Political Cartoon Analysis Essay

In this semi governmental animated cartoon, The Security Blanket sketched by Eugene Payne (speaker), an Army veteran that later became an award-winning cartoonist, gave his thoughts over the Great Debate over hoagy maintain (subject) with with(predicate) this cartoon.The occasion surrounding this topic is the gaseous state ascendancy in the US. This cartoon was directed towards the people (audience) who indispensableness more gun control (those who agree) and the hunters who want to be able to get weapons (disagree). It had first appeared in 1983 October 5 on the Charlotte Observer to present the readers with knowledge and the importance of the ongoing gun control debate.The purpose is that Payne is in favor of gun control and against the NRAs public opinion in owning weapons. His tone in this sketch seems critical, because he is expressing his views over the gun control usage in which Payne clearly shows that hunters are ignorant, since they change their suit in owning a gun just for the purpose of keeping it. forthwith for Ethos, he establishes his credibility through his stand in opposing the NRA for being lenient on hunters. As for Pathos, he portrays the hunter as immature and babyish needing a Security Blanket.He represents this blanket, as the NRA and the Bill of Rights to inform that they use these excuses as a cover up to keep their bang arms. Thus with that information, he clearly established a Logos, since he formulateed the immatureness of hunters and the lack of agenting they have to own a burn offarm.In this political cartoon, The Security Blanket sketched by Eugene Payne (speaker), an Army veteran that later became an award-winning cartoonist, gave his thoughts over the Great Debate over gun control (subject) through this cartoon.The occasion surrounding this topic is the gun control in the US. This cartoon was directed towards the people (audience) who want more gun control (those who agree) and the hunters who want to be able to get weapons (disagree). It had first appeared in 1983 October 5 on the Charlotte Observer to present the readers with knowledge and the importance of the ongoing gun control debate. The purpose is that Payne is in favor of gun control and against the NRAs feeling in owning weapons.His tone in this sketch seems critical, because he is expressing his views over the gun control usage in which Payne clearly shows that hunters are ignorant, sincethey change their reason in owning a gun just for the purpose of keeping it. today for Ethos, he establishes his credibility through his stand in opposing the NRA for being lenient on hunters. As for Pathos, he portrays the hunter as youthful and babyish needing a Security Blanket. He represents this blanket, as the NRA and the Bill of Rights to explain that they use these excuses as a cover up to keep their fire arms. Thus with that information, he clearly established a Logos, since he explained the immatureness of hunters and the la ck of reasoning they have to own a firearm.

Final Exam Prep Questions

1) The term contribute in discourse means A. the volume at which a center is received B. the context of the intercourse C. the process of changing thoughts into symbols D. the medium by which a message travels from sender to receiver 2) In which of the following communication activities do people spend the greatest percent of their day? A. earshot B. Writing C. Reading D. Speaking 3) A receivers solution to a senders message is called A. encoding B. decoding C. feedback D. take 4) With this type of response, you analyze or teach the sender about the stir of his or her concern.A. Evaluating B. Interpreting C. Paraphrasing D. Questioning 5) This happens when you receive, construct signification from, and respond to the senders message. A. Hearing B. Attending C. Listening D. Responding 6) When the receiver uses this response style, he clarifies or seeks more information. A. Evaluating B. Supporting C. Paraphrasing D. Questioning 7) Which of the following argon the to the high est degree common types of doubts people may father about a get-go? A. Status and academic degree B. Occupation and employer C. Prominence in the field of operations of study and experience D. Expertise and accuracy ) Which of the following is the most true(p) source of information? A. Wikipedia B. A blog C. A book recommended by your instructor D. Britannica Online BCOM 275 closing Exam 9) Consider the following exchange How do I know God exists? How do you know he doesnt? Which false stamp does the second mastery illustrate? A. Perfectionist fallacy B. Slippery incline C. Misplacing the lodge of proof D. Inconsistency ad hominem 10) Stating someone has negative features and his allege is invalid is an practice session of which fallacy? A. Ad hominem B. Genetic fallacy C. straw man D. False dilemmaFeature Article Fin 486 Final Exam11) Consider the following statement So what if the Senator accepted a circumstantial kickback moneymost politicians atomic number 18 corr upt after all. This is an example of which fallacy? A. Argument from envy B. Argument from tradition C. Argument from common reading D. Straw man BCOM275 Final Exam 12) Consider the following statement Studies confirm what everyone already knows Smaller class sizes make better learners. This is an example of which fallacy? A. Argument from common practice B. Begging the question C. Misplacing the burden of proof D.Slippery slope 13) Audience analysis should occur at what diaphragm in the creation of a message? A. Once feedback is received B. forward the message is sent C. Before the message is created D. After selecting the channel 14) demeanour descriptions should meet which of the following criteria? A. Present inferences about anothers motives. B. take in only observable behaviors. C. Include terms such as never, always, or constantly. D. Focus on more than one behavior. 15) An effective message should be A. topic-based B. audience-centered C. time-centered D. channel-foc used 6) Which informal communication channel involves its own abbreviations to accommodate the limited deed of characters available in any given message? A. E-mail B. textual matter message C. Voicemail message D. Handwritten letters 17) Sound and commence waves are an example of which part of the communication model? A. Encoding B. Channel C. upset D. Decoding 18) In this channel of communication, messages are carried by sound and light waves. A. Teleconference B. Voicemail C. Hard copy memos D. Face-to-face 19) A framework for pose all of your information together in a logical chronological sequence is called A. an introduction B. a thesis C. central idea D. an outline 20) Which verbal support breaks down complex processes or concepts into their component parts to match understanding? A. Comparisons B. Analyses C. Descriptions D. Definitions 21) What type of language is used when communicating with classmates, coworkers, family, and friends? A. Official B. open C. Formal D . Ceremonial 22) The connotation of words such as tightlipped or thin focuses on the A. actual meaning B. denotative meaning C. emotional meaning D. contextual meaning 23) If you try to persuade your classmates to gift canned goods for the hungry in your community, your topic is one of A. olicy B. fact C. note value D. pathos 24) Persuasive topics that attempt to show an audience that something is good, bad, right, or vilify are topics of A. cause-effect B. fact C. value D. policy 25) If you use only a few examples to represent the whole of the conclusion, you are committing this logical fallacy. A. Either/or thinking B. Slippery slope C. faulty causation D. Hasty installation 26) What logical fallacy can occur when a speaker focuses on similarities and ignores significant differences? A. Either/or thinking B. Hasty generalization C. Faulty comparison D. Slippery slope 7) When you display ethos in your persuasive presentation, you have A. credibility B. emotion C. evidence D. logic 28) Developing cross-cultural competence includes which of the following? A. Overcoming personal biases B. Walking on eggs C. Separating culture from communication D. Using hot button words 29) An attempt to characterize causes of events to either personalities or external situations is called A. projection B. selective attention C. attribution demerit D. halo effect 30) Groups that value higher power distance intend relationships are A. individualist B. informal C. hierarchical D. elationship oriented 31) What is the belief that laws are justified if they prevent a person from harming him- or herself known as? A. Offense principle B. Legal moralism C. Harm principle D. Legal paternalism 32) What is the belief that correct moral principles are those accepted by the correct worship known as? A. phantasmal absolutism B. Virtue ethics C. Religious relativism D. Moral relativism 33) The practice of using a case that has already been determined as a guide when deciding new c ases is referred to as A. efficacious morality B. legal paternalism C. causation principle D. appeal to precedent

Sbi Change Management

THE rule book CHANGE assortment is inequitable not a respecter of persons. falsify is for the recrudesce or for the worst, depending on where you view it. variety has an adjustment period, which varies on the individual. It is uncomfortable, for changing from i state to the next upsets our control everyplace outcomes. Change has a ripping load on those who wont let go. Change is awkward at first. Change is a muscle that develops to abundantly lie with the dynamics of the life set before us.Change calls own strength beyond anyone of us. Change pushes you to do your personal best. Change draws out those poised for a refreshfulfoundfound way. Change isnt for chickens. Change does have casualties of those defeated. Change bequeath ca wasting disease us to churn or to learn. Change salmagundis the speed of time. beat is so slow for the reluctant, and yet it is a whirlwind for those who embrace it. Change is much fun to do than to be done to. Change seeks a separate plac e at the end and is complete when you realize you are different. Change ManagementChange precaution is a set of soures that is employed to find out that significant changes are enforced in an orderly, controlled and systematic fashion to effect organizational change. One of the objects of change management is with regards to the human aspects of overcoming resistance to change in order for organizational members to buy into change and achieve the organizations goal of an orderly and effective transformation. Organizational change management takes into consideration some(prenominal) the processes and tools that managers use to make changes at an organizational level.Most organizations want change implemented with the least resistance and with the some buy-in as possible. For this to occur, change must be applied with a structured approach so that transition from one type of behavior to another organization wide will be smooth. SBI bring up vernacular of India is the largest state-owned deponeing and financial services company in India, by almost every parameter revenues, profits, assets, food market capitalization, etc. The depository financial institution traces its assembly line to British India, through the imperial Bank of India, to the founding in 1806 of the Bank ofCalcutta, making it the oldest commercial argot in the Indian Subcontinent. The Government of India nationalised the Imperial Bank of India in 1955, with the Reserve Bank of India taking a 60% stake, and renamed it the State Bank of India. In 2008, the Government took over the stake held by the Reserve Bank of India. SBI provides a range of stranding products through its vast interlock of armes in India and overseas, including products aimed at NRIs. The State Bank Group, with over 16,000 branches, has the largest banking branch engagement in India.With an asset stupid of $260 billion and $195 billion in deposits, it is a banking behemoth. It has a market share among Indian commercial banks of about 20% in deposits and advances, and SBI accounts for almost one-fifth of the nations loans. * The State bank of India is the 29th most reputed company in the world according to Forbes. * State Bank of India is the largest of the mammoth Four Banks of India, along with ICICI Bank, Axis Bank and HDFC Bank its main competitors. Change Trigger Liberalisation of the Indian Banking systemDuring the mid-nineties, the Indian economy began a period of rapid growth as the countrys low labor costs, skilful capital, and improving telecommunications technology drop outed India to offer its commercial services on a global basis. This growth was as well aided by the governments decision to allow the creation of private-sphere banks (they had been nationalized in the 1960s) Private sector banks made their first air in January 1993. The private-sector banks, such as ICICI Bank and HDFC Bank, altered the banking landscape in India.Core banking systems and electronic del ivery channels that allowed these banks to introduce new products and provide greater convenience to customers acted as a hurdle for the PSBs. During that period, Public Sector Banks accounted for over three-fourths of total banking industry assets. They were weighed down with spacious NPAs(Non-Performing Assets), falling revenues, deficiency of modern technology and a massive and highly unionized workforce. naked entrants began to erode the market share of the nationalized banks, especially in underpass cities and urban areas.The PSBs found it increasingly difficult to compete with the new private sector banks and the foreign banks. These banks also employed state-of-the-art technology, which helped them to save on manpower costs and concentrate on providing better service. Changes in SBI Drivers for a unexampled Core System Though SBI had undertaken a massive computerization thrust in the 1990s to automate all of its branches, implementing a highly customized variate of Ki ndle Banking Systems Bankmaster impression banking system (now owned by Misys).However, because of the banks historic use of local anaesthetic bear on and the lack of reliable telecommunications in some areas, it deployed a distributed system with operations located at each branch. Although the computerization modify the efficiency and accuracy of the branches, the local performance restricted customers use to their local branches and inhibited the introduction of new banking products and centralization of operations functions.The local implementation prevented the bank from easily gaining a wiz view of corporate accounts, and management lacked readily available information needed for decision making and strategic planning. The advantages in products and efficiency of the private-sector banks became increasing evident in the late 1990s as SBI (and Indias other public-sector banks) lost existing customers and could not attract the cursorily growing middle market in India. In fa ct, this technology-savvy market subdivision viewed the public-sector banks as technology laggards that could not meet their banking needs.In 2002, SBI adopted a new technology that included the implementation of a new centralized core banking system. This confinement encompasses the largest 3,300 branches of the bank that were located in city and suburban areas. The State Bank of Indias objectives for its control to modernize core systems included The delivery of new product capabilities to all customers, including those in rural areas The unification of processes across the bank to realize operational efficiencies and improve customer service. Provision of a single customer view of all accounts The ability to merge the affiliate banks into SBI incarnate for all SBI existing products Reduced customer wait times in branches Reversal of the customer attrition trend Challenges for the bank The bank face several extraordinary challenges in implementing a centralized core pro cessing system. These challenges included finding a new core system that could process approximately 75 million accounts daily a number greater than any bank in the world was processing on a centralized basis.Moreover, the bank lacked experience in implementing centralized systems, and its large employee base took great pride in executing complex effects on local in-branch systems. This practice led some people to doubt that the employees would in effect use the new system. Initial Conversion Project The renascence effort began in gilded 2003, when SBI converted three pilot branches to the BaNCS system. The successful change and operation of the pilot branches was followed by the conversion of 350 retail branches with high-net-worth customers between August 2003 and September 2004.At this point, the bank intentionally halted the conversions to analyze and resolve reported problems. later the software and procedural changes were implemented, SBI converted an additional 800 branc hes between December 2004 and treat 2005. Unlike in the previous conversions, this group of branches included predominantly commercially oriented offices. The conversion effort then refocuse on retail branches until November 2005, when the bank paused again to resolve problems that came up during this second group of conversions.After the second speech rhythm of changes, the system and processes were functioning smoothly, and management believed the branch conversion could be accelerated. base on the successful pilot survey, SBI decided to convert the approximately 6,700 be SBI branches to the BaNCS system. The conversion of the remaining branches began in June 2006, with the stated goal of completing the conversion by year-end 2008. Managing the change The factors which helped SBI in managing such a huge change are as follows * Senior management commitment.The project was control by the lead of SBI, who met every month with the information technology (IT) and the transactio n sector heads. The chairman monitored the overall stance and ensured that sufficient resources were allocated to the project. TCS senior managers were good committed to the project as well and periodically met with the SBI chairman to follow the project status. Staffing and empowerment of project team. The core banking team consisted of the banks managing director of IT performing as team head and 75 art and IT people selected by the bank.TCS also staffed the project with approximately 300 IT professionals trained on the BaNCS system. Importantly, the SBI wrinkle people were viewed not just as contributors to a key project but as future bank leaders. This team reported to the SBI chairman and was empowered with all decision-making authority. Ownership by business heads. The regional business line heads were responsible for the success of conversion of their respective branches and reported the status to the chairman. Thus, the business heads objectives were aligned with those of the project team. Focus on training SBI used its network of 58 training centers across India to train employees on the new system. TCS personnel first educated approximately 100 SBI professional trainers, who then trained 100,000 SBI employees at the centers the remaining employees trained at their respective hypothesize sites. Benefits of New Core Systems Implementation The new core system has resulted in benefits throughout the bank for both the customers and the employees of SBI. For example, the new core banking system has allowed the bank to redesign processes.It established 400 regional processing centers for all metro and urban branches that have assumed functions previously performed in the individual branches. The customers later implementation of this CBS system were no longer only the customer of the branch is no longer only the customer of the branch but has also became the customer of the bank. Meaning, they can carry out any transaction in any branch of the bank. After implementation of this system the bank has reversed the trend of customer attrition and is now gaining new market share.

South African Airways Case Analysis

South African airways Presented by Hadeir Shahin genus Khaya Ngqula, the CEO of South African airways is facing a big challenge, which is the outstanding of SAA ground staff and cabin crews, this action wont make further the overall surgical process of the company and slows down operations, but it ordain have a negative long term consequences as well, it may affect the companys reputation, and thus affecting its swelling and perceived quality in the mind of the public.The major problem of SAA is the lack of devote, justice, ethics and commitment in the company, as the employees dont avow there mangers, they believe that the decision making process is non fair, and managers are always violating the accepted norms of morality within the company.Firstly the absences of the authoritys trustworthiness negatively affected the employees, as mangers failed to show employees there capability of fetching over the helm specially that executives lack zephyr background, also employe es didnt perceive the authority to be benevolent or to have integrity, and that was clear when Ngqula decided to cut his management stuff in half to control costs, and suspending four managers for misconduct and failure to prevent uneconomical expenditure, at the same time he was criticized by the media for incurring luxuriousness travel expenses, more over his strategy revolved around efficiency, step-up and outstanding service, without emphasizing about being helpful, supportive or sure to his employees apart from any selfish or profit motive, all those factors resulted in the fact that SAAs employees lack of trust to their managers. Secondly the countrys history over the past yrs regarding the racial discrimination influenced the companies policies which resulted in the feeling of injustice and a biased enrol of ethics among employees, in addition to, the pay raise issue. Despite of the effective procedure and the ingathering of the company, managers are referring to the fuel price as a constrain that preventing them from breeding the pay, as a result employees belief that the decision outcomes are not allocated using the proper norms because they have contributed to the companys good performance and they deserve more outcome specially that the company had a year profit of $155 million and can easily afford the salary ontogeny, also knowing that there managers are spending money on helicopter travels and luxurious hotel rooms made them feel that they are not receiving distributive justice. As a result of the former problems, employees dont feel committed to the company, and therefore Ngqula has to fix those problems by regaining employees trust and treating them fairly, this can be done by approving the 8% increase in wages and start to implement an evaluation performance plan, in order to discover track of employees performance, and lay a roadmap for planning and development.He should involve employees training program in his development stra tegy, this program should not only stress on their skills but, on the importance of positive communication and horticulture of kindness in the company as well to increase SAAs employees commitment. Its known that integrity should come from the top managers first, thats wherefore telling the truth to the employees and sticking to promises will be a good start to regain their trust, also the company should introduces a solid code of ethics that prohibits racial discrimination, protects employees rights and preventing the misuse of the companies resources. Finally introducing different ways to keep employees motivated such as bonuses, pay raise and recognition, this way employees performance will increase, they will be more competitive, creative and committed to the work.

A CLC assignment Essay

Your CLC crowd will oppugn four different people about the honourable dilemma selected for purpose 1 of this denomination. After sharing the inter berth results, the assemblage will pret give up a written recomm demolitionation. For complete directions for this appellation, refer to Collaborative Learning biotic participation abstract of an honourable dilemma. Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the assimilator Success Center.An abstract is non needful.This assignment uses a grading claim. Instructors will be using the rubric to grade the assignment therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment.You are required to submit this assignment to Turnitin. Refer to the directions in the Student Success Center. nevertheless Word documents can be submitted to Turnitin. Collab orative Learning Community Analysis of an Ethical Dilemma Collaborative Learning Community Analysis of an Ethical Dilemma (Part 1) In your CLC group, select one of the following three options and view the video think to your chosen topic (a description of each is provided along with a link to access the electronic media)Dilemma 1 fertilized egg Harvesting and Freezing/Genetic Manipulation (Posthumous Conception subject) Ethical issues colligate to casehttp//www.youtube.com/watch?v=EIenB7qgIVk Washington Post article of Karen Capato Casehttp//articles.washingtonpost.com/2012-03-19/politics/35450022_1_karen-capato-robert-capato-survivor-benefitsUS Supreme Court (2011) Ruling on Capato Case http//www.supremecourt.gov/opinions/11pdf/11-159.pdf explanation Eighteen months after her husband, Robert Capato, died of cancer, respondent Karen Capato gave birth to twins conceived through in-vitro dressing using her husbands frozen sperm. Should technology be utilise to create live posthum ously?Dilemma 2 Marketing of wellness check / Pharmaceutical Productshttp//planetgreen.discovery.com/videos/30-days-anti-aging.html.While health check treatments and pharmaceuticals are common approaches to address a wide variety of conditions, there is growing concern from consumer groups and the medical community regarding current marketing practices which result in overconsumption or no medical benefit. The medical industry however, argues that these technologies are revolutionary in relieving suffering. Consider the honourable dilemmas of this case. What are the possible ethical dilemmas and implications?Dilemma 3 Voluntary/ assist EuthanasiaDax Case 1http//www.youtube.com/watch?v=IsxaaMbZMtA&feature=relatedThe Terry Schiavo Documentaryhttp//www.youtube.com/watch?v=cki55BM42kw1)The quality of life for deuce individuals has been dramatic all(prenominal)y affected following traumatic events. What are the ethical implications in the scenarios? What response should be given to th e patient and family in response to their requests for assist euthanasia? Write a formal paper of 750-1,000 words identifying beta components of the topic. Include the following a)A description of the topic and related ethical implicationsi)Obligations to your handicraft and work as a nurse.ii)Laws regarding this topic.iii)Stake holders in this scenario.b)A summary of the impact on social values, morals, norms, and nursing practice. c)An explanation of how an ethical theory and/or ethical principle might be applied to address the chosen topic. 2)Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required. 3)Submit the assignment to the instructor by the end of Module 4. Collaborative Learning Community Analysis of an Ethical Dilemma (Part 2) 1)In your CLC group, interview a hospital administrator, a spiritualleader, a health care colleague, and a neighbor/friend. (A total of four differen t individuals essential be interviewed by the group in-person or by telephone).a)Ask all individuals interviewed to share their philosophy and worldview in relation to the ethical dilemma your group identified for Part 1 of this CLC assignment. b)Summarize the responses of each of the four individuals interviewed. c)As a group, picture the responses of the individuals interviewed and assess their similarities/differences. 2)Compose a written recommendation (750-1,000 words), incorporating the research your group has through with(p) as well as the four interview results to come to a resolution to the ethical dilemma. Be sure to clearly articulate your groups position and the rationale for your position. 3)Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required. 4)Submit the four interview summaries and the group resolution to the instructor by the end of Module

Linden Hills Gender Analysis Essay

lime hydrate Hills by Gloria Naylor flourishingly creates a dispirit argument against suppressive patriarchal societies and families. She vividly exposes the implications of what john happen to a baseball club when cultural traits, morality and close family and argona ties take a backseat to the attainment of material things and berth become the driving force for multitude. They eat, sleep, and repose for peerless thing making it (Naylor 39). This quote is from Lester in a dialogue with his friends, summing up the plurality of unslaked lime Hills, of which he begrudgingly is one of.Although he lives on the ou frontierost circle of calx Hills, he feels nothing notwithstanding plague and contempt for the dwellhood as a whole. This scene early in the book birdlime Hills lays the ground flex for a journey done the neighborhood with Lester and his friend Willie that reveals the invalidating impact when a society focuses on things and status and loses touch with its s ense impression of biotic community and family. We willing specify how Willie, an noncitizen from Putney Wayne with no education and no funds, is the one with the bigest amount of level offt and morality.As Lester and Willie travel through come in calx Hills in an effort to let a little money, they encounter residents who have compromised themselves in one steering or another in redact to belong to Linden Hills. The only when way to make it into this begrudge neighborhood is to be hand picked by Luther Nedeed. Naylors description of Nedeed with his short squat body and protruding eyeb e substantive(prenominal) (3) conjures up an evil and almost satanic picture in the indorsers mind. The original Luther Nedeed passed overcome not only his name to any the subsequent generations of males, but also his disturbing physical characteristics.The theme of Linden Hills itself was formed by the original Nedeed who exchange his octoroon married woman and 6 shaverren (Nayl or 2) for the money to buy the land. Over the years the subsequent Nedeeds built on this foundation by c atomic number 18fully choosing the residents. The Nedeeds chose only those who were hungry for materialism and status and would not offer any opposition. Ironically, in Linden Hills, moving up meant moving d aver. Status increased as you moved down the hill, with the most coveted residences existence on Tupelo Drive, closest to Luther Nedeed.Lester and Willie begin their trip into Linden Hills at Lesters stand where the lector meets Lesters mother, Mrs. Til word of honor and his sister Roxanne. both of the ladies of the house give the impression that they are not content existence on the outermost circle of Linden Hills and would like to move down the hill. Mrs. Til boy has an over the top propriety to her behavior and states I was never one for keeping up with the Joness but its pretty discompose to have the worst house on the block and to only if compensate for that (Na ylor 51).Roxanne is determined to marry well or not at all (Naylor 53) and to arrive at this she had paid her dues to the Civil Rights Movement by wearing an afro for vi months and enrolling in swart history courses in college (Naylor 53). She has also used a decades worth of bleaching creams and hair relaxers (Naylor 53). Many of these behaviors deny their unique cultural characteristics, as though in order to make it in this coveted opaque community, it is necessary to deny what makes them unique and to appear less black. tear down Roxannes love interest Xavier, a successful black businessman, becomes shake up at the thought of falling in love with a black cleaning woman, calling it one of the most terrifying experiences of his life (Naylor 97). He nonetheless searchs the advice of a coworker on the matter. In his review of Linden Hills, African American Whiteness in Gloria Naylors Linden Hills, Tim Engles describes Roxanne as an avid hearty climber interested in marryin g rich who actively whitens her natural appetites and those aspects of herself that are commonly associated with blackness.He also calls her renders to emb function her race as superficial and hypocritical. On their eldest day of work in Linden Hills, Willie and Lester encounter the espousal of Winston Alcott. Winston is denying a fundamental part of who he is by marrying a woman. In spite of his hidden long term relationship with David, he is turning his back on it all because as Nedeed narrates him, its the only way if a man wants to get close toplace in Linden Hills (Naylor 75). As the boys perform work for Mr.Parker, who recently woolly his wife, a scene plays out in his house as people come to pay their venerates. This scene shows how far removed the residents are from their own culture. While discussing a possible ho development project near Linden Hills, the unfavorable comments coming from everyone seem to represent a great cover of discrimination towards their own race. Referring to those that would potentially reside in these houses as people like that and remedial cases and trouble makers (Naylor 133).Where there should be some sense of community and wanting to help those in their own culture achieve better for themselves, these residents are so far removed from any sheath of community or culture they rather refer to their own race as dirty niggers and vow to keep them out of their community (Naylor 135). Nedeed nonetheless encourages the residents to align with the Wayne County Citizens Alliance which is full of some of the most despicable racists on this side of the continent(Naylor 137). The entire motivation for aligning with them is purely financial.The residents are willing to sell their souls to the devil so to speak in order to maintain their financial and material gains. The farther they travel down the hill, the great the display of wealth as evidenced by the increased size of the houses. On Fifth Crescent Drive, they encoun ter Reverend Hollis. Willie is familiar with the clergyman and thinks fondly of him, as he went to the Christmas parties at the reverends church service as a child. As the reader learns though, Reverend Holllis has lost just about everything important to him.He may live in a coveted area and preach at the nicest church, but inside he is an unfulfilled sole(a) alcoholic who has also lost his wife in the process. He doesnt gain any fulfillment from preaching to his parish. The residents of Linden Hills sit stiff and unmoved in the pews with no sense of community and no spiritual souls. He still has a passion for ministry, nonetheless his congregation does not. He tries to inspire his congregation at the funeral service for Lycentia Parker, but the reader gets the sense of the groups discomfort.They are not comfortable with him calling them out on their materialistic ways and pointing out that none of those things matter when you yield this world. The parish sits in the pews with their rose colored glasses on, unwilling to see things as they really are. Laurel Dumont is introduced to the reader, first as a young child who spends many happy summers with her grandmother in the south. It is during these summers that Laurel finds her love for locomote and diving.As an adult, Laurel becomes a very successful business woman at IBM, marries well, and winds up living on Tupelo Drive, the most coveted address in Linden Hills. In the process though, she lost herself. The reader sees everything unravel as she realizes she no longer bes her own identity, even making a trip back home to her grandmothers in the south trying to find herself. She has the money and the address and the high compensable job, but no idea who she is or where she fits in. As a go her marriage fails and she ends up committing suicide.Ironically, she uses her once loved talent of diving to dash off herself. Tim Engles in his subdivision on Linden Hills, points out that Naylor suggests that th e residents of the lower reaches of Linden Hills have repressed so much of themselves and of their former, sustaining communal connections, that they are beyond recovery. The final and greatest example of Linden Hills as a neighborhood that has put its value in the materialistic instead of the spiritualistic takes place at the very bottom of Linden Hills. I believe Linden Hills was created upside down for a reason.Luther Nedeed lives at the very bottom and can see everything. His position is the most coveted, valued and feared. His being at the bottom is representative of the devil and hell. Through all generations of Nedeeds and their ascendenceling, manipulating, fiscal ways, they have created a toxic environment that in the end, leads to its demise. Nedeeds own neighborhood stands by and becharmes out their windows as his house burn with him inside. The one person who tries to do something to help is Willie, the outsider from Putney-Wayne.He doesnt have money or a nice house, but he has more compassion and morality than anyone who lives on the hills. They stand at their windows and watch it burn, all compassion and sense of duty to a fellow neighbor non-existent. Whatever doubt Willie had prior to that moment, we see him come to realize what is real and important in life. The reader sees that Willie has figured out how terribly damage things are in Linden Hills. at that place is a man in a house at the bottom of a hill. And his wife has no name(Naylor 277).This line from one of Willies poems about Nedeeds wife is representative of generations of Mrs. Nedeeds. The sole purpose of a Nedeed wife was to produce a son and by doing so, perpetuating generations of patriarchal rule by the Nedeed men. The original Luther Nedeed sold his wife and children in order to buy the land for Linden Hills. He eventually brought back a young wife, whose name is not even mentioned, who gave him a son to carry on his fathers work in the morgue and the building up of the lan d. The story is built somewhat the great great grandson of the original Luther and his wife Willa.It is through Willas gyves in the wine cellar/morgue of their home that we eventually are introduced to the front wives and learn how suffocating the patriarchal rule has been for these women. The reader can see early on in the story Luthers lack of respect for not only his wife, but women in general. He cannot even think his own mothers name because everyone-including his father- had called her nothing but Mrs. Nedeed(Naylor18). When his wife bears him a son he feels cannot possibly be his due to the sick(p) coloring of his skin, he locks both the child and his wife in the cellar as punishment.Ironically, it is the generations of previous pale skinned Nedeed wives that passed down this trait through Luther that produced the childs coloring, not infidelity on the part of Willa. Luther does not recognize his role in this and punishes her supposed infidelity in an attempt to turn her into a wife(Naylor19). By locking her in the basement and regulating her food we see his subordination and reassure over his wife. Luther is attempting to control and break her with his plan that in a few weeks she would have acquire her lesson and she would then conceive again and hed get the son he should have gotten in the first place(Naylor67).Paula Eckard in her piece The Entombed Maternal in Gloria Naylors Linden Hills writes By crushing her in-person will and reproductive prerogative, Luther hopes to restore patriarchal order and control. Our first introduction to Willa is a bleak one. The reader learns that the child has died while in the basement. Willa is feeling doomed and riddled with grief, willing herself to also die. What began as a search for something to wrap her son in, so when their bodies were discovered people would know he was properly mourned, leads to Willas discovery of generations of women before her.She discovers a wedding veil and a bible belonging to Luwana Packerville. After wrapping her son in the wedding veil, she sits down to figure out why Luwana wrote There can be no God(Naylor93) in that bible. What began as a mere curiosity, takes Willa on a journey through three generations of Nedeed wives. As she digs deeper, she uncovers the forgotten and suppressed identities of these wives and comes to the realization that she has also become a faceless, nameless casualty of the Nedeed patriarchy.The women Luwana, Priscilla McGuire, Evelyn Creton and Willa all entered into a marriage that they thought would hold down them security and even a freedom of sorts. After all, they were marrying a successful man who could offer them everything. Luwana thought the fact that she was sold to Luther was merely a formality. She quickly learned once she gave him his son that this was not the case. In her literary productions she says Luther told me today that I have no rights to my son(Naylor 117). This leads to her realization that I had only exchanged one master for another(Naylor 117). She was property. She had no rights, no freedoms, no individuality.She is isolated and takes to writing letters back and forth to herself as a way to cope. Willa discovers through the readings of Evelyn Cretons recipes that she attempted to regain some control over her life through her cooking. The reader discovers that Evelyn began concocting recipes for her husband using shame-weed(Naylor 147) in and effort to counter his sexual and emotional coldness towards her. When these things did not work she concocted creams in an attempt to bleach her skin. Finally, we see how tortured and lonely she is as she begins to concoct laxatives as she describes what sounds like a bulimic pattern.As she describes her face was becoming sunken, her arms skeletal(Naylor 190) and it becomes evident that she starves herself to death. It is after discovering Priscilla McGuire that Willa undergoes a transformation a rebirth. Through pictures we discove r that Priscilla entered into her marriage to Luther Nedeed happily and thirstily full of expectations. But as the pictures progress, body language and facial expressions tell the story of a woman who has suffered the same fate as her predecessors. As the pictures progress she slowly fades from them, and becomes insignificant and non-existent.It is here that Willa has an epiphany. Through these women she has decided that she can have a different outcome. Now that she had actually seen and accepted naturalism, and reality brought such a healing calm. For whatever it was worth, she could rebuild(Naylor 268). This knowledge gives her an upcountry peace and sets the stage for her rebirth, her reentry into the real world. Willas march up the basement stairs while carrying her dead son is one of a fiercely determined woman. Naylor uses the symbolism of comparing Willa to a lone army ant, marching in defiance of falling rocks and rushing water along the great Amazon(300).Paula Eckard w rites This maternal image, wrecked and battered, also hints at the power and will that she still possesses. By marching back upstairs, Willa is attempting to take back control of her own life, inspired by generations of repressed Nedeed women. Christopher Okonkow in his piece on Linden Hills points out that Willa is reaffirming her richness in the Nedeed controlled family, a domain which would seek to bastardize and depreciate the incalculable worth of a good wife and mother.Willas journey in the basement with the other wives illustrates the importance of female camaraderie and value. The evidence of their resistance of patriarchal oppression is what gave her the peculiarity to persevere and in the process bring down the patriarchal house of Nedeed. Willa is a heroine for sacrificing herself with the fire that brought Luther(Satan) down. It is only by exposing and bringing down generations of evils, that rebuild can begin. Throughout Naylors novel we see the detrimental effects o f a materialistic and patriarchal society.When people sell the mirror in your soul(Naylor 59) it leads to an empty existence. This novel teaches the lesson that things and status do not bring true fulfillment in life. A happy and healthy society needs neighborhood and cultural ties with strong spirituality and morality. By illustrating the negative implications of a patriarchal society, Naylor impresses upon the reader the importance of a strong and confirming maternal presence for the child, the family, the individual and society as a whole.

China Export Strategy

chinaw atomic number 18s Export Strategy What Can We Learn From It? Arvind Panagariya As much as by luck as by design, chinawargon stumbled onto an exportinging and inappropriate investiture strategy that has proved remarkably successful, helping the economy prompt quickly to a market-based system. experience serve as a form for new(prenominal) countries? But eject the Chinese After tether decades of inward-oriented distribute and distant enthronement policies, in 1979, chinaware switched course and launched an circularize-door polity. During the 15 years that subscribe elapsed since then, the acres has ersistently, albeit gradu exclusivelyy, idleized its raft and remote investing regime. This has been go with by a spectacular growth in gross domesticated product and During 1980-90, GDP grew annually at an impressive rate of oer the same period, exports grew at an annual rate of 11 distant trade. 9. 5 portion. percent much than twice as fast as world tra deand imports 9. 8 percent. More recently, in 1992 and 1993, GDP has shown annual growth rates majestic 13 percent. The annual growth in exports and imports during these two years has been 13 percent and 27 percent, respectively.What ar the key trade and distant investment policies that hold led to this dramatic growth in mainland Chinas outside trade and GDP? And what lessons gouge we derive from Chinas experience for other economies in diversity? (see box)? In the following, we examine the nature of reforms and why they worked well or under the weather in particular cases. Though this try out focuses on external frugal policies, it is important to remember that the promotion of non- conjure green lights has closely complemented Chinas outward-oriented 2 strategy.These enterprises, owned to overprotecther with by topical anaesthetic anesthetic governance in urban argonas, townships or villages, get it on a high degree of autonomy in their ope attributealityns. Con sequently, they fuddle been intimately successful in taking advantage of the outward-oriented strategy. Promoting an export culture On the external front, three factors suck up to give rise to Chinas success word sense of an aggressive pro-export strategy by central authorities, alive(p) participation of local authorities and the presence of Hong Kong and Taiwanese investors looking for a source of loud tire out. With he beginning of the open-door indemnity, the central authorities began sending clear signals in esteem of an export-oriented trade regime. A variety of instruments were employed to invoke what whitethorn be called an export culture geographical targeting, sectoral targeting, a better-looking foreign investment regime, and bighearted provision of export financing. Geographical targeting. China isthmus up the so-called Special Economic Z superstars (SEZs) and Open Cities deep down which scotch activities manufacturing, banking, exporting and importing, a nd foreign investment-took place in a more than than than liberal environment than is accessible in the rest of the economy.These zones helped to serve as focal points for investment from both domestic and foreign sources and to allow China to cause links with the world market, brought in part, by Hong Kong and Taiwanese entrepreneurs. Originally thither were all a handful of such zones, all in Guangdong and Fujian provinces. Over time, many another(prenominal) features of SEZs were extended to other cities. Two features of SEZs distinguish them from the rest of the soil. First, the SEZs love considerable administrative autonomy in the 3 atomic number 18as of investment, pricing, r tear downue enhancementation, housing, and labor and globe management policies. require some(prenominal) noMost foreign investments usher out be approved locally and central clearance. Second, the SEZs offer many The economic incentives to investors not available in the inland province s. corporate income valuate, normally 33 percent for foreign funded enterprises and 55 percent for state owned enterprises, is 15 percent for all enterprises in the SEZs. All imported inputs used in exports or sold within the Zones are In addition, tax holidays extra of import duty and other indirect taxes. available to foreign funded enterprises are more generous in the SEZs than those available under the national tax legislation.Depending on the amount of investment, nature of the technology, and duration of the project, tax holidays of up to cardinal years are available. The SEZs and open cities exhibited spectacular economic performance. In 1979, the three SEZs in Guangdong were elfin fishing villages with virtually no industrial activity. transform into modern cities. By the end of 1980s, they had been In 1990, the SEZs and open cities accounted for 52% of congeries realized investment and more than half of contribute exports. During 1985-90, industrial output in Guangdo ng and Fujian grew at annual rates of 16% and 14. % compared with 6. 9% in the rest of the economy. Sectoral targeting. Side by side with geographical targeting, China has besides engaged in sectoral targeting for exports. Targeted sectors, chosen at a broad direct, have included silly industrial products, textiles, and machinery and electronic goods. The close to important instruments of targeting were exertion networks for exports (PNEs) and higher central retention rights to targeted sectors. 4 The Seventh Five form Plan (1986-90) beard for the creation of PNEs. The idea was to bring the leading factories within the targeted ector into a network and support them through subsidies for technological upgrading, guaranteed supplies of raw materials and power, preferential rise to power to transportation, attractive purchase prices for their goods, and higher exchange-retention rights than other enterprises in the same industry. The use up of the networks was to expand both the quailty and quantity of exports of the participating factories. The first industry mathematical group to benefit from this scheme was machinery and electronic goods. PNEs have also been created in come down industrial products and textiles, and removedm and sideline products.Rights to foreign exchange generated by exports are shared amid the central and provincial governments. For targeted sectors, the allocation of retention rights was more favorable to the province and the foreign trade corporations (FTCs), which procure and export more than 80 percent of Chinas exports. In the case of electric arc industries, arts & craft, and knitwear, foreign exchange was divided in the ratio of 2080 between the center and province. Similarly, in machinery and electronic goods, for within-quota exports, the split between the center and provinces was 3565.Though the retention rights have been revised recently, the bias in favor of FTCs has been hold. From the available data, it is diff icult to judge the impact of sectoral targeting primarily because it was broad based. textiles and light industrial products in total exports The share of did expand significantly aft(prenominal) 1985. But the effect on machinery sector is less clear. 5 Overall, one thing which is clear, however, is that the export share of labor intensive sector has gone(a) up in the latter half of 1980s. export shares of heavy and light industries were 47. % In 1982, 37. 6%, and respectively, in 1982. 52. 9%. By 1989, these shares had changed to 31. 9% and informal foreign investment regime. Chinas striking export performance is related to the coat of foreign direct investment flows into the country (see table). Foreign investors have been lured to the Chinese market for three reasons. First, both policies and procedures have been designed to facilitate foreign investment. A 25 percent foreign investment gives an enterprise the At status of a joint venture and qualifies it for various tax inc entives. he same time, foreign equity investment can rise all the way up to 100 percent. Restrictions on the choice of sectors are minimum any preferences, sectoral or otherwise, take the form of extra incentives. As a result, joint ventures have been realized in sectors ranging from hightechnology to consumer goods, services, and raw materials. lower or upper limit on the amount of foreign investment. There is no In large open cities such as Shanghai, foreign investment projects up to $30 million can be approved by local authorities. The limit in smaller open cities is $10 This autonomy has illion term that in unopened cities is $3 million. greatly simplified the citation procedures. Second, employment, wage and pricing policies for joint ventures are flexible. contractual Joint ventures are publish to employ any required personnel on a basis. Employees are subject to warnings, wage cuts and 6 dismissal. Except for a virtually product categories for which prices are set by the state, joint ventures are free to set their prices both domestically and afield. Products or services for which prices are mend are of two types. In the first category, prices are completely refractory (e. . , products such as grain, oil, and fuel and services such as electricity and rent). In the second category, prices are allowed to fluctuate within prespecified bands usually ranging from 10 to 30 percent (e. g. , steel, cement, timber, coal and other major upper-case letter goods). Finally, China has given extra incentives to joint ventures. As already discussed, these incentives are in particular generous in the SEZs and open cities. Since 1986, additional preferential treatment has been The available to export-oriented or technologically advanced projects. ncentives include o Exemption from state subsidies paid to employees to cover the benefits provided by the government of China o precedence in obtaining Bank of China loans o Tax exemption on profits remitted abro ad o Longer tax holidays from corporate income tax o Extra tax benefits on profits reinvested in export-oriented or technologically advanced projects and o Further reduced land-use fees, priority in obtaining utilities, transport, and communication facilities. Duty exemptions. China has also instituted an elaborate system of nether these schemes, uty exemptions on imported inputs used in exports. the concessional share of imports was 35 percent in 1988 and rose to 50 7 percent in 1991. compete an The schemes, introduced in 1984 or later, seem to have role in expanding Chinas exports. replete(p) exports important associated with concessional import arrangements account for 64 percent of Chinas manufactured exports. These exports threefold between 1988 and 1991. The domestic value added of these exports is, of course, lower than of other exports. Export financing. go down access to export credits is believed to ontribute favorably to export performance. The Bank of China, which is the main(a) bank dealing in foreign exchange, provides trade credits. Credit, offered in domestic currency, is available for working large(p) as well as stiff investment for the production of exports and import substitutes. main beneficiaries of these credits are FTCs. of total trade credits in 1991. The They accounted for 85 percent The Bank of China also offers loans in terms of foreign exchange, primarily to enterprises in which foreigners have invested, for working capital and fixed investment.Though contributing favorably to exports, the liberal credit insurance has led to a rapid expansion of superior loans. The total volume of outstanding trade loans at the end of 1991 was more than three time that at the end of 1985. In part, this expansion was ascribable to the growth of exports. But perhaps it also reflects a rising ratio of export credit to total exports. According to one calculation, this ratio was one hundred fifty percent in 1988. The Hong Kong connection A key element in Chinas success in the world markets so-called Hong Kong connection. as been the In the mid-1980s, Hong Kong entrepreneurs began shifting manufacturing facilities to China, attracted by lower labor 8 costs as wages rose rapidly at home. This link with Hong Kong has not only brought much fateed capital to China but also supplied overbold technology, modern management practices and critical links to the world market. Today more than half of Chinas exports to the rest of the world are handled by Hong Kong. Of the $45 one thousand million in cumulative foreign investment commitments to China through 1992, 70 percent came from Hong Kong.This investment went mainly to export-oriented joint ventures. A large proportion of Guangdongs export production is supervised under contract by firms in Hong Kong. Processing activity for exports in Guangdong is also carried out largely in collaboration with partners in Hong Kong who supply materials. Many items, particularly in the minia ture and clothing sectors, which were previously exported by Hong Kong are now exported by Guangdong. local anaesthetic policies Chinas economic system is extremely decentralized now and the implementation of policy is largely under the control of provinces.Hence, in the fast-growing provinces, provincial and local officials have been deeply involved in the development attend to in ecumenical and export promotion in particular. The role of local authorities in facilitating foreign investment has been described earlier. In addition, at that place are a number of ways in which local authorities promote exports. First, the center gives mandatory targets or export quotas for only a circumscribed number of items or in exceptional volumes. But in some provinces, for Moreover, example Jiangsu, the export-quota-system is far more elaborate. aking advantage of their monopsony power, FTCs are able to pervert goods from enterprises at prices well below the corresponding domestic prices . Though 9 the economic desirability of exports at any cost has been questioned, the FTCs have sure as shooting been able to operate profitably on account of the monopsony power. Second, operating within the centers guidelines, provincial authorities have been expanding Direct Export Rights (DERs) to enterprises. Because the criteria for obtaining such rights are stringent, the DERs have not expanded as rapidly as would have been desirable, however. ith DERs account for only 5% of Chinas exports. Third, within the States guidelines, provincial and city governments learn the allocation of raw materials imported by using locally retained foreign exchange earnings among enterprises, collectives and TVEs and across different sectors. Provinces and cities also provide indirect export Enterprises subsidies through the provision of critical inputs such as electric power to export oriented enterprises. higher bonuses for Further incentives are provided in the form of and employees on the basis of export managers erformance. Within the guidelines fit(p) down by the State, provinces can confer rights to trade directly upon enterprises and enterprise groups. Finally, local authorities establish joint ventures between FTCs and enterprises to promote exports. established 160 of these ventures. establish another 200 such ventures. The central lesson by chance the most important lesson, also consistent with the experience of other eastbound Asian countries such as Korea, Taiwan Province of China, During the Seventh Plan, Wuxi metropolis alone In the Eighth Plan, the city intended to 10 capital of Singapore and now Thailand, is that the key to high GDP growth rates is export orientation and eventual success in the world market. The success in export expansion, in turn, depends on the policy package, which conveys a message in no uncertain terms that, rather than shelter import competing industries, the country forget give priority to export oriented activities. China b enefitted greatly from the clarity of signals sent by its policy reforms. Once the reform assist began, there was rarely any doubt Despite occasional policy reversals, provincial and about its direction. ity governments, which implemented policies and enterprises, both state and nonstate, were convinced that the country was headed towards an export oriented regime. geographical In terms of static efficiency, virtually all policies-preferential treatment of foreign investment in targeting, general and in export sectors in particular, and discriminatory exchange retention rightswere highly distortionary. Yet, they combine to give a loud and clear signal that the government was resolved to change the economys orientation away from import substitution to export promotion. 11 Box Can India benefit from Chinas experience? Operationally, the Chinese model is not very applicable to the economies of easternmostern Europe or the former Soviet Union. These countries have largely rejected the planning model, which has remained an integral part of the Chinese development strategy. The countries in easternmostern Europe The have already evolved far encompassing(prenominal) to the market model than China. countries emerging out of the former Soviet Union, on the other hand, are still struggling with the problem of macroeconomic stabilization. The country for which the Chinese experience is most relevant is India.Both are highly populous and, by developing-country standards, large economies. They began their development process rough at the same time and stressed self-reliance. Both relied increasingly severely on import substitution policies and ended up with a highly capital intensive production structure. China changed course in 1979 while India continued (with modest liberalization) on the old course. In 1991, in many ways, India stood where China stood in 1979. Chinas in 1979. Import and The trade-to-GDP ratio was the same as controls were rampant and the invest ment domestic currency was overvalued.Despite these similarities, even in Indias case, lessons from China are limited. In addition to the obvious differences in political systems which lead to very different political-economy processes in the two countries, there are three reasons for this. has been highly interventionist. been in China and elsewhere in First, the Chinese approach This approach can be successfulas it has East Asiaprovided the government can 12 implement right interventions judiciously. Indias experience during the Second, Indias depart four decades in this respect has not been encouraging. conomy has already evolved far closer to a market economy than that of China. have For instance, export targets and foreign exchange contracts, which helped create a pro-exports ethos in China are neither arguably desirable nor feasible in India. greater role in India than in China. Similarly, private sector plays a far Finally, India has already carried out For example, in the area of many reforms that China is still contemplating. exchange rate, China has a multiple exchange rate system and its exchange market is not organized along the lines of market economies. India has chieved virtual current account convertibility and its foreign exchange market is organized along modern lines. Of the lessons that have general relevance to India, the following points would seem to be the most pertinent. o First, creating a liberal and flexible economic environment along the lines of SEZs in China would stimulate greater foreign investment. The country can begin with a small number of citiese. g. , Bombay, Bangalore, Cochin, and Madrasand, as in China, local governments whitethorn be given full authority to approve foreign investment up to a certain limit.Most important, rules of entry and exit in the zones can be made more flexible. Because these zones will be introduced in limited areas with a high growth potential, political consensus may be easier, even if this r equires new legislation. Eventual success in the open zones may open the way for Currently, India does have export political consensus on a wider scale. impact zones. But the geographical area over which such zones operate 13 is far too limited to allow for the full play of liberal policies and make them focal points of investment activity. Second, provision of infrastructure facilities through active In participation of local authorities in the reform process is critical. the fast growing provinces in China, local authoritiesespecially mayors of the citieshave been deeply involved in the process of development. They try to ensure that investors get speedy clearance with respect to land use, supply of electricity, water and other facilities. In India, so far, it seems that the enthusiasm for reforms has not filtered to state governments and the center may well have to take a lead in this regard, offering both carrot and stick.All incentives and reforms at the central level can be rendered ineffective if the state and local authorities, which must provide land, power, communication theory facilities, and environmental clearance, do not cooperate. There is an urgent need to study caefully how such bottlenecks can be removed. o Third, there is a need for a shift in the production structure towards more labor intensive industries. The share of capital goods imports in total imports is rather small in India when compared with China and other fast-growing countries in East Asia. This, combined with the fact thatIndias import-to-GDP ratio is small, suggests that India is far more deeply into the production of capital goods than China and other comparator countries. In late 1970s and early 1980s, China also suffered from this problem and adopted policies to change the structure of production in favor of labor intensive goods. An important part of this strategy was targeting of a few 14 sectors, especially for exports. this route. For India, it is perhaps unwise t o follow presumption the countrys generally neutral and rules-based approach to reforms, it is perhaps best to rely on the standard trade policy tools, particularly the structure of tariffs.Recent decline in tariffs on capital goods should help move the economy towards more labor intensive goods. What is needed is resistance to policies that reverse the impact of this policy change. In particular, there is need for labor-market reforms. The country will not be able to take advantage of low wages of skilled and hopeless labor unless potential investors are sure that they can operate factories nearly the year without fears of recurrent labor disputes. This fear has been behind the highly capital intensive technologies chosen by investors in recent years. Fourth, duty exemptions for meeting type operations combined with rapid processing of imported inputs and materials by customs authorities made a significant contribution to Chinas export growth. In India, duty exemptions for exp orters exist but an improvement in their presidentship and simplification of procedures leading to speedy processing by customs will help boost exports. Also, for small exporters who rely on duty drawbacks, slow in getting the drawback as well as in obtaining inputs from abroad are common. An improvement in this direction is also desirable. Fifth, it is important to remark that China was welcoming of foreign investment for both domestic and foreign markets. Most of the incentives tax holidays, lower fees on land use, flexibility in the employment of labor etc. ,were available to all foreign investors. ventures, some extra incentives were provided. For export-oriented joint The lesson here is that 15 fears of tariff-jumping type of foreign investment should not lead to erection of barriers. Instead, if the regime is to be tilted in favor of export-oriented foreign investments, it should be done through positive incentives. hypocrisy of barriers to foreign investment will only add noise to signals of openness that India has been sending. A final point concerns the importance of a Hong Kong connection. In Indias case, there are no geographic neighbors that are as economically self-propelled as Hong Kong or Taiwan, Province of China. But through cultural ties, the most India can do is to attract investments from Indians in Hong Kong and Non Resident Indians (NRIs) elsewhere in the world. While this is obviously worth doing, India has to rely on a more diversified base of foreign investors.It may be argued that to meet the East Asian challenge, investors in the United States and Europe will be increasingly looking for sources of cheap labor. With its vast pool of cheap unskilled to middleMoreover, level skilled labor, India clearly fulfills this requirement. Indias economic and political institutions are also beaten(prenominal) to western investors. What is needed is more open policies, transparency, and infrastructure. If this can be accomplished, India may well become the primary export base for the United States and European Community in the 21st century.Arvind Panagariya an Indian national, was a Principal economist in the Banks Trade Policy Division and is a Professor of economic science at the University of Maryland. He earned his PhD from Princeton. 16 Direct foreign investment into China (billion dollars) Commitment 1988 1989 1990 1991 1992 (first half) Cumulative, end 1991 5. 3 5. 6 6. 6 12. 0 14. 5 48. 9 Actual n. a. 3. 4 3. 5 4. 4 3. 4 20. 3 - Sources China Statistics Yearbook 1990, 1991, Ministry of Foreign Economic Relations and Trade, China.

F&B Revenue Management

INSTITUTE OF HOTEL MANAGEMENT, AURANGABAD schema Food and Beverage R crimsonue Management Implementation at The Westin Hyderabad Mindspace? Kussh Raathi (H 16045) Submitted in Fulfilment of the Requirement for B. A. (Hons) in Hotel Management THE UNIVERSITY OF HUDDERSFIELD, UNITED KINGDOM July 2010 provender & pot commensurate receipts perplexity utili sition at the westin hyderabad mindspace july 2010 DISCLAIMER This is an academician endeavour does non necessarily reflect the view of IHM A and/or hotel chains discussed here(predicate)in and be not binding on the form and/or the companies in any direction.This report is the intellectual property of the precedent and/or IHM A and the like or any p artistic creation so may not be utilize in any manner whatsoever, without express permission of the author in writing. The assignment does not site to reveal any information confidential to the hotel companies discussed. nary(prenominal)one tolerated momentous profe ssional or personal review assistance to the person signing this disclaimer and report. This is every authors pee and does not necessarily represent the views of all IHM A, India, or University of Huddersfield, United Kingdom, or any new(prenominal) fragmentisey.Kussh Raathi (Year 3, H 16045, Hotel Management, chastise up of Hotel Management Aurangabad) July 31, 2010 raathi, k. (h 16045) sc whollyywag 2 of 16 tack ensure solid solid victuals & crapulence tax attention implementation at the westin hyderabad mindspace july 2010 ACKNOWLEDGEMENT As the author sums up the draft of this assignment, he reminisces appreciatively the contri stillion and extends his dear(p) gratitude to the following persons lacking whose support and inspection and repair, this report could not have interpreted its present form Mr.Anand Iyengar, downstairsstudy Project Mentor and Academic Registrar, represent of Hotel Management, Aurangabad (IHMA), for providing me with the luck to wor k on an interesting despatch like this, for his straight support, feedback and guidance. A special thanks to Mr. Rahul Upmanyu, Revenue Manager, The Westin Hyderabad Mindspace, who is the most responsible for assist me in the compilation of this project report as well as the challenging query that lies behind it. Without his encouragement and constant guidance, I could not have finished this report.He was always there to meet and talk some(predicate) my root words, to proofread and mark up my papers and chapters, and to ask me unafraid questions to help me think through my problems (whether philosophical, analytical or computational). Sincere thanks to the intact executive committee at The Westin Hyderabad Mindspace for their unconditional support, encouragement and guidance. Kussh Raathi July 31, 2010 raathi, k. (h 16045) rascal 3 of 16 understudy project food & swallow taxation attention implementation at the westin hyderabad mindspace uly 2010 ABSTRACT / EXECUTIVE SUMMARY Purpose This paper aims to suggest the efficacy of receipts- commandment levers to improve a eating mail services gross through do control for customer profitability through literature review and seasonal worker Tastes as an excellent study site in south-Indias expectantst sumptuousness hotel. Design / methodology / approach The research breaks its basing upon a popular/ meddling coffee shop called Seasonal Tastes at The Westin Hyderabad Mindspace, Andhra Pradesh, India.The study presents the state-of-the-art of the literature review related to eating place tax prudence and a chemise study of a eatery with high operational complexity and an large customer product and commercial service line. The literature review demonstrates the someer existential studies that have actually addressed the application of tax gross enhancement commission systems in the food and deglutition industriousness. Much of this section comes from the article by Kimes, S. (2004). Findings Seeking to augment tax income and similarly to improve customer service, the eatery examine its operations and customers characteristics.It name that its circuit board- swagger (mostly 6tops) was inappropriate for its customer base (mostly singletons, couples and groups of cardinal/four). It also found that it could tighten up its post-repast procedures, particularly those involving settlement. The findings of the study manifest that the measurement of cost-to-serve provides specific and enlarge customer information that enables a much comprehensive customer profitability analysis than the classical paradigm. Research limitations/implications The emergence would lead to an attach in revenue (from higher line) that paid for the change magnitude capital costs in one year.The revenue improvement in this instance was to guests advantage, since menu values were not changed as part of this revenue heed implementation. Originality/value The paper allow ins a comprehensive review of literature and the empirical berth studies by Kimes (2004), Thompson (2009, 2003, 2002), Kimes et al (2007), sprees additional insights in food and beverage revenue attention and analysis. Paper typewrite Research Project raathi, k. (h 16045) summon 4 of 16 understudy project food & beverage revenue vigilance implementation at the westin hyderabad mindspace uly 2010 1. Introduction C capacity. ross (1997), defines the concept as, ? the art and science of predicting true(a)- clock customer beseech at the micro-market direct and optimizing the outlay and availability of products. Conceptually, revenue concern is a micro-economic concept about how to wield the relationship between supply and demand to maximize revenue potency. alter it means selling the right product to the right customer at the right m for the right price on the right diffusion channel with the best commission Revenue Management ReviewThe era has finish when revenue guidan ce send packing stand alone as a tactical approach to ways steering, with technological and counseling support, revenue worry mustiness be and is being integrated into all aspects of hotel management merchandise and operating strategies. Going beyond its role of managing inhabit scrutinize, revenue management will consider total revenue contributions, including group business and its auxiliary revenues. Because prices ar essentially transp atomic snatch 18nt, hotels will need to consider customer price elasticity and not simply match competitors prices, with a goal of ptimizing prices. beyond that, revenue management end be utilize to manage all of the hotels revenue streams, in part by considering the interaction of elbow room cut-rate sales and food and beverage sales. While revenue per available room (RevPAR) has been a good measure of performance, a revenue generation index, which compares competitors RevPARs, is even to a greater extent useful. Even more sophist icated is a revenue opportunity model, which monitors the effectiveness of inventory controls and analyzes the effect of revenue management decisions.Perhaps most undimmed is a customer-focused approach that tracks customers purchases and targets promotions based on an understanding of customers responses to prior offers. Hotels can benefit by increasing revenues and profitability through revenue management by optimally matching demand to available supply (rooms) to compel the most profi parry liquefy of customers at from each one property. In the lodge industry, revenue management is the form of selectively pick outing and rejecting customers by rate, length of stomach and arrival date to maximise revenues.The process of revenue management generates incremental revenues (Kimes 1999 Cross 1997). raathi, k. (h 16045) rascal 5 of 16 understudy project food & beverage revenue management implementation at the westin hyderabad mindspace july 2010 2. suppositional Framework / Literature Review From its origin in the airline industry nigh(a)ly sixty years ago, revenue management has expanded to other hospitality industries, notably lodging and rental cars. More recently, ? nontraditional? ervice industries, much(prenominal) as eaterys, golf courses, and casinos, have begun to adapt and apply revenue management principles. Need for a holistic approach towards RM Revenue management of hotel inventory has long been the physical exercise for hoteliers worldwide, both large and small, chain and independent. Hotel operators understand and accept the need to forecast customer demand at some level of detail and recommend product availability conditions that will deliver the upper limit revenue based on that demand.However, for the most part, traditional hotel revenue management is focused purely on maximizing sleeping room revenue with no regard for any other revenue associated with the hotel guest. Many companies are now realizing that there is a strong nee d to adopt a more holistic approach to revenue management across the enterprise. This involves devil distinct components. First, there is a need to capture and track all revenue associated with hotel guests in order to segment customers more discretely based on their valuethis can come from food and beverage, spa, event venues or, in the case of a casino/hotel, gaming.Second, and equally important, operators need to begin to apply the analogous principles of revenue management employed at the hotel to each discrete revenue sourcethere has been a strong push for revenue management in eating houses, spas, event venues and even on the casino point. (HSMAI Article, published on March 10, 2010) While many hotel companies have implemented loyalty programs, the real opportunity lies in the ability to capture selective information about the customer beyond the hotel in order to truly capture the guests profitability, not the room revenue generated.There has been a lot of altercation la tterly about the move from REVPAR to GOPPAR, TOTALPAR or some other such acronym this is where those companies who practice Total Hotel Revenue Management will win, in realizing it is not about the room, it is all about the guest. raathi, k. (h 16045) page 6 of 16 understudy project food & beverage revenue management implementation at the westin hyderabad mindspace july 2010 eating house Revenue Management (RRM) Revenue-management dicks can be used by eating place animal trainers to analyze the ffects of process-control changes. A dinner house seeking to disturb demand and to achieve greater facility utilization during busybodied metres analyzed the federal agents that caused delays in the service processand thus amplifyd the guest queue. Although the eatery was able to hasten the actual dine time, much of the slack was found in the processes that occurred before and after the actual dine period. Moreover, the eatery managers were able to analyze customer-arrival and market - melt selective information in relation to the eating places table mix.Seat military control was modify by matching the table arrangement to the customer mix, and table turns were improverd by improving the kitchen operations so that front-of-the-house functions could be tightened up. In particular, end-of-meal step were speeded up. As a result of its process improvements, the restaurant enjoyed revenue growth greater than that of comparable restaurants. (Bertsimas and Shioda, 2003) The challenge of a floor manager is to decide when and where to invest each arriving customer.If there are lonesome(prenominal) tables of four available and a society of two enters, does he tin can the party at the larger table or reserve it for a larger, more revenue-producing party? In addition, if the restaurant takes reservations, he needs to pass on decide how to seat walk-in customers so that they would not take tables aside from the reservation customers while considering the possibili ty of no-shows. These are important practical issues for restaurant managers, where in some cases a good floor manager can make the difference of couple of hundred dollars per night (Kimes, 1999).Thus, a tool that can help floor managers better make these decisions would be of evidential value to a restaurant. Genesis / Background Nestled amidst the emerging profound business district of Cyberabad-Madhapur, the fastest growing commercial destination of Hyderabad, also known as the ? new Silicon Valley of India? , The Westin Hyderabad Mindspace (TWHM) identifies myriad doable aspects that can offer a sense of wellness to business travellers when they stay at the hotel. The author captures the unique ? wellness service approach that the hotel has on offer. The 428-room property is the largest one in Hyderabad.Opened in December 2009, the property managed an kernel occupancy of 50 per cent until March end. The revenue share raathi, k. (h 16045) page 7 of 16 understudy project foo d & beverage revenue management implementation at the westin hyderabad mindspace july 2010 of the hotel is 7030 for room/F&B and banquet/conferences, respectively. Effectively, it is being positioned as the benchmark that the brand wants to set in India and that it is known for internationally. Nancy London, Vice President Global Brand Leader, Westin, explains, The idea is to preserve wellness in travel.Customers from various facets could derive this wellness incidentor where they interact in our hotel as our guest. So, each and every aspect has to offer that very essence of wellness that Westin stands for. 3. commence / Methodology A trip eating place operators can manipulate two main strategic levers to manage revenue price and meal term. Price is a fairly apparent target for manipulation, and many operators already offer price-related promotions to augment or shift peak-period demand (e. g. , early bird specials, special menu promotions).More-sophisticated manipulations o f price include daypart pricing, day-of-week pricing, and price premiums or discounts based on party or table size. Managing meal eon (i. e. , speeding table turns) is a bit more complicated, as discussed ahead. For example, meal duration depends in part on the efficiency of the restaurants service cycle, as well as on the foible of customer arrival patterns and diners deciding to linger (or not) after the meal. However, as explained further, duration control has great say-so in a revenue-management strategy.To bob up an RRM program, managers should (1) establish the service line of performance, (2) understand the drivers of that performance, (3) develop a revenue management strategy, (4) implement that strategy, and (5) monitor the strategys outcomes. This paper discusses and embellishs how to establish the baseline and understand its drivers, and how to develop a revenue-management strategy. The article starts off with a brief introduction to revenue management, followed by a description of the restaurant that provided data for this study. In so oing, the author analyzes the restaurants baseline performance, including seat occupancy, revenue per available seat time of day (RevPASH), party size/mix, and dine duration. The author also analyzes/examines the possible causes of performance. After reviewing the revenue management strategies for duration control the author talks about how managers could implement those strategies. The article concludes with an evaluation of the said restaurants revenue-management strategy and recommendations for how other restaurateurs can implement revenue management. raathi, k. (h 16045) page 8 of 16 understudy project ood & beverage revenue management implementation at the westin hyderabad mindspace july 2010 With all the data that are collected by the POS software, a revenue-maximizing seating policy can be utilized. The present paper stems from the belief that restaurants can increase their revenue by optimizing their nesting decisions, i. e. , when to save tables in anticipation for larger parties, even when there are smaller parties currently in queue. To control duration, managers can use either interior means (i. e. , those that do not involve customers) or impertinent means (that do involve customers).The chief internal duration-control methods involve rule and redesigning service processes (including speeding up service to promote customer disturbance and providing an optimal table mix), forecasting customer arrivals (i. e. , forecasting the timing and party-size mix of arriving customers), and implementing inventory controls (usually through over involution, if a restaurant takes reservations). External methods include booking fees or guarantees (e. g. , having guests guarantee reservations on a credit card) and such behavioural approaches as restricting the length of time that customers can use the table.no(prenominal) surprisingly, most firms have chosen to manage duration internall y, so as not to risk dissatisfied customers. The Study Site As part of the research the author developed an RRM system for an extensive, casual coffee shop in Mindspace, Hyderabad. Seasonal Tastes, a 208-seat restaurant, serves regional Indian and international favourites, and also features a live show kitchen concept that has Chefs actually interacting with guests while serving. The oriental free radical show kitchen here takes authenticity to new heights while the mall piece bread oven bakes freshness into every slice. Its comely watch over is almost $18 (INR 840/-).The Japanese Sushi counter, the cold plate dessert counter, the SuperFoodsTM offering for eat and the Spa cuisine make the a-la-carte options here as appetizing, the roasted gripe and goat cheese gateaux, the fishand-chips, the roasted lamb chops and the mango cheese cake are signature dishes. The restaurant is open 24 x 7 and has a manager always on duty. The next section describes the type of data and analysi s necessary to establish a baseline, the tools that can be used to understand actual service-cycle performance and operational tactics that are part of a revenue-management strategy.The researcher uses his experience at Seasonal Tastes to illustrate the discussion. raathi, k. (h 16045) page 9 of 16 understudy project food & beverage revenue management implementation at the westin hyderabad mindspace july 2010 4. The Five-step Revenue Management Approach The managers and the author used the five-step process explained here to develop a revenue management strategy for the restaurant. Rather than attempt price-related promotions, the focus was on internal revenue management, specifically related to the duration of the dining experience.Although the data presented here are specific to Seasonal Tastes, the process and analyses described can be applied to any restaurant. timber 1 Establish a service line The starting line step in the process was to establish the restaurants baseline pe rformance. Baseline statistics were drawn from five sets of four-week periods of point-of-sale (POS) data and detailed time studies over the same time-frame. Using these data, an analysis of average oppose per person, RevPASH, seat occupancy, meal duration (from both the POS data and the time studies), and the party-size mix by day of week and min of day was done.The POS data showed that the average preventative per person for the 208-seat main dining room was approximately near about INR 840/- (refer Exhibit D). Calculated by day of week and hour of day, average check ranged from INR 505/- at breakfast to INR 1,324/- at brunches on sunlights (Considering unaccompanied the main meal periods, viz. Breakfast, lunch and dinner). The highest check averages occurred on Friday and sunshine afternoons, while the lowest checks occurred for lunch on Wednesdays. (Since breakfast is a part of the room plan its APC generally remains the lowest) RevPASH provides a good estimate of seat occu pancy combined with the average check.This statistic is useful in two ways, the showtime being the important matter of how much revenue the restaurant is realizing in each time period. RevPASH was calculated by first determining the total hourly revenue from the main dining room for each day of the week and then dividing the hourly revenue by the 208 covers, as shown in Exhibit E. RevPASH ranged from INR 207/- on Mondays at Breakfast to INR 3,208/- on Fridays at Lunch. The highest RevPASH of INR 5,959/- was recorded on Sundays between 1100 to 1600 hours and on Fridays from noon to 1500 hours.The lowest RevPASH was experienced mid-week postbreakfast, before noon and late-night. raathi, k. (h 16045) page 10 of 16 understudy project food & beverage revenue management implementation at the westin hyderabad mindspace july 2010 seasonal TASTES? BASELINE The first thing done to determine the baseline at ? Seasonal Tastes was collection of data from the POS system. The resulting data we re analyzed to develop hourly arrival rates, meal time, and RevPASH. altogether results presented in this paper are from January 2010 May 2010.The data was extracted on the date, the check number, the transaction time, the party size, and the transaction amount. Each party at the restaurant usually had multiple transactions for their meal-including when the check was opened, when orders were entered, and when the check was closed. (In a few cases there were just two transactions when the check was opened with the unblemished order and when it was closed at the end of the meal. Any voided checks were excluded from the study. ) The usable data was then transferred to Microsoft Excel, where the multiple transactions were condensed into a single record for each party.Each record contained information on the date, the check number, the starting time, the closing time, the party size, and the check amount for each party. Data analysis to find the number of hourly arrivals, the mean an d exemplification deviation of meal duration, and the hourly RevPASH was performed utilise Microsoft Excel. SUMMARY OF FINDINGS It was not at all surprising to find that Sunday brunches and Wednesday Thursday nights were busy and profitable, but the low RevPASH and head counts that we recorded for the other nights and all lunch periods were unexpected.The average meal time of almost an hour and a quarter seemed right, but we were alarmed at the high standard deviation of the meal time. Armed with this knowledge and the results of the time study, the author firm to proceed to the next step and study the possible causes of the aforesaid findings. Step 2 Understand the Causes A variety of tools can be used to help managers understand the underlying causes behind operational problems, including service blueprints, process analysis, and fishbone diagrams. Those techniques are fairly simple to implement and have been widely used in total-qualitymanagement programs.Service blueprints c an be used to graphically illustrate a service process. The steps in the process are mapped and the connections between steps are identified. One of the key strengths of the service blueprint is the identification of potential drop delays and failure points. raathi, k. (h 16045) page 11 of 16 understudy project food & beverage revenue management implementation at the westin hyderabad mindspace july 2010 THE CAUSES AT SEASONAL TASTES A blueprint for Seasonal Tastes was developed so as to tell potential sources of failure.It was noticed that the biggest problem at Seasonal Tastes was the length and variant of dining time. Reducing the mean dining time would be catchy without first reduction the standard deviation of the meal time. The consensus reached upon was that if variation could be reduced, the average meal time could also be reduced. Possible Causes secondary seat occupancy Equipment Table mix Methods Personnel Customers Hard to find Reneging Materials Wait list Meal dur ation and variation Point-of-sale terminals Credit-card control Service stations restaurant layoutBussing Training Hosting morsel Communication fealty Compensation Management Hosting Training Seating Greeting Food and beverage delivery Cooking prevent processing Pre-bussing tot up drop Check pick-up Check processing Folder drop Management Pre-bussing Communication Hosting reduce Commitment Compensation Management Choose to linger Unsure how to dress Party size Trays Payment and Credit-card folders departure authorization Point of sale terminal Training Number Commitment Compensation Training Number Commitment Compensation ManagementChoose to linger Unsure how to behave Uncomfortable Check folders Bussing Folder pick-up Stacking space Service Stations Bucket, trays Cleaning supplies New place settings The Problem High standard deviation of meal duration skeleton K Possible Causes of Poor Performance at Seasonal Tastes raathi, k. (h 16045) page 12 of 16 understudy project fo od & beverage revenue management implementation at the westin hyderabad mindspace july 2010 Step 3 Developing a Revenue-management Strategy The busy (hot) and slow (cold) periods by day of week and meal-period were first identified.Hot periods were defined as times when guests were waiting to be seated, and the remaining periods were cold. The restaurant had ten hot hours per week, which became the focus of the revenue management program. The two study goals were to reduce dining duration by ten proceeding and to increase seat occupancy by 10 part during the hot periods. An supplementary goal was to reduce the standard deviation of total dining time by 30 percent. It was expected by these changes to increase revenue by at least 5 percent during the ten hot hours, as explained further.The goal of increased seat occupancy could be achieved by attracting more customers, providing a better table mix so more customers could be accommodated, and reducing the dining duration so more cus tomers could be served. The restaurant already had excess demand on Sunday Brunches and Friday Lunches (as indicated by the waiting lines). More worrisome, because the restaurants current table mix and dining duration would not allow the restaurant to serve additional customers, the managers focus was on improving the table mix and reducing dining duration.THE FIVE PERCENT (5 %) SOLUTION To assess the revenue effects of increased occupancy and slackd dining duration, we first calculated the annual revenue for the hot periods. To review, during the ten hot hours each week, the main dining room had an average seat occupancy of 63 percent, an average check of $18 (INR 840/- approx. ), and an average dining time of seventy-five minutes. Annual sales for the restaurant in January May 2010 totalled (INR 20,699,517/-). The restaurant took in about stern (INR 5,000,000/- approx. ) of its monthly revenue during its ten hot hours.If hot seat occupancy increased from 50 percent to 60 perc ent, even if dining duration remained the same, monthly revenue would potentially increase by 7. 3 percent (INR 1,511,065/-). Beyond that, if dining duration could be decreased from seventy-five minutes to sixty-five minutes, even if seat occupancy remained the same, the annual revenue potential would increase by 3. 8 percent (INR 786,582/-). If both factors could be changed (i. e. , seat occupancy increased and dining duration decreased at the same time), the annual revenue potential would increase by 11. 9 percent (INR 2,463,243/-).Even if only half of the revenue raathi, k. (h 16045) page 13 of 16 understudy project food & beverage revenue management implementation at the westin hyderabad mindspace july 2010 potential could be achieved, the restaurant could nevertheless achieve better than a 5 percent increase in annual revenue. Step 4 Possible / Probable Implementation Once the strategy was developed, the hard work of implementation begins. In keeping with the strategy, impleme ntation should focus on raising staff, convalescing table mix and on improving the efficiency of service delivery.TABLE prance An optimal table mix, one that matches party-size mix as closely as possible, would allow this restaurant to serve an increased number of customers with no increase in the number of seats, thereby boosting seat occupancy during busy periods. incredulity OF DURATION A restaurant who has dealt with the arrival-time issue must be able to predict meal-length, because this controls the number of tables available. With this information, restaurants can decide which reservation requests to accept, and restaurants with a large walk-in trade will be better able to provide accurate estimates of waiting time for guests in the queue.In addition, a reduction in meal duration during busy periods can increase seat occupancy and table turnover and thus can lead to increased revenue. As stated at the outset, one of the difficulties of implementing revenue management in re staurants is the fact that their explicit unit of sale is a meal (or an event) rather than an amount of time, although one can also argue that the true measure of the restaurants product is time. While the likely length of a meal can be estimated, its actual duration is not firmly set. reduced dining times can have considerable revenue potential during high-demand periods.Here, Seasonal Tastes, a restaurant with 208 covers, an approx. $20 average check, an average one-hour twenty minutes dining time, and a busy period of three hours per day. During busy periods, defined as those when customers are waiting for a table, a decrease in dining time can increase the number of customers served and the associated revenue. Under the example, the restaurant could theoretically serve approximately 400 covers during its three-hour busy time, assuming all 208 covers were occupied two times for exactly eighty minutes each time.That would result in revenue of $8000. If the average dining time co uld be raathi, k. (h 16045) page 14 of 16 understudy project food & beverage revenue management implementation at the westin hyderabad mindspace july 2010 reduced to 50 minutes, the potential number of customers served would increase to 750, and the potential revenue would increase to $15,000, an increase of 18%. The question of how customers would react to such changes, however, causes restaurant operators to approach time decreases with caution. Step 5 Monitor OutcomesAs with much business practice, the success of revenue management cannot be assessed without measuring changes. After establishing the baseline and implementing revenue management, operators must develop a system to measure financial, operational, and customer- satisfaction performance. 5. Summary and Conclusion By implementing revenue management tactics, Seasonal Tastes, would be able to increase revenue by approximately 5 percent. The improved table-mix, the changes in the service delivery, and the improved traini ng led to the improvement in the restaurants performance.Seat occupancy and RevPASH would increase, at the same time leading to a decrease in dining duration and variability, and thus an increase in revenue. Other restaurant could realize similar results by carefully analyzing their current performance, determining the causes of that performance, and growing appropriate strategies to improve it. Changes in table-mix and problematic service-delivery processes hold particular promise, but only with proper implementation that emphasizes training, employee buy-in, and enhanced management. 6. References o o o Anderson, C. and Xie, X. (2010), ?Improving hospitality industry sales twenty-five years of revenue management? , Cornell Hospitality Quarterly, Vol. 51, No. 1, pg. 53 69 Bertsimas, D. and Shioda, R. (2003), ? eating house revenue management? , Operations Research, Vo. 51, No. 3, pp. 472 486 Bhar, S. (2010), ? Creating a culture of wellness? , point Hospitality, June 15 30, 2010 Issue, Section Spotlight, Management Article, online available at raathi, k. (h 16045) page 15 of 16 understudy project food & beverage revenue management implementation at the westin hyderabad mindspace july 2010 etrieved on June 16, 2010 at 1115 hours o o Cross, R. (1997), ? Revenue Management? , London Broadway Books HSMAI Online article, Anon. (2010), ? The need for a more holistic approach to revenue management? , published on March 10, 2010, available at retrieved on June 12, 2010 at 1101 hours o o o o o o o o o o o o o o o Hwang, J. (2008) ? eating place table management to reduce customer waiting times? , diary of Foodservice Business Research, Vol. 11, No. 4, pp. 334 351 Kimes, S. and McGuire, K. , (2001), ? Function-space revenue management? , Cornell Hotel and eating house electric pig Quarterly, Vol. 42, No. 33, pg. 33 47 Kimes, S. and Robson, S. (2004), ? The impact of restaurant table characteristics on meal duration and spending? , Cornell Hotel a nd Restaurant Administration Quarterly, Vol. 45, No. 4, pg. 333 348 Kimes, S. and Thompson G. (2004), ? Restaurant revenue management at Chevys determining the best table mix? , Decision Sciences, Vol. 35, No. 3, pg. 371 392 Kimes, S. Barrash, D. and Alexander, J. , (1999), ? Developing a restaurant revenue-management strategy? , Cornell Hotel and Restaurant Administration Quarterly, Vol. 40, No. 5, pg. 18 31 Kimes, S. , (1999), ? Implementing restaurant revenue management a five-step approach? , Cornell Hotel and Restaurant Administration Quarterly, Vol. 40, No. 3, pg. 1 7 Kimes, S. , (2003), ? Revenue management a retrospective? , Cornell Hotel and Restaurant Administration Quarterly, Vol. 44, pg. 131 139 Kimes, S. , (2004), ? Restaurant revenue management implementation at Chevys Arrowhead? , Cornell Hotel and Restaurant Administration Quarterly, Vol. 45, No. 1, pg. 52 69 Kimes, S. , (2004), ? Restaurant revenue management? , CHR Reports, Vol. 4, No. 2, pg. 1 36 Noone, B. Kimes, S. Mattila, A. and Wirtz, J. , (2007), ? The effect of meal pace on customer satisfaction? , Cornell Hotel and Restaurant Administration Quarterly, Vol. 48, No. 3, pg. 231 246 Sill, B. and Decker, R. (1999), ? Applying capacity-management science the case of Browns restaurant? , Cornell Hotel and Restaurant Administration Quarterly, Vol. 40, No. 3, pg. 22 32 Thompson, G. (2002), ? Optimizing a restaurants seating capacity use dedicated or combinable tables Cornell Hotel and Restaurant Administration Quarterly, Vol. 43, pg. 48 59 Thompson, G. (2003), ? Optimizing restaurant-table configurations specifying combinable tables? , Cornell Hotel and Restaurant Administration Quarterly, Vol. 44, pg. 53 61 Thompson, G. and Kwortnik, R. Jr. (2008), ? Pooling restaurant reservations to increase service efficiency? , Journal of Service Research, Vol. 10, No. 04, pg. 335 348 Thompson, G. and Sohn, H. (2009), ? Time-and capacity-based measurement of resta urant revenue? , Cornell Hospitality Quarterly, Vol. 50, No. 04, pg. 520 539 raathi, k. (h 16045) page 16 of 16 understudy project