream. It was quite a success for them as a lot of people are curious and wanted to try how does these ice creams taste like. Soon another competitor Just Like It came along. It create a buzz in the F&B industry as it invest in their marketing and advertising campaign. In order to expand their area of revenues income, 320 Below has began doing market survey and research to consider and plan their expansion. Either they open up another outlet to compete with their competitors or they can venture oversea to open their first shop overseas.In London and Hong Kong, there are already shops that sells liquid nitrogen ice cream. Thus venturing into these two countries are not advisable. The best two options are Thail and, Bangkok or Vietnam. 6. 2 SOOT Analysts of 320 Below Strength The strength of 320 Below lies in their Research and Development team and strong support from their management. The R&D are always encourage to develop new products and to cater to the demands of the Singapore market. Being able to understand the Singapore market makes 320 Below easier to target at their range of customers.The vertical integration have given 320 Below an advantage in the arrest. Lastly, the financial status of 320 Below are healthy and they are not in debts. Weakness The operating costs for the operations in Singapore have been increasing lately. This is due to the inflation of the market in Singapore. Also they are facing manpower issues. Even though it is still manageable, but still its difficult to find young service staff to be committed and loyal to the company. Most of the services staff are students working on a temporary basis and they do not tend to stay long in the Job. Opportunities opportu nities.To open their shops in Asia countries and to introduce their underfed products to the local people there. This can create more awareness and increase their market shares. Threats With the recent riots and social unrest in Bangkok, 320 Below will have to be very careful in their planning and execution of their shop opening. The economy in Thailand has fairly been affected by the power struggle between within the government parties. A possible delay in carrying out their plan might be necessary if the situation there worsen. Second, if the pricing of their ice cream is expensive, the local This might not patronize them and avoid eating it. . Government Constraints/ Incentives The Thai government has been having political uncertainties since 2010 surrounding their former prime minister and the current one. The former Prime Minister Taking Sinatra has been over thrown in a military coup in 2010. His sister was elected as the new Prime Minister for Thailand. At the end of 2013, hi s sister Youngling Sinatra has tried to pass on a bill, which could lead to allowing Taking to return to Thailand, Bangkok. This has caused uproar of protests among the Thai population. This was enough to lead to the recent demonstrations by the citizens in centralBangkok. Shops are still open for business even though protests and demonstrations are ongoing. But somehow, their business will still be affected. This feud between the anti government and the prime minister of Thailand will be ongoing for a long period. Travelers have been warned about traveling to Thailand and to avoid these affected areas. 6. 4 Laws/ Regulations/ Administrative Practices Thailand has a long history of corruption, bribery, extortion, leak of insider information used in securing lands, business deals, etc. This has created negative media publicity for the country.Organizations who want to venture into Thailand will have to seriously consider it before shifting in funds from overseas for investments. Ther efore, It is prudent to have the government support in our expansion plans. We also need to know and abide to their local employment laws and regulations. It is almost similar to our Singapore employment regulations except for some slight differences. For example, there are no limitations on the number of days for medical leave. Companies are to set up the Employee Welfare Fund and contributions are made from both employer and employee.These funds will be used to compensate employees who have resigned, laid off or suffer serious injuries during their service with the company. 7. Business Strategies organizational structure in order for organizations to be successful. Bangkok regulation on the food and beverage industry welcomes foreign investment. The threat in competition for the food and beverage sector is overwhelming and could result in high operation cost. If it franchises out its chain in Bangkok or Joint venture with a local, the organization may experience a communication ba rrier as the locals mostly speak Thai and know minimum English.As a new entrant in Bangkok as a franchiser as an option, 320 Below may face potential challenges such as having difficulties in obtaining the appropriate approval and permits from the respective authorities. Unnecessary expenses might incur during the process and might lead to higher cost. Due to cultural differences and language barrier, this could also result in misunderstanding, leading to conflicts when dealing with the respective stakeholders in the sector, as they may be amateurs to the business. The proposed mode of entry for 320 Below is franchising in Bangkok, with a few considerations to be analyzed.Egger Hefted 320 Below must identify the Hypotheses national cultural dimensions as one of the key factors before proposing and venturing in Bangkok as identifying the cultural differences amongst the neighboring countries are an added advantage. In determining the Hefted nation culture, he identified five dimensio ns, which comprise of power distance, individualism, Masculinity/Femininity, uncertainty avoidance and long-term orientation. 320 Below identified the potential of individualism and long-term orientation as their top priorities in venturing into Bangkok.The company is keen to review individualism ND long-term orientation as part of their daily operations in generating growth with the support and directions from the top management. Figure 1 : Hypotheses Model Country Comparison As a comparison amongst the three countries and Singapore, Bangkok shows the highest significant similarities of what Singapore adopts. fps Strategy 7. 1 Product/ Service Positioning Every individual has a sweet tooth whether for breakfast, teatime, after a meal or anytime of the day when one desires for dessert.Every dessert craves yearn for a perfect flavor and a unique sweet course. The evolution of ice-cream originated jack then during the second century B. C. It is known that Alexander the Great enjoyed i ce and snow with a tinge of added flavors of honey and nectar back then. Tastes. Ice cream mostly appreciated by the elites remained a rare and exotic dessert in today's context. Due to technological innovations such as steam power, mechanical refrigeration, homogeneity, electric motors and new freezing concepts and equipment ice-cream production has improvised.It has been identified in the United States that the total frozen dairy annual production is more than 1. 6 billion gallons due to the ongoing advancement in technologies. The concept of 320 Below was originated from United States. The process of rapid freezing provided by liquid nitrogen allows the making of endless combinations of ice-cream, sorbets, shakes, yoghurt which provides freshest desserts and quality to every patron. The Victorian†Queen of ice cream,† Agnes Marshall was the first to use the liquid nitrogen concept in the making of ice-cream over 100 years ago.The Intro facts on the usage of liquid nitr ogen has gained competitive advantage at large as patrons get to witness their frozen dessert being made from scratch and this creates a unique experience for them. Liquid nitrogen utilizes smaller ice crystals than a conventional freezing process and is 320 degrees below zero which creates a creamier and smoother dessert. At 320 Below, guests are given the opportunity to create inventive flavor combinations by recommending their suggested flavors to the experimental team. 20 Below must be able to identify the needs of the consumers presently and in the future in order to develop the right product for its consumers. The targeted consumers for 320 Below are dessert lovers across all ethnic and demographic groups. By targeting the right audience and understanding the demands of its nonusers, 320 Below will be able to achieve competitive advantage amongst its competitors. 7. 2 Pricing Strategy 320 Below had accomplished its vertical integration in achieving a price competitive advantag e through providing a unique concept and flavor with a wide range of products.Generally, existing customers tend to be less sensitive about pricing as compared to new customers. In order to achieve optimal profits and being able to be price competitive in the market, 320 Below may reduce its raw materials costs and the equipments usage in the making of the ice-cream. However, 320 Bellows mission s to deliver its products at its freshest and smoothest and its vision is to be the first in new creation and innovation in ensuring its products are fresh, smooth, tasty and clean at all times thus they will not compromise its cost for optimal profits.Its products have been priced with its overheads being taken into considerations. 320 Below has been consistent in providing excellent service and its efficiency has earned them positive testimonials, acknowledgements and referrals. The pricing of its products are worth the money as its high service and quality have managed to match up consume rs expectations. The price range for its products with various flavors ranges from $5-$10. And the they been ranked number 15 out of 6,938 restaurants in Singapore by Trapdoors and 30% of its customers are tourists who have been referred to from Trapdoors. . 3 Distribution and Logistics Bangkok, an emerging city, with a population of more than 14 million and Thailand the world as estimated in 2013. Tourism Authority of Thailand (TAT) predicts a decline of five percent of tourists visiting Bangkok if the protests continue in the first quarter of 2014 and this will affect the hotel occupancy rate in Bangkok too, which is expected to fall by 30 to 40 percent. The political unrest has been predicted to affect the tourism in Thailand which may be damaging for all enterprises too.Some popular tourist attractions and areas have been affected as tourists have difficulties accessing such places. Such affected areas include international hotels like Hyatt, Four Seasons and InterContinental an d even tourist attractions such as Ask, Silos and the Orthographic intersection. 320 Below must outline its strategies before entering the market in Bangkok as there may be chief players existing there. As 320 Below possess a unique concept in South East Sean region, it may plan its initial early stages of exploring its potential in Bangkok.However, due to the political instability, it should delay its intention of entering its market there until the situation diffuses. It has its advantage of being a first mover entrant in Bangkok as the liquid nitrogen ice-cream is not available there. It will not be feasible for the enterprise to enter through franchising mode of entry if the local players are too powerful and strong. 7. 4 Promotion and Advertising 7. 4. 1 Modes Of Advertising 20 Below is new in the market and they have to thrive to gain more exposure for it's branding and showcase their products through different modes of advertising.Its point of purchase advertising is through its product pictures as consumers find the pictures too tempting and eager to try it. They must be more active in marketing its products although the advertising team have been doing a wonderful Job in order to reach out to a bigger pool of consumers and target the right demographic group by utilizing the suggested advertisements in faceable. This will create brand awareness o consumers with interest in desserts who will be able to receive advertisements on their news feed faceable page based on their respective interests.This mode of advertisement through faceable will go viral faster as it will be able to target the right audience as new consumers and even reach a regional or national audience. However, such types of media is not cost effective for smaller enterprises although one can reach a colossal group of consumers. Besides having a faceable account and participated in trade fairs , it may seek help from its consumers to spread the brand around through word of mouth. Word of mouth is the best and fastest mode of advertisement.By providing an excellent service and experience to its consumers, the brand will speak for itself. By offering good products, customers will share with their families and friends on the ice cream and many of 320 Below customers are referrals. The organization is also ranked Top 15 in Trapdoors which constitutes about 30% of their customer base whom are tourists. By winning its customers hearts, they will keep coming back and start introducing to their friends and share 320 Below faceable page on their faceable.

The Dangers of Radio Isotopes

Dangers of Radioisotopes: when radlatlon collides with molecules In living cells It can damage them. If the DNA In the nucleus of a cell is damaged, the cell may become cancerous. The cell then goes out of control, divides rapidly and causes serious health problems. Radiation warning symbol The greater the dose of radiation a cell gets. the greater the chance that the cell will become cancerous. However, very high doses of radiation can kill the cell completely. We use this property of radiation to kill cancer cells, and also harmful bacteria and other micro-organisms.The hazard symbol Is shown on containers of radioactive substances to warn of the danger. Alpha. beta and gamma radiation The degree to which each different type of radiation is most dangerous to the body depends on whether the source is outside or inside the body. If the radioactive source Is Inside the body, perhaps after being swallowed or breathed In: Alpha radiation is the most dangerous because it is easily absorb ed by cells. Beta and gamma radiation are not as dangerous because they are less likely to be absorbed by a cell and will usually just pass right through it.If the radioactive source is outside the body: Alpha radiation is not as dangerous because it Is unlikely to reach living cells inside the body. Beta and gamma radiation are the most dangerous sources because they can penetrate the skin and damage the cells inside. Radioactive rays are penetrating and ionizing and can therefore destroy living cells. Small does of radiation over an extended period may cause cancer and eventually death. strong does can kill Instantly. Marle curle and Enrico Fermi died due to exposure to radiation. Several precautions should be observed while handling adioisotopes. Some of these are listed in the following:- 1 .No radioactive substance should be handled with bare hands. Alpha and beta emitters can be handled using thick gloves. Gamma ray emitters must be handled only by remote control that is by me chanical means Gamma rays are the most dangerous and over exposure can lead to serious biological damage. 2. Radioactive materials must be stored In thick lead containers. 3. Reactor and laboratories dealing with and conducting experiments with radioactive metals must be surrounded with thick concrete lined with lead. . People working with radioactive Isotopes must wear protective clothing which Is left in the laboratory.The workers must be checked regularly with dosimeters. and appropriate measures should be taken in cases of overdose. 5. Radioactive waste must be sealed and buried deep in the ground. ‘Of3 LOCK ra010actlve stock materlals ana sealed sources In a secured contalner or a secured storage area when not in use. A stock material is radioactive material as provided by the vendor and does not include material withdrawn from the original stock for experimental use. Do not leave radioactive materials unsecured in an unattended lab, even for a short time, unless the lab is locked.Supervise visitors to the lab. When visitors who are not accompanied by authorized lab personnel enter the lab, find out who they are and why they are there. If you discover that radioactive material is missing or lost and cannot be accounted for, notify EHS no later than the next business day. Keeping Radiation Exposure ALARA (top) The acronym ALARA, which stands for As Low As Reasonably Achievable, means that radiation workers should make every reasonable effort to keep radiation exposures s far below regulatory dose limits as practical.Adhering to the following practices can help keep radiation doses ALARA. Be familiar with the properties of the radioisotope to be used and with any precautions and concerns specific to that radioisotope and material. (See Appendix B for detailed information about the radioisotopes most commonly used at the University). Unfamiliar radioisotope procedures should be rehearsed before radioactive material is actually used. Wear protective clo thing. Wear radiation monitor badges when appropriate. Have all the necessary materials and equipment available and ready at the start of a procedure.For those radioisotopes with significant external radiation levels, use remote handling tools, such as tongs, to limit direct handling of stock and sample vials. Survey frequently and extensively. Don't assume that contamination will only be found on the bench top. Clean up contamination in the work area promptly. Change gloves and lab coats as they become contaminated. Work in a hood during procedures using volatile materials such as 1-125 or millicurie amounts of S-35 methionine/cysteine. Cover radioactive waste cans at all times and store waste cans away from areas in which people spend substantial amounts of time.Provide shielding for waste cans with significant external radiation levels. Do not store contaminated materials, including gels, at any desk area. Survey yourself and your clothing when radioisotope work is finished and b efore leaving the lab. Protective Clothing (top) Lab accidents often involve spills or splashes which can readily contaminate exposed wrists, legs and feet. For any work with an open radioactive source, wear: gloves (the ongest length available) a full-length lab coat (worn closed with sleeves rolled down) close-toed shoes.

Specific Learning Difficulties, Dyslexia Assignment

Specific Learning Difficulties, Dyslexia - Assignment Example In understanding the relationship, it is also imperative to define social construction. As documented by Burr (1995), social construction is advanced by the social constructionist theory, which is a sociological theory that describes how the objects of consciousness or social phenomenon thrive in the social contexts. Thus, when dyslexia is described as a subject of social construction, it implies it is simply an attribute of contingent aspects of social perceptions, as opposed to the attributes that are possessed by Dyslexia. Social constructionism notions can be earthed based on reality because it is often biased form reality. It is as a result of stance that assumed and which takes knowledge for granted (Lamond & Wiseman n.d).As far as social construction processes and marginalization process is concerned, Bourdieu proposes that behaviours and patterns of human behaviours, as well as groups of people can be predicted because they tend to assume a certain trend. These assume a socia l structure that is hegemonic in nature. Consequently, certain groups of people or individuals become limited by such social structures. Another perspective of relevance regarding social construction is that perspective advanced by Foucault. Foucault theorizes that there are various notions that are considered to be worthwhile or that which represents the truth. In the real sense, such notions are only social constructed and function to constrain their effectiveness and inconvenience, other people. Â   other people. As far as Dyslexia is concerned, these views can be hardly disputed. They are a representation of reality in the events that play in areas of contact by the dyslexia people. It has also been evidenced in other areas such as those that touch on masculinity, as evidenced in Davies (2008) and genders issues (Skelton and Francis, 2009; Skelton, 2010). What is Dyslexia? To begin with, according to British Dyslexia Association (2013), dyslexia is defined as condition characterized by the

Critically assess the view that banks in emerging markets weathered Essay

Critically assess the view that banks in emerging markets weathered the recent financial crisis (2007-09) better than banks h - Essay Example Critics would surely credit their phenomenal growth due to the global economic shift that has taken place during this period where China has become the world’s manufacturing center and back office. While these two happenings have indeed helped in the growth of Chinese banks, one should not lose sight of the equally important fact that while banks in developed western economies crumbled during the global meltdown during 2007-2009, Chinese banks weathered this economic turmoil without any apparent signs of wear and tear (The winners' dilemma, 2010). Reliance on old fashioned mores of banking Banks in India, China and Brazil still prefer to do banking in the so-called old fashioned manner of carrying out business. They depend almost entirely on deposits they can mobilize and never lend out more than they collect through deposits. Also, they never depend on economically unstable international financial instruments that promise huge possibilities of return but are forever volatile and dependent on a host of economic factors that are linked to health of diverse economies of the western hemisphere. If there is turmoil in one developed economy, its impact spread across the entire banking sector via these volatile international financial instruments (Rambo in cuffs, 2010). This conservative approach to banking is also reflected in the comparatively meager salaries and perks that chief executives of banks in emerging economies receive as remuneration. An example might put things in proper perspective. The chief executive of Chinese bank ICBC, the world’s largest bank in terms of market capitalization, received only $134,000 in 2009 which is way behind the remuneration of his peers in western banks (The bigger and bigger picture, 2010). Role of Governments of emerging countries The biggest difference between developed and emerging economies with regard to banking is the extent of involvement of government in banking activities. While governments of developed economies hardly have any say in how banks would be run, governments of emerging economies actively participate in the business of banking. This might initially seem to be an unwarranted governmental intervention in the mechanism of free market but on deeper analysis it becomes clear that governmental involvement shielded banks in emerging economies to a considerable extent from global turmoil during 2007-2009 (Mutually assured existence, 2010). In the matter of growth and expansion Chinese banks have beaten their emerging economy counterparts hands down. The profits of China Construction Bank, the second largest bank in the world, have grown to $16 billion which is decidedly higher than the profits of JPMorgan, Wells Fargo and Goldman Sachs, the three largest banks in United States of America. With such large scale expansion, the problem of bad debts has also increased more than proportionately. Chinese government has taken certain explicit steps to prevent bad debts from eating a way into the financial soundness of banks. In April 2010, Liu Mingkang, head of banking regulatory authority in China, issued clear instructions to

Diagnosis and Simulation PDA SIM Strategies Essay

Diagnosis and Simulation PDA SIM Strategies - Essay Example This paper illustrates that the speed of microprocessors is increased by two times what it was after about eighteen months. Therefore, sustenance of hardware investments tends to be tainted with uncertainty, especially in the context of most developing economies, where returns on this type of investments might not be immediately forthcoming. B2B marketing strategy might not be immediately very profitable, as there will probably be some more inherent costs, even though some profit is expected, which will help in the company’s actual financial situation. It is essential to start thinking about producing and marketing new products with the same characteristics which the actual consumers need. The products that the customers want to be on the market should be concentrated on, rather than continuing to offer the same customized products. The performance was much better on this run than the first two. The author implemented a B2B marketing strategy and created new segments for the c ontinued sale of the PDAs. The researcher also assigned relevant resources to profitable segments, and although there are some costs involved in this strategy, he believes that this is a very effective strategy, and will improve the company’s finances in the long run. This run was more effective than the last, probably due to the fact that the author adopted a more evolutionary and modular design technique. He thinks the improvement came about because the X7 handheld was priced about the same as the competition, even after the adjustments to make it more desirable had been made

American History Questions Coursework Example | Topics and Well Written Essays - 750 words

American History Questions - Coursework Example The case occurred as a result of appointment of William as Justice of peace in Columbia. The new president (Jefferson) failed to recognize the appointment a declared it as unconstitutional. The matter was moved to Supreme Court. This case was a significant in the United States judicial system because it gave Supreme Court power to declare laws made by congress as unconstitutional (History.Com, paras.2-4) The four major innovations which advanced American ingenuity/transportation include emergence of electric vehicles. Secondly, was the emergence of satellites that control air traffic, as well as innovation of Maglev trains and smart roads (Waugh and John, p.45)? The two positive actions that Andrew Jackson’s did were voting a bill that helped to re-chartered banks such as National bank. Secondly, he successfully overcomes Carolina from nullifying tariffs law. The negative actions that Andrew Jackson executed is attacking and taking Florida by force. He signed the Indian removal act of 1830 that led to displacement and massive killing of the Indian population (Waugh and John, p.92). Among the three major battles of the Mexican American war include; the first battle of Palo Alto that took place in 08/05/1846 and was led by Alta who fighting Texas. The second war was the battle of Resaca de La Palma which took place on 09/05/1946. This battle was aimed at retreating for Monterrey. The third war-involved Monterrey which took place on September 1846 between date 21 and 24.In this battle Taylor defeated the Mexican (Waugh and John, p.84). The founders of Women rights movement and abolition include; Elizabeth Candy and antis lave movement may be compared in the sense that they both inspired women to fight against slavery. In addition, women anti-slave movements were mostly led by women provided a source of unity among women and a platform where women could

Project Management Case Study Example | Topics and Well Written Essays - 750 words

Project Management - Case Study Example This is an added advantage for Rachel since at that time there is no distractions hence total concentration. However, although she gets to work early, in the first twenty minutes after getting into the office, she does nothing constructive. Instead, she takes these twenty minutes to socialize with her colleague Neil. Although socializing gets an individual in a good mood to start off the day, it is unadvisable since it may also act as a distraction (Erik and Clifford, 2011). Question 2: What does the case tell you about what it is like to be a project manager? It is worth noting that project management is not an easy task since it is a leadership position. Therefore, as a project manager, Rachel should arrive early in order to set a trend for her team members on punctuality and time management. More so, by the time the company managing director arrives, Rachel should be able update him or her on the progress of the project, as well as, the working team. There are a number of manageri al traits that are required of a project manager. First, project manager is a supervisor that over sees all the operations concerning the project (Erik and Clifford, 2011). For instance, Rachel spends most of the day moving from one office to the other supervising her team, consulting with her workmates as well as reporting to her boss. Secondly, as a project manager, one should play an assistive role to his or her colleagues. For example, Rachel helps another IS project manager in reviewing the project and bringing it back on track. Finally, a project manager should be social and keep in touch with everyone within and outside their organization. Rachel communicates with her team members and discusses extensively with her counterparts from client firms. These, among other reasons, show that the role of a project manager is a generally a one man task. 2) Moss and McAdams Accounting firm This case study is based on an occurrence at the Moss and McAdams (M&M) firm that caused a conflic t of interest between two managers: Bruce Palmer and Ken Crosby. The disagreement was on whom Mr. Zeke Olds, a very resourceful person, should work for. However, there are a number of reasons that place Crosby as the most suitable person to work with Olds. Question 1: If you were Palmer at the end of the case, how would you respond? The first reason would be that it is not advisable to have a member of the team who is not fully committed to the roles he or she is supposed to play. In addition, it would be best for Bruce to avoid conflicting with Crosby who was an important colleague (Erik and Clifford, 2011). Question 2: What, if anything, could Palmer have done to avoid losing Olds? According to Erik and Clifford, 2011, Although Palmer would have taken some impromptu actions to avoid losing Olds; it was the best action at the time. Initially, he could have held a discussion with both Crosby and Olds for the purpose of making a proper timetable as well as setting rules that would no t disadvantage either party. The second reason was that Palmer took quite a while before communicating with Ruby Sands, the manager in charge of assigning personnel to various accounts at the Green Bay Office in which Palmer and Cosby were based. Had he communicated his wish earlier, the situation would have been kept in control and his project, the Johnsonville Project, would have been kept on schedule. However, Crosby was not an understanding colleague since he expected favors although he could not return

Anthropology and ORal Tradition Paper Research Example | Topics and Well Written Essays - 1500 words

Anthropology and ORal Tradition - Research Paper Example This essay will examine the concept of oral tradition the context at, which it is told and the role that it plays in the society. Performing verbal traditions is an occupation that is highly specialized where the community holds some special performers whom they regard to be guardians of collective memory. Since oral tradition is passed by the word of mouth, expressions and oral tradition differ significantly in their expression of the oral traditions. Stories are an amalgamation of many issues that differ from context to context, genre to genre and from entertainer to entertainer of improvisation, reproduction and creation. The amalgamation of the stories makes them colorful and vibrant form of expression (Benton-Banai, 2010). The stories are fragile because their practicability depends on a continuous chain passing their customs from one cohort of storyteller to another. Many societies such as the Aboriginal and Native Americans have relied upon the oral tradition on the transmission of stories, lessons, histories and other knowledge. They have continued this tradition to maintain their historical record and sustain their identities and cultures. The Iroquois are a Native American community that is rich in their oral tradition and they are proud of their culture and traditions. In North America, the American Indians were the only people living there before the Europeans explores decided to settle on their land in the 17th century. The Native Americans believed that they bought all sort of weapons and diseases that resulted in mass deaths. The Europeans treated Native Americans badly where they even took their land abusing and killing the people in the society (Hartz, 2009). The suffering of the Native Americans brought oral stories to help them sense if the world. This is because the events that took place in the nation seemed random such as natural

Using an extended example critically discuss the view that a sector Essay - 2

Using an extended example critically discuss the view that a sector matrix gives a better strategic understanding of product markets than the concepts of product or commodity chains - Essay Example The automobile industry is the best industry to examine when it comes to commodity value chains and the sector matrix, because it often produces complex products that have complex distribution channels (Plunkett, 2009). Further, it is also important to understand that the commodity price is very high in this industry. This paper through the use of Ford Company intends to show that a ‘sector matrix’ often gives better and strategic understanding of the product markets as compared to the concepts of product chains. It is important to note that the commodity chain has different value chain approaches. The value chain often describes that activities that usually take place in business and relates them to an analysis of the competitive strength of businesses (Bharati, 2012). The value chain analysis often identifies which activities should be undertaken by a big business and which one is best outsourced. The value chain is important as it gives a strategic understanding of the product markets (Carbaugh, 2013). The commodity chain is important as it also reveals a lot about the international configuration of production as well as the global economy. For this reason, it can be said to represent a distinguished field of study which helps in understanding the different products in the market (Nieman, 2006). Understanding significance of a commodity often represents a comprehensive approach as it includes an array of activities. For example, in the automotive industry, it often identifies the actors as well as the processes that often contribute to the inauguration of merchandise that is consumed by the market (Nieman, 2006). This includes raw resources, the assemblage of different parts and the distribution of the automobiles in the industry (Carbaugh, 2013). The automotive industry is very complex, for this reason there are several perspectives that are used to look at the industry and its products. The first

Radio and Television in Mass Media Essay Example for Free

Radio and Television in Mass Media Essay A form of media that revolutionized the way humans communicate was the radio. David Sarnoff is the best candidate for the man who put radio on the map. Although it may have not been his choosing, the sinking of the Titanic in 1916 put his name in the record books. For three days straight, the young Sarnoff decoded messages from the sinking ship from his office in New York (Wells 36). The Titanic broadcast was groundbreaking, because it showed and economically profitable way by which radio could be used as a medium of mass communication for ordinary families (Wells 36). By 1930 transmitters were popping up in cities around the nation. A record 30 million households had a set, and the one set per household was becoming a reality (Wells 42). The power of radio was not really noticed until a monumental broadcast in 1939. H.G. Wells War of the Worlds broadcast brought a whole nation to its knees and caused widespread panic among millions of viewers. Hours after the broadcast, people from coast to coast were thrown into panic, believing monsters from Mars, invulnerable space ships were destroying the earth. They took to cars, ran out to warn neighbors, traffic was jammed, church services were ended. Four times during the show the listeners were reminded that they were hearing a dramatization, but many citizens couldnt see past. After the incident, Wells told reporters that radio is a popular democratic machine for disseminating information and entertainment (Naremore 38). The power of radio was soon known, and this incident brought light to it. Today there more than 575 million radios in America alone (Encyclopedia Britannica). The latest study from the National Broadcasting Company found that 90.5 percent of the adult population listens to some type of radio during the week. Today, Clear Channel Communications owns over 1,200 radio stations across the United States, and Cumulus, the second largest owns 266 stations. (Grant, Meadows 141). With the FCC eliminating caps on ownership, one day everyone may be listening to the same news, spun whichever way Clear Channel feels like spinning it; to the left wing, or the right. Traditional radio is facing its toughest battle these days though. Satellite radio is sweeping through the market like a wildfire; with CD-quality sound, and hundreds of channels to choose from, who wouldnt spend the ten dollars a month to have  XM or Sirius? Although both companies reported losses in mid-2004, each service looks to become profitable by the end of 2005 (Grant 142). Radio will be hard-pressed to keep up with satellite. XMs digital music library is among the worlds largest 1.5 million titles and counting. Out of the 121 channels available on XM, 68 are 100% commercial free 24 hours a day, year round, with over 1500 hours of live programming every week. Although XM and Sirius only represent radios 4.5 million subscriptions only represents a fraction of radios 290 million weekly listeners, the number of satellite subscriptions is expected to double in 2005 (Bachman 4). On Christmas Day 2004, over 50,000 subscribers signed up for satellite radio service. If both companies hit their projections, there will be 7.7 million satellite radio subscribers by January 2006 (Bachman 4). Satellite radio isnt the only next generation radio system on the market. In 2004, 10,000 HD radios were sold, with prices ranging from $500-$1,000. B the end of 2005, Strubble predicts there will be a t least 600 HD radio stations, covering 80% of the U.S. and about 100,000 HD radios sold. HD radio representative John Smulyan believes, WE think this is one of those opportunities for game-changing radio business (Bachman 5). Television began with three companies that still dominate the airwaves, ABC, NBC, and CBS. In a world of subscription, these companies till offer free TV, but the ratings are going more towards cable. The clean cut programming that was once aired is being replaced with a plethora of violence and political propaganda that may ruin television. Television ranks just behind radio in penetration in the U.S. With over 106 million home, or 98% of the U.S. population having televisions, there is a plethora of sets ready to catch signals for people to view. Network TV has emerged over the last two decades as the dominant vehicle for interpreting national politics. TV has become the major source of news for the population, and the only news source for others. The problem is that politicians and journalists feed off each other like leeches. The politician needs the journalist for their messages to reach the intended audience, and journalists need the politicians to have something to write about. The coverage politicians seek gives them an outlet from which to speak. Those  who look good in the media can make a good image for themselves. The real problem comes when the news turns out to be propaganda, causing action from an opposing side that leads to deception. More than propaganda, violence seems to be the hot topic debated daily by politician and parent alike. Can what you child sees on television affect how he lives his/her life? E.B. White once said that television is going to be the test of the modern world (Simons 151). There is no doubt that television has become the central activity in homes today. Its ability to entertain, teach and persuade has huge impact on viewers. In the United States 98% of households have at least one set (Simons 149). What is astonishing is that children are watching an average of 7.5 hours a day (Simmons 149). One of the main concerns with television programming is the violence viewed by children that cannot understand the differences between fantasy and reality. Davidson, in a issue of Rolling Stones, agreed that children are vulnerable to television between the ages of 2 to 8 years because of their maturational inability to separate what they view from reality (qtd. in Simmons 152). Violence was such an issue that is came under consideration in the 50s and 60s in Congress. The findings supported the idea that a casual relationship existed between television violence and aggressive behavior. The National Coalition on Television Violence has classified the Mighty Morphin Power Rangers as the most violent program ever studied, with almost 200 violent acts per hour (Simmons 150). In an experimental study involving 5 to 11 year olds, children who watch Power Rangers committed seven times more aggressive acts than those who did not. Shows such as these caused a large number of accidents and quarrels due to the children imitating the characters actions. There is no doubt that the television programming has engulfed the U.S. population. As of 2003, 71.3% of U.S. households received cable programming (Grant, Meadows 29). This fact is amazing, because cable had only been around for fifty years. Not only programming is changing, but how we receive it as well. In May 2002, the FCC set a deadline by which all U.S. commercial television broadcasters were required to be broadcasting digital television signals. This date was a little early though, but by September 2003, 38 of 40 stations in the 10 largest markets in the United  States began broadcasting digital television signals (Grant, Meadows 28). By early 2004, 1.5 million household were watching HDTV, and that number is going to rise sharply. This means clearer sound and displays, recordable content, and crisp, clear reception of the same channels that have always been around. What if new 169 television sets make news broadcasts look weird or maybe cartoons might not look good on a widescreen set? There is no telling where the television market will go, hopefully bigger and better; but will content become more subtle, or so radical that new laws must be made to subdue? Radios.Encyclopaedia Britannica Online. 1999. Encyclopedia Britannica. 13 February 2005 Grant, August and Jennifer Meadows. Communication Technology Update. Oxford: Focal Press, 2004. Naremore, James. The Man who caused the Mars Panic. Humanities, Vol 24 (2003) 38-40 Simmons, Betty Jo, Stalsworth, Kelly, Wentzel, Heather. Television Violence and Its Effects on Young Children. Early Childhood Education journal Vol 26 (1999): 149-153 Wells, Alan. Mass Media and Society. Palo Alto, National Press Books. 1972