Critique Of Business Plan For SMES

Critique Of Business Plan For SMES 1. Introduction Business plans are increasingly being necessary for SMEs leaders in advanced organizations as their leaders search for to broaden strategic judgments throughout the corporation in order to create superior co-ordination through connecting the business plans to different parts of the organization; to leverage on the strategic development of different parts of the total organization; and to develop a more methodical approach to making big changes within the sections of the enterprise (Richardson and Hawkins, 1995). Change has been happening all over the world economies. Entrepreneurs themselves are considered to be forceful catalysts for revolutionize (Kuratko Hornsby, 2009). The pressure of business planning on firm performance has received broad attention from management researchers. Past research indicates a positive relationship between planning and organizational performance (Sarason and Tegarden, 2003). While it may seem that business planning is a very open and formal process, research into smaller businesses has identified that in practice it can be haphazard and informal (Cuthbert Johnston, 1997). Different views and types of business plans catch the attention of the business world; different types of critics are perceived as it unsupportive for the purpose of strategic development within organisations (Mintzberg 1994). This study therefore attempts to rectify this imbalance by examining the relationship between business planning and organizational performance in a SMEs environment. Author tries to bring out critique of business planning with the experience using the consultancy business plan and theory and practice of business plans in the ligh t of SMEs. 2. Background to the Study The consultancy project based on a start up photography business belonging to Katalin Galuska. Staff of two, with plans to expand to a full-time operation within the next 3 years. The company is at initial stage, established as a home-operated, full-time sole proprietorship. It is the intention of the company to develop novel business units and broaden the client base so as to become a renowned photography business in York. Three team mebmers proposed plan brings out suitable opportunities for the Galushka to focus on devloping a photography brand in coming years.We have made a effort to realized this by using diffrent business tools. The study based on this experience with in business planning context. 3. Formal and Informal Business planning According to Mintzberg (1987), the approach of a firm can be conceptualised as a plan such as position in the marketplace, vision with reference to the prospect and the firms state or as a form for actions within the decision making process. At the same time the rigid strategic management literature implies that there is a beneficial link between strategic planning and company performance; with coincide from planning to performance (Greenley, 1995). A proper business plan for a sound business concept aids organizations to succeed in business goals. It keeps firms cash and time by focusing the core business operations by adding more control over the cash flows, marketing and operations. It also boosts the capital requirements of the business (Rhonda and Kleiner 2003). The procedure of business planning is where the top management examine both the internal environment and the external environment to carry out a Strengths, Weaknesses, Opportunities and Threats analysis and evaluate the extent of the company mission (Wheelen and Hunger 1991). In contrast Georgellis at el (2000) study on PEST and SWOT proved that over 90 percent of the firms in within the sample had not use or heard of a PEST analysis and 80 percent of a SWOT analysis. Although 82 percent of firms had practiced competitive analysis in their planning process. In the consultancy project we found that client is not much focused on SWOT analysis. The main aspects of business planning are extensive time periods, formality, the use of planning instruments, and regular manage of plans. This type of planning can brings out performance by generating relevant information, by creating a better understanding of the important environment, and by reducing uncertainty (Hodgetts and Kuratko, 2001). As a example; MAS holdings in Sri Lanka is the largest intimate apparel manufacture in South Asia over 44,000 employees and won many international awards such as; Vendor of the Year by Victorias Secret in 2006, 2005: Excellence in Social Responsibility Award for womens issues by American Apparel and Footwear Association (www.ifc.org). According to the director of corporate branding and strategies, the secret behind the success is whole-systemized planning which include women empowerment (Anon 2008). Delmar and Shane (2003) express the view that by incorporating a systematic planned approach brings out better results for an organization perform ance than others who are doing informal is ambiguous. In Toyota, Fujio cho, the president says that Total Production Systems practices are based on well planed core principles created values, beliefs and business planning methods and he further states those have become competitive edge over the years. So, for Toyota, culture is more important and they drive organisation benefiting from their strong homogeneous planed culture (Liker, 2004). Another view is that business planning is more effective as a version of past decisions than as a program for future once. It can be used as a fraction of the efforts of the organization to develop new steady assumptions of itself that add in the mix of recent efforts into a moderately wide array of planned goals (Mintzberg 2000). Though, extreme dependence on systematic business planning compared with the need for the management self-rule and organizational learning in an era where compliance and flexibility are vital to cope with the rapid rate of environmental change (Anderson 2000). Many commentators believe that differences of culture at Daimler and Chrysler made its merger more difficult without long term plan. But In August 2000, Daimlers chief executive of cars, Jurgen Hubbert, was quoted in The Economist: we have a clear understanding: one company one vision, one chairman, two cultures. Finally with the acknowledged existence of two cultures, DaimlerChrysler truly become one company with one vision is now operating as Chrysler. Emergent strategy and flexibility may give the best opportunity yet to meld the cultures (Sculler Jackson 2001, pp. 248). It is evident that even without a formal long term plans some strategies become success. 4. SME Vs Business plans Entrepreneurs have a very important function in the economy; they provoke relatively much employment creation, productivity growth, and produce and commercialize high-quality innovations (Praag and Versloot 2007). Thus, Gibson and Cassar (2002) stated that Entrepreneurs required connecting in planning. In pragmatic perspective Andries and Debackere (2006) explained new ventures experience significant difficulties in finding a viable business model, and they often need to adapt their initial business plans. It is evident in Galukasha photography business where client is struggling with business planning their photographic venture and resorting from many government and private organizations for assistance. SMEs development plan is a multifaceted process in which the entrepreneurs engaging in a business plan with a vision for growth, possibly deriving of market opportunities. At the same time owner managers require gathering ample resources to enable growth to happen and acquire right strategic balance (Kemp and Verhoeven, 2002). The practice of planning and knowledge management in small and medium-sized enterprises (SMEs) varies from that of an outsized organisation (Wong and Aspinwall, 2004). Apart from that Desouza and Awazu (2006) explains SMEs try to adapt simple planning and unofficial rules and procedures. They reduce most of standardised procedures like planning. It leads to more adaptable strategies in various situations. SMEs similarly have a different scope which aims on operational, fairly than strategic, processes. They are more skilful at using implicit knowledge for planning. Research exemplified that whilst the business is at initiative approach stage the entrepreneur act as more than just a leader who prepare plans, he or she can be act as a marketer and a sales agent, a public relations officer, a financial controller and so on, occupying numerous roles and wearing many different hats simultaneously (Cope, 2001; Fuller-Love, 2006). It is significant that entrepreneurs in no way initiate the preparations for a business plan without first having some sort of skills and training in the field. Entrepreneurs launch new ventures with the intention of attaining a certain level of success and viability of the plans (Barringer, 2009). In consultancy project it was evident that the client was running art workshops and was also involved in a commissioned wedding photography session as hobby. It is worth mentioning that she also facilitated eight stop motion animation workshops as part of the British Librarys Inside Story exhibition at Hillcrest Primary School in Leeds. That also provided the foundation to go for a business plan to initiate her own photography venture in the future. Shane and Venkataraman (2000), and the entrepreneur does not generate future plans in isolation or only from the resource of technological, political, or socio-demographic turbulences in the environment. As an alternative, these types of opportunities are common creations which leverage and developed from different interaction. Further more, opportunities arise from the creativity of individuals, who carry out dissimilar activities based on a continuous understanding of each others sense and activities in addition to the appearance of the material environment. In consultancy project it was experienced that there is no proper system for acquiring competitor information due to budget and time constraint. As a example in competitor analysis it is worth to do mystery shopping kind of marketing research technique for the purpose of getting qualitative information. In complex business environment the availability and access to quality and reliable information is essential. This enables small business to keep the pace with the large companies for shaping their strategies when implementing a business plan ( Franke, 1999). Apart from that most of information in plan is impact by the unpredictability of the future. Further future cannot always be extrapolated in the course of data based in past relationships, because there are drivers of change in social systems that are multiple and inconsistent in nature (Berkhout and Hertin, 2002). On of classic example for failures in business plan is Navan tourist Centre in Northern Ireland. The centre closed i n 2001 after more than  £5m in public funding ran out. The public account committee stated that this failure is due to unrealistic visitor number forecasts. The Navan Centre was opened in July 1993 and is regarded as a premier archaeological site in Northern Ireland. The forecasted visitor numbers were 160,000 for next years. In reality, annual visitor numbers never exceeded 50,000 and averaged 33,000 over eight years (www.bbc.co.uk). There is a famous anecdote in business world; a shoe sales person going in a rural Amazon jungle community to searching that no one of the locals are wearing shoes. Is this a impossible market with no probability, or a major market for growth? Over time, market potential will change. Its beyond the organizational planning and controls (Brassington and Pettitt, 2006). Thus Goodwin and Wright (2001) suggest that in a unpredictable environment, anticipating methods of past trends are implausible to produce consistent forecasts of the medium- to long-term. They also suggest that since such type of forecast is often brings out as single point predictions, it is hard to weigh up the level of ambiguity within the forecast. Taking into consideration these limitations of predictors, the matter is how can firms deal with the apparent insecurity about the future state of the external environment by planning? Mainly of SME owner/managers are doing marketing planning through their ordinary and informal networking activity, through all their normal communication activities, such as interacting and participating in social, business and trade activities (Gilmore 2001). Galuksha photography owner, develop her networks with the different people and organizations by the workshops. She incorporates most of business planning ideas in the plans though the knowledge acquire by this type of events. As an example she has participated York St John university workshop in entrepreneurship. Similarly analysers who involved in business plans are take the advantage in the sense of utilizing the best qualities of protectors and prospectors. Analysers use informal, adaptive strategies to create alignment (Kearns, 2007). In consultancy project where all fight with traditional photographic market such as wedding , family portrait and events photography ,consultants suggested to move to PET photography market which untapped by most of players in York. Similarly, incorporating marketing to smaller firms is a spontaneous approach. SMEs marketing activities are greatly depends on conventional practices and experiences. Any efforts to formulate a marketing plan using standard marketing concepts are throwing away in newly established firms. Small business marketing plans are wholly reliant on the intensity of the practice and awareness of owners/managers (Huang and Brown, 1999). Study on Dutch SMEs, business planning process expressed that a few number of firms had formal, written business plans, whilst roughly a half check their plans at least yearly (Gibcus and Kemps, 2003). The whole idea behind the above argument in entrepreneur business planning is that opportunities are considering and strategies are used to take advantage of such opportunities without a formal plan or an informal plan. Burns (2007) illustrates that most of the small firms involving with the business plans as a tool to obtain capital. This however can be considered as two sided argument. In spite of the survival of the view that business plans are essential to securing capital gain for businesses, Different view is that investors look business plans totally insignificant and consequently try to disregard them. The comprehensive idea from this is that business plans will unable to use as a tool for funding (Bowers, 2009). It was experienced that in the consultancy project client require to a obtain loan form the bank by using the business plan. According to a study among 135 winners of the Australian Entrepreneur of the Year in 2004 awarded by Ernst and Young, found most (72 percent) believed the major input to their business was the owners vision in place (Mazzarol 2009). Further another study founds that 70 per cent of the smaller enterprises, reported via time span of one to three years, and 92 per cent confirmed to even plan for more than three years without having much thought. Another interesting fact that, planning in smaller enterprises is hardly ever aided by planning models, since the majority of the SMEs stated that they planned by instinct, and did not use planning models (Stonehouse and Pemberton, 2002). Wickham (2001, pp 143) explains the vision of a entrepreneur as a picture of the new world he or she wishes to create. It is a picture into which the entrepreneur fits an understanding of why people will be better off, the source of new value that will be created, and the relationships that will exists. Vision exists in the tension between what is and what might be. All in all such critically structures planning are clearly incongruous in time of uncertainty, the setting of longer-term objectives and vision is compulsory for the continued existence and evolution of an organization (Stonehouse and Pemberton, 2002). Sarasvathy (2001) convoluted entrepreneur planning processes as a creativity process. The first type is when entrepreneur has a goal to develop a enterprise and he or she is aggressively looking for opportunities and the second one is when there is no way to search for opportunities, but the person has an aim of solving an emerging issue and can put into practice it after. The Austrian approach differently brings out that, occasionally people dont looking for opportunities, but because they have an admission to particular information, it can allow them to spot opportunities others unable to capture. As a example, In consultancy project it is evident that the company is at initia l stage, established as a home-operated, by means of her passion in art photography field. Her intention of the company is to develop novel business units and broaden the client base so as to become a renowned photography business in York. In proposed emergent idea plan brings out suitable opportunities for the Galushka such as PET photography and online to focus on developing a photography brand in coming years. This type of creative ideas can be arising by creativity of the people and belief in rule by small numbers (predictions done from a small amount of information) (Simon et al., 1999) and self-importance (Fitzsimmons and Douglas, 2005) be likely to reduce the view of risk associated with initiation and therefore support individuals to act entrepreneurially without a formal plan. 5. Conclusion Above findings point out that there is a paradox of formal and informal planning in small firms. Whilst the use of formal business planning and focus on core strategies in small firms is little, however it cant be suggest that SMEs are not involving in planning actions since they usually carry out in informal ways and leads to success. This brings out that within the context of the business planning, firms need to locate ways of dealing with the unpredictability of their future external environments. The most significant point is that not the drafting of a business plan, except a SMEs leaders ability to think and act in a strategic way. Cummins et al., (2000) explains elements such as readiness to change are also part of the informal planning process which is integral to SMEs; where proaction require to SMEs involvement in prediction and anticipation in their planning activities, with a view to acting moderately than reacting. Similarly Merrilees and Frazer (2006) found that highly w inning entrepreneurial franchisees exhibit hidden marketing success in relation with their personalities, force to creativity, and ambition.

Marketing strategies Essay

The word â€Å"strategy† is derived from the Greek word â€Å"stratà §gos†; stratus (meaning army) and â€Å"ago† (meaning leading/moving). Strategy is an action that managers take to attain one or more of the organization’s goals. Strategy can also be defined as â€Å"A general direction set for the company and its various components to achieve a desired state in the future. Strategy results from the detailed strategic planning process†. A strategy is all about integrating organizational activities and utilizing and allocating the scarce resources within the organizational environment so as to meet the present objectives. While planning a strategy it is essential to consider that decisions are not taken in a vaccum and that any act taken by a firm is likely to be met by a reaction from those affected, competitors, customers, employees or suppliers. Strategy can also be defined as knowledge of the goals, the uncertainty of events and the need to take into consideration the likely or actual behavior of others. Strategy is the blueprint of decisions in an organization that shows its objectives and goals, reduces the key policies, and plans for achieving these goals, and defines the business the company is to carry on, the type of economic and human organization it wants to be, and the contribution it plans to make to its shareholders, customers and society at large. Features of strategic management Strategy relates the firm to its environment, particularly the external environ-ment in all actions whether objective setting, or actions and resources required for its achievement. This definition emphasizes on the systems approach of management and treats an organization as part of the society consequently affected by it. Strategy is the right combination of factors both external and internal. In relating an organization to its environment, the management must also consider the internal factors too, particularly its strengths and weaknesses, to take various courses of action. Strategy is relative combination of actions. The combination is to meet a particu-lar condition, to solve certain problems, or to attain a desirable objective. It may take any form; for every situation varies and, therefore, requires a somewhat different approach. Strategy may even involve contradictory action. Since strategic action depends on environmental variables, a manager may take an action today and revise or reverse his steps tomorrow depending on the situations. Strategy is forward looking. It has orientation towards the future. Strategic ac-tion is required in a new situation. Nothing-new requiring solutions can exist in the past, and so strategy is relevant only to the future. Process The strategic management process is more than just a set of rules to follow. It is a philosophical approach to business. Upper management must think strategically first, then apply that thought to a process. The strategic management process is best implemented when everyone within the business understands the strategy. The five stages of the process are goal-setting, analysis, strategy formation, strategy implementation and strategy monitoring. 1. Goal-Setting The purpose of goal-setting is to clarify the vision for your business. This stage consists of identifying three key facets: First, define both short- and long-term objectives. Second, identify the process of how to accomplish your objective. Finally, customize the process for your staff, give each person a task with which he can succeed. Keep in mind during this process your goals to be detailed, realistic and match the values of your vision. Typically, the final step in this stage is to write a mission statement that succinctly communicates your goals to both your shareholders and your staff. 2. Analysis Analysis is a key stage because the information gained in this stage will shape the next two stages. In this stage, gather as much information and data relevant to accomplishing your vision. The focus of the analysis should be on understanding the needs of the business as a sustainable entity, its strategic direction and identifying initiatives that will help your business grow. Examine any external or internal issues that can affect your goals and objectives. Make sure to identify both the strengths and weaknesses of your organization as well as any threats and opportunities that may arise along the path. 3. Strategy Formulation The first step in forming a strategy is to review the information gleaned from completing the analysis. Determine what resources the business currently has that can help reach the defined goals and objectives. Identify any areas of which the business must seek external resources. The issues facing the company should be prioritized by their importance to your success. Once prioritized, begin formulating the strategy. Because business and economic situations are fluid, it is critical in this stage to develop alternative approaches that target each step of the plan. 4. Strategy Implementation Successful strategy implementation is critical to the success of the business venture. This is the action stage of the strategic management process. If the overall strategy does not work with the business’ current structure, a new structure should be installed at the beginning of this stage. Everyone within the organization must be made clear of their responsibilities and duties, and how that fits in with the overall goal. Additionally, any resources or funding for the venture must be secured at this point. Once the funding is in place and the employees are ready, execute the plan. 5. Evaluation and Control Strategy evaluation and control actions include performance measurements, consistent review of internal and external issues and making corrective actions when necessary. Any successful evaluation of the strategy begins with defining the parameters to be measured. These parameters should mirror the goals set in Stage Types of strategic management 1. Functional strategies Functional strategy- selection of decision rules in each functional area. Thus, functional strategies in any organization, some (e.g., marketing strategy, financial strategy, etc.). It is desirable that they have been fixed in writing. In particular, functional strategies are as follows: Production strategy( â€Å"make or buy†) – defines what the company produces itself, and that purchases from suppliers or partners, that is, how far worked out the production chain. Financial Strategy- to select the main source of funding: the development of their own funds (depreciation, profit, the issue of shares, etc.) or through debt financing (bank loans, bonds, commodity suppliers’ credits, etc.). Organizational strategy- decision on the organization of the staff (choose the type of organizational structure, compensation system, etc.). May be allocated and other functional strategies, for example, the strategy for research and experimental development (R & D), investment strategy, etc. In addition, each of the functional strategies can be divided into components. For example, organizational strategy can be divided into three components: strategy of building organizations – to select the type of structure (divisional, functional, project, etc.); strategy to work with the staff – a way of training (mainly administrative staff), training of staff (in a business or educational institutions), career planning, etc.; Strategy wages (in the broader sense – rewards and penalties) – in particular, the approach to the compensation of senior managers (salary, bonuses, profit sharing, etc.). Organization for the implementation of the strategy at the functional area responsible senior specialist (Ch. Engineer, Director of Finance), at the enterprise level – the general director or director of the department, at the level of groups of companies – a collegiate body (management, board of directors). 2. Human resources Role in Strategy Formulation: HRM is in a unique position to supply competitive intelligence that may be useful in strategy formulation. Details regarding advanced incentive plans used by competitors, opinion survey data from employees, elicit information about customer complaints, information about pending legislation etc. can be provided by HRM. Unique HR capabilities serve as a driving force in strategy formulation. 3. Marketing strategies Marketing management is a business discipline which is focused on the practical application of marketing techniques and the management of a firm’s marketing resources and activities. Globalization has led firms to market beyond the borders of their home countries, making international marketinghighly significant and an integral part of a firm’s marketing strategy. Marketing managers are often responsible for influencing the level, timing, and composition of customer demand accepted definition of the term. In part, this is because the role of a marketing manager can vary significantly based on a business’s size, corporate culture, and industry context. For example, in a large consumer products company, the marketing manager may act as the overall general manager of his or her assigned product. To create an effective, cost-efficient marketing management strategy, firms must possess a detailed, objective understanding of their own business and the market in which they operate. In analyzing these issues, the discipline of marketing management often overlaps with the related discipline of strategic planning. To achieve the desired objectives, marketers typically identify one or more target customer segments which they intend to pursue. Customer segments are often selected as targets because they score highly on two dimensions: 1) The segment is attractive to serve because it is large, growing, makes frequent purchases, is not price sensitive (i.e. is willing to pay high prices), or other factors; and 2) The company has the resources and capabilities to compete for the segment’s business, can meet their needs better than the competition, and can do so profitably. [3] In fact, a commonly cited definition of marketing is simply â€Å"meeting needs profitably.† 4. Financial strategy To get the most out of your financial resources and achieve sustainability you’ll need to successfully manage all your funding and financing sources in an overarching strategy for your organisation. Many organisations manage income from a number of different funding and finance sources – from donations, grants, contracts and income generated from trading. A financial strategy enables your organisation to assess your financial needs and the sources of support required to meet your objectives and fulfil the organisational mission, whilst also planning for continued growth to enable stability. You’re financial strategy will derive from your mission. So the first step is to clearly define why you exist and you plan to achieve your mission before preparing any budgets. Cadbury History Birmingham 1824 John Cadbury was one of ten children of Richard Tapper Cadbury, a prominent Quaker who had moved to Birmingham, England from the West Country in 1794. In 1824, 22-year-old John Cadbury opened his first shop at 93 Bull Street, next to his father’s drapery and silk business in the then fashionable part of Birmingham. Apart from selling tea and coffee, John Cadbury sold hops, mustard and a new sideline – cocoa and drinking chocolate, which he prepared using a mortar and pestle. Cocoa and drinking chocolate had been introduced into England in the 1650s but remained a luxury enjoyed by the elite of English society. Customers at John Cadbury’s shop were amongst the most prosperous Birmingham families, the only ones who could afford the delicacy. Cocoa beans were imported from South and Central America and the West Indies. Experimenting with his mortar and pestle, John Cadbury produced a range of cocoa and chocolate drinks, the latter with added sugar. The products were sold in blocks: customers scraped a little off into a cup or saucepan and added hot milk or water. John Cadbury had a considerable flair for advertising and promotion. â€Å"John Cadbury is desirous of introducing to particular notice ‘Cocoa Nibs’, prepared by himself, an article affording a most nutritious beverage for breakfast,† announced his first advertisement in the Birmingham Gazette in March 1824. He soon established himself as one of the leading cocoa and drinking chocolate traders in Birmingham. The popularity and growing sales of John Cadbury’s cocoa and drinking chocolate of ‘superior quality’ determined the future direction of the business. In 1831, John Cadbury rented a small factory in Crooked Lane not far from his shop. He became a manufacturer of drinking chocolate and cocoa, laying the foundation for the Cadbury chocolate business. These early cocoa and drinking chocolates were balanced with potato starch and sago flour to counter the high cocoa butter content, while other ingredients were added to give healthy properties. By 1842, John Cadbury was selling sixteen lines of drinking chocolate and cocoa in cake and powder forms. The Quaker Influence The Cadbury family were prominent members of the Society of Friends or Quakers, one of the many nonconformist religious groups formed in the 17th century. Their strong beliefs carried into campaigns aimed at ending poverty and deprivation and many prominent Quaker-run businesses were part of reforms of social and industrial society in Victorian Britain. John Cadbury’s lifelong involvement with the Temperance Society influenced the direction of his business enterprise. By providing tea, coffee, cocoa and chocolate as an alternative to alcohol he felt he was helping to alleviate some of the alcolohol-related causes of poverty and deprivation amongst working people. He also incorporated some of these principles in his industrial relations philosophy. (See A Progressive Workplace) Cadbury Brothers of Birmingham John Cadbury As the enterprise prospered, in 1847 John Cadbury rented a larger factory in Bridge Street, off Broad Street, in the centre of Birmingham and went into partnership with his brother Benjamin – trading as Cadbury Brothers of Birmingham. The retail side of the business in Bull Street was passed to a nephew, Richard Cadbury Barrow in 1849. Barrow Stores, as it became, traded in Central Birmingham until the 1960s. A major turning point for the cocoa and chocolate industry came in the mid-1850s, when taxes on imported cocoa beans were reduced by Prime Minister William Gladstone. The previously prohibitive chocolate products were now within the reach of the wider population. Cadbury Brothers received their first Royal Warrant on February 4, 1854 as ‘manufacturers of cocoa and chocolate to Queen Victoria.’ The company continues to hold royal warrants of appointment. During the 1850s business began to decline. The partnership between the first Cadbury brothers was dissolved in 1860, a difficult time in the company’s history. John Cadbury’s sons Richard and George, who had joined the company in the 1850s, became the second Cadbury brothers to run the business when their father retired due to failing health in 1861. John Cadbury devoted the rest of his life to civic and social work in Birmingham until his death in 1889. Although they had worked in their father’s business for some years, the prospects for Richard. 25, and George, 21, were daunting. Their first five years were a period of unremitting toil with few customers, long hours and very frugal living. Both seriously considered taking up other vocations – Richard as a surveyor in England and George as a tea planter in India. George was focused on manufacturing, and Richard with sales, but in the early days both brothers went out and promoted their goods. Due to their dedication, sheer hard work and improvements in the quality of Cadbury cocoa products, the business survived and prospered. Technological Advancements Historic packaging Dissatisfied with the quality of cocoa products, including their own, the Cadbury brothers took a momentous step in 1866 that not only had a bearing on their business but revolutionised the whole of the British cocoa business. Until that time English cocoa had been heavily adulterated with starch substances like potato flour or sago to mask the excess cocoa butter. The cocoa drink, as described by George Cadbury himself, was a â€Å"comforting gruel†. Following a visit to the Van Houten factory in Holland to see their new cocoa press, the brothers introduced this new process to their Bridge Street factory. The press removed some of the cocoa butter from the beans, producing a less rich and more palatable cocoa essence – the forerunner of the cocoa we know today. There was no need to add flour and Cadbury’s new cocoa essence was advertised as ‘Absolutely pure†¦therefore Best’ At that time there was much concern in Parliament about the adulteration of food, including cocoa. The new unadulterated Cadbury’s cocoa essence was heralded as a major breakthrough and resulted in the passing of the Adulteration of Food Acts in 1872 and 1875. Cadbury received a remarkable amount of free publicity during this period and sales increased dramatically. The marketing of this cocoa essence helped turn a small business into a vast worldwide company. The introduction of cocoa essence was not the only innovation that improved the Cadbury Brothers’ trade. The plentiful supply of cocoa butter remaining after the cocoa was pressed made it possible to produce a wide variety of new kinds of ‘eating chocolate,’ leading to the development of the smooth creamy chocolate produced today. The quality of the chocolates made by the company following the introduction of the cocoa press was such that in the 1870s, Cadbury broke the monopoly which French producers had previously enjoyed in the British Market. Cadbury’s Chocolate Box A chocolate for eating had been produced at the Cadbury factory since 1849 but it was not, by today’s standards, a very palatable product. With the availability of cocoa butter a new chocolate recipe produced chocolate similar to that which we enjoy today. Refined plain chocolate was made for moulding into blocks or making bars and chocolate creams that with chocolate-covered fruit-flavoured centres. Cadbury’s â€Å"fancy chocolates†- or assortments as they are now called – were sold in decorated boxes, with small pictures that children could cut out to stick into scrapbooks. Richard Cadbury applied his considerable artistic talents to introduce more ambitious and attractive box designs from his own paintings, using his own children as models or depicting flowers and scenes from his travels. They were the first British-made fancy chocolate boxes and were very popular. Some of his original boxes still exist. Elaborate chocolate boxes were much prized as special gifts by the late Victorians as they could later be used as trinket or button boxes. Chocolate box designs ranged from superb velvet covered caskets with bevelled mirrors and silk lined jewel boxes to pretty boxes with pictures on the lid. The popularity of these splendid Cadbury boxes continued until their disappearance during the Second World War. Victorian and Edwardian chocolate boxes are now collector’s items. Cadbury Brothers Ltd The business became a private limited company – Cadbury Brothers Limited – in 1899 following Richard Cadbury’s sudden death at the age of 63. George Cadbury became chairman of the new board and his fellow directors were Barrow and William A. Cadbury, sons of Richard and two of his own sons, Edward and George Cadbury Junior. By 1899, the Bournville factory had trebled in size with more than 2,600 employees. With the formation of the limited company, Bournville entered a new era as the younger members of the Board introduced new ideas – analytical laboratories, advertising and cost offices, a sales department, works committee, medical department, pension funds, education and training for employees. The Bournville factory site became a series of factories within a factory, as everything needed for the business was produced on site, including tin box pressing plants, carton making units, a design studio and printing plant. This policy continued until well after the Second World War when the rationalisation of the business to mainstream activity – production and marketing of chocolate confectionery- led to the use of outside specialised suppliers for ancillary items. . Cadbury India began its operations in India in 1948 by importing chocolates. It now has manufacturing facilities in Thane, Induri (Pune) and Malanpur (Gwalior), Bangalore and Baddi (Himachal Pradesh) and sales offices in New Delhi, Mumbai, Kolkata and Chennai. The corporate head office is inMumbai. Since 1965 Cadbury has also pioneered the development of cocoa cultivation in India. For over two decades, Cadbury has worked with theKerala Agricultural University to undertake cocoa research. Cadbury was incorporated in India on 19 July 1948. Currently, Cadbury India operates in five categories – Chocolate confectionery, Beverages, Biscuits, Gum and Candy. Some of the key brands are Cadbury Dairy Milk, Bournvita, 5 Star, Perk, Bournville, Celebrations, Gems, Halls, Éclairs, Bubbaloo, Tang and Oreo. Its products include Cadbury Dairy Milk, Dairy Milk Silk, Bournville, 5-Star, Perk, Gems (a version of M&M’s), Eclairs,Bournvita, Celebrations, Bilkul Cadbury Dairy Milk Shots, Toblerone, Halls, Tang and Oreo. It is the market leader in the chocolate confectionery business with a market share of over 70%. Products Major chocolate brands produced by Cadbury include the bars Dairy Milk, Crunchie, Caramel, Wispa, Boost, Picnic, Flake, Curly Wurly, Chomp, and Fudge; chocolate Buttons; the boxed chocolate brand Milk Tray; and the twist-wrapped chocolates Heroes. As well as Cadbury’s chocolate, the company also owns Maynards and Halls, and is associated with several types of confectionery including former Trebor and Bassett’s brands or products such as Liquorice Allsorts, Jelly Babies, Flumps, Mints, Black Jack chews, Trident gum, and Softmints. Notable product introductions include: 1866: Cocoa Essence 1875: Easter Eggs 1897: Milk Chocolate and Fingers 1905: Dairy Milk 1908: Bournville 1914: Fry’s Turkish Delight 1915: Milk Tray 1920: Flake 1923: Creme Egg (launched as Fry’s) 1926: Cadbury Dairy Milk Fruit & Nut 1929: Crunchie (launched as Fry’s) 1938: Roses 1948: Fudge 1958: Picnic 1960: Dairy Milk Buttons 1968: Aztec 1970: Curly Wurly 1974: Snack 1976: Double Decker 1981: Wispa (relaunched 2007) 1985: Boost 1987: Twirl 1992: Time Out 1995: Wispa Gold (relaunched 2009 and 2011) 1996: Fuse 2001: Brunch Bar, Dream and Flake Snow 2009: Dairy Milk Silk 2010: Dairy Milk Bliss 2011: Big Race oreo 2012: Marvellous Creations and Crispello. Advertising controversy In May 2011 the model Naomi Campbell described the new advertisement for the Bliss bar as ‘insulting and hurtful’. Reacting to the advertisement, which had the tag line Move over Naomi – there is a new diva in town, Campbell said, â€Å"I am shocked. It’s upsetting to be described as chocolate, not just for me, but for all black women and black people. I do not find any humour in this.† A spokesperson for the company insisted that the campaign was â€Å"a light-hearted take on the social pretensions of Cadbury Dairy Milk Bliss†. The campaign was, he later added, â€Å"no longer in circulation†¦ we have no plans to repeat the campaign.† Reacting to Campbell’s outburst, comedian Reginald D. Hunter, on the BBC television comedy quiz Have I Got News For You, suggested that it was complimentary for black people to be compared to chocolate, and that enjoyment of the Bliss bar might even be enhanced by a love of black people. Health and safety 2006 Salmonella scare On 19 January 2006, Cadbury Schweppes detected a rare strain of the Salmonella bacteria, affecting seven of its products, said to have been caused by a leaking pipe. The leak occurred at itsMarlbrook plant, in Herefordshire, which produces chocolate crumb mixture; the mixture is then transported to factories at Bournville and formerly Somerdale to be turned into milk chocolate. It was not until around six months after the leak was detected that Cadbury Schweppes officially notified the Food Standards Agency, shortly after which it recalled more than a million chocolate bars. In December 2006, the company announced that the cost of dealing with the contamination would reach  £30 million. In April 2007, Birmingham City Council announced that it would be prosecuting Cadbury Schweppes in relation to three alleged offences of breaching food safety legislation. At that time, theHealth Protection Agency identified 31 people who had been infected with Salmonella Montevideo. One of the alleged victims had to be kept on a hospital isolation ward for five days after eating a Cadbury’s caramel bar. An investigation being carried out at that time by Herefordshire Council led to a further six charges being brought. The company pleaded guilty to all nine charges, and was fined one million pounds at Birmingham Crown Court—the sentencing of both cases was brought together.[70] Analysts have said the fine is not material to the group, with mitigating factors limiting the fine being that the company quickly admitted its guilt and said it had been mistaken that the infection did not pose a threat to health. Head office Cadbury’s head office is the Cadbury House in the Uxbridge Business Park in Uxbridge, London Borough of Hillingdon, England. The building occupies 84,000 square feet (7,800 m2) of space inside Building 3 of the business park. Cadbury, which leases space in the building it occupies, had relocated from central London to its current head office. Cadbury’s previous head office was in 25 Berkeley Square in Mayfair, City of Westminster. In 1992 the company leased the space for  £55 per 1 square foot (0.093 m2). In 2002 the company agreed to pay  £68.75 per square foot. The Daily Telegraph reported in 2007 that the rent was expected to increase to a â€Å"three-figure sum. † In 2007 Cadbury Schweppes had announced that it was moving to Uxbridge to cut costs. As of that year the head office had 200 employees. After the Kraft Foods acquisition of Cadbury, Kraft announced that the Cadbury head office would remain the â€Å"Cadbury House.† Mission statement of cadbury. Cadbury’s mission statement says simply: ‘Cadbury means quality’; this is our promise. Our reputation is built upon quality; our commitment to continuous improvement will ensure that our promise is delivered’ . Vision The Vision into action (VIA) plan embodies all aspects of our strategy. Our governing objective is to deliver superior shareowner returns by realizing our vision to be the world’s biggest and best confectionery company. At the heart of our plan is our financial scorecard, judiciously reinforced by our priorities, commitments and culture . Management information strategy. A management information system (MIS) provides information that organizations require to manage themselves efficiently and effectively.[1] Management information systems are typically computer systems used for managing five primary components: 1.) Hardware, 2.) Software, 3.) Data (information for decision making), 4.) Procedures (design,development and documentation), and 5.) People (individuals, groups, or organizations). Management information systems are distinct from other information systems, in that they are used to analyze and facilitate strategic and operational activities.[2] Academically, the term is commonly used to refer to the study of how individuals, groups, and organizations evaluate, design, implement, manage, and utilize systems to generate information to improve efficiency and effectiveness of decision making, including systems termed decision support systems, expert systems, and executive information systems.[2] Most business schools (or colleges of business administration within universities) have an MIS department, alongside departments of accounting, finance, management, marketing, and sometimes others, and grant degrees (at undergrad, masters, and PhD levels) in MIS. Characteristics of management information strategies Strategic information management is a salient feature in the world of information technology (IT). In a nutshell, strategic information management helps businesses and organizations categorize, store, process and transfer the information they create and receive. It also offers tools for helping companies apply metrics and analytical tools to their information repositories, allowing them to recognize opportunities for growth and pinpoint ways to improve operational efficiency. Automation IT professionals design strategic information management systems to automate the management of incoming and outgoing information to the greatest possible degree. While each company has its own unique IT needs, strategic information management systems typically include built-in controls that filter, sort, categorize and store information in easy-to-manage categories. Customization Strategic information management systems are typically customized to meet the unique needs of each individual company. Incoming and outgoing data can be sorted and cross-referenced according to a wide range of individually specified controls and parameters, which include the company’s business verticals and horizontals, individual clients, demographics, geographic location and business function. Strategic information management systems are extensively categorized, allowing for an optimal level of organization. Access controls can be as strict or as lax as the client wants, allowing for company-wide access to information databases or limiting information accessibility to key personnel. User-specific controls can also be set, in case employees need access to certain information but management wants to limit their access to sensitive data. Benefits The benefits of strategic information management can be felt from the executive level right down to the functional staff level. It can help businesses expand their operations into new areas, set goals, measure performance and improve overall productivity. Risks Some of the risks involved with strategic information management systems include implementation challenges, incompatibility with client databases and human error. As with other IT management techniques, data protection and information security is also an ongoing concern. Conclusion Cadbury is one of the best known brands in the world today. It is a brand which is associated with high levels of quality and customer satisfaction. The ongoing growth of Cafà © Cadbury provides a flagship that further helps to enhance the reputation of the Cadbury Masterbrand. At the same time, it provides customers with the opportunity to indulge themselves in the enjoyment of high quality products in a welcoming environment.

The Culture and Identity Essay Topics Cover Up

The Culture and Identity Essay Topics Cover Up What the In-Crowd Won't Tell You About Culture and Identity Essay Topics Let's take a facet of education. Someone's beliefs and morals are created up by culture and remain throughout your whole life. Somebody's identity is created due to both personal factors and external facets. Every individual has their own special identity and culture. A cultural identity essay is a form of creative or academic writing that expresses the sensation of belonging to a specific culture credited to the growing up and becoming an individual person with its personality. Various cultures have different kind of buildings. They define family in different ways. In our loved ones, there are plenty of cultures and traditions that play an extremely significant role in defining our family values and cultures. In some instances, you could be asked to compose an essay about the cultural identity of another person or a fictional character. The body of your article should offer in-depth info on the significance of the thesis statement. You could pick a topic that you're not interested in and wind up straining to compose the appropriate concept. The action of inventing a compelling paper based on these sorts of facts s called the cultural identity theory. Asking for a distinctive and unique one on a topic of your choice may be all you desire . Wine is served during the day, with each meal. In France, holidays like, Christmas, are extremely important. There are a lot of things to consider and most importantly, is the trustworthiness of the service you decide to use. Such a thing is not possible to quantify. You just need to earn a collection of the proper topic you would desire. Finding the Best Culture and Identity Essay Topics Regardless of the fact there are many high school essay topics one would choose, it might take her or him a very long time due to uncertainty. As a consequence, you prefer doing your essays all on your own. Definition essay is a sort of writing which demands the writer to come up with and explain their private characterization of a notion. Make it a conventional 5-paragraph essay. There are lots of online resources where you could find college essay hints and instructions about how to write a college essay, the best way to do a college essay and the way to prepare a great college essay paper. It is a good idea to purchase essays from experts who do their very best to guarantee that the quality is all up to standard. The sample high school admission essays we've got on our page can be useful to you or your buddies. For instance, you can acquire high school essay samples absolutely free online to provide you with certain skills you want to compose your essay competently. Now students know, that if they want college essays they will need to get hold of our custom made college essay writing service. It is possible to purchase college essay on any specific college essay topic. Admission essays are important documents that students must submit as they pursue a place to learn in a particular institution. If you are in need of a brilliant essay on cultural identity, get in touch with a professional academic writing company to acquire quality articles from folks from several nations that are experts in writing excellent reflection papers. After reading, it is simple to write my paper and truly feel comfortable getting grades as large as you are able to imagine. Also, give the crucial takeaway that you would like your reader to take home. Consider the precise message that you wish to transmit to r eaders. Choosing Good Culture and Identity Essay Topics If you really need to narrow your subject, you might write about a particular individual, like a musical artist who focuses on society or culture. People within the community with this kind of culture are considered psychologically normal even should they commit violence daily. This lead me to believe that although it can have a definition, it seems to evolve and change depending on the era in which one lives and their geographical location, although this may be a simplistic view. Regardless of what the culture, people have the urge to conform. There are various varieties to culture. The cultures differ even among the folks of same geographical regions and the individuals of the very same state. In light of how all cultures are diverse, there are a few which are more inclined to commit particular fallacies than others. Thankfully, nearly all of our cultures are good.

UMass Lowell Acceptance Rate, SAT/ACT Scores, GPA

The University of Massachusetts Lowell is a public research university with an acceptance rate of 72%. One of the schools in the five-campus University of Massachusetts system,  UMass Lowell is located less than an hour from Boston. UMass Lowell has a student / faculty ratio of 17-to-1 and more than 86 undergraduate majors including programs in business administration, computer science, criminal justice, and electrical engineering. Students are involved in an array of extracurricular activities on campus through more than 250 clubs and organizations. The UMass Lowell River Hawks compete in the NCAA Division I America East Conference with the exception of men’s hockey, which competes in the Division I Hockey East Conference. Considering applying to the University of Massachusetts Lowell? Here are the admissions statistics you should know, including average SAT/ACT scores and GPAs of admitted students. Acceptance Rate During the 2017-18 admissions cycle, UMass Lowell had an acceptance rate of 72%. This means that for every 100 students who applied, 72 students were admitted, making UMass Lowells admissions process somewhat competitive. Admissions Statistics (2017-18) Number of Applicants 12,187 Percent Admitted 72% Percent Admitted Who Enrolled (Yield) 24% SAT Scores and Requirements The University of Massachusetts Lowell has a test-optional standardized testing policy. Applicants to UMass Lowell may submit SAT or ACT scores to the school, but they are not required for most applicants.  During the 2017-18 admissions cycle, 78% of admitted students submitted SAT scores. SAT Range (Admitted Students) Section 25th Percentile 75th Percentile ERW 570 650 Math 580 670 ERW=Evidence-Based Reading and Writing This admissions data tells us that most of UMass Lowells admitted students fall within the  top 35% nationally  on the SAT. For the evidence-based reading and writing section, 50% of students admitted to UMass Lowell scored between 570 and 650, while 25% scored below 570 and 25% scored above 650. On the math section, 50% of admitted students scored between 580 and 670, while 25% scored below 580 and 25% scored above 670. Applicants with a composite SAT score of 1320 or higher will have particularly competitive chances at UMass Lowell. Requirements UMass Lowell does not require SAT scores for admission for most applicants. For students who choose to submit scores, note that the University of Massachusetts Lowell participates in the scorechoice program, which means that the admissions office will consider your highest score from each individual section across all SAT test dates. UMass Lowell does not require the optional SAT writing section or SAT Subject test scores. Note that test-optional applicants should have a high school GPA of 3.25 or higher and evidence of academic success in rigorous coursework. Applicants who choose not to provide test scores will be required to submit an additional short essay. ACT Scores and Requirements The University of Massachusetts Lowell has a test-optional standardized testing policy. Applicants to UMass Lowell may submit SAT or ACT scores to the school, but they are not required for most applicants.  During the 2017-18 admissions cycle, 12% of admitted students submitted ACT scores. ACT Range (Admitted Students) Section 25th Percentile 75th Percentile English 23 29 Math 24 29 Composite 24 29 This admissions data tells us that most of UMass Lowells admitted students fall within the  top 26% nationally  on the ACT. The middle 50% of students admitted to UMass Lowell received a composite ACT score between 24 and 29, while 25% scored above 29 and 25% scored below 24. Requirements UMass Lowell does not require ACT scores for admission for most applicants. For students who choose to submit scores, note that UMass Lowell does not superscore ACT results; your highest composite ACT score will be considered. UMass Lowell does not require the optional ACT writing section. Note that test-optional applicants should have a high school GPA of 3.25 or higher and evidence of academic success in rigorous coursework. Applicants who choose not to provide test scores will be required to submit an additional short essay. GPA In 2018, the average high school GPA of University of Massachusetts Lowells incoming freshmen class was 3.6, and over 38% of incoming students had average GPAs of 3.75 and above. These results suggest that most successful applicants to UMass Lowell have primarily A grades. Admissions Chances The University of Massachusetts Lowell, which accepts fewer than three-quarters of applicants, has a somewhat selective admissions pool with above average SAT/ACT scores and GPAs. However, UMass Lowell also has a  holistic admissions  process and is test optional, and admissions decisions are based on more than numbers. A  strong application  essay  and glowing letters of recommendation  can strengthen your application, as can participation in  meaningful extracurricular activities  and a  rigorous course schedule.  Note that music majors are required to complete an in-person audition, and art and design students must submit a portfolio. Students with particularly compelling stories or achievements can still receive serious consideration even if their grades and scores are outside UMass Lowells average range. If You Like UMass Lowell, You May Also Like These Schools: Boston CollegeUniversity of Rhode IslandUniversity of New HampshireRegis CollegeSuffolk UniversityBoston UniversityUniversity of Connecticut All admissions data has been sourced from the National Center for Education Statistics and University of Massachusetts Lowell Undergraduate Admissions Office.