Web Usability and interactive design Essay Example for Free

Web Usability and interactive design Essay The primary component is the look and feel which has been taken care really well. The combination of colors with a white background is quite vibrant in this website. The font is appropriately large to depict and propagate the message which the site aims to deliver. The layout of the index page provides detail information with respect to the site offerings. The placement of search facility is provided at the top right side of the page which makes it quite relevant. The usable features are as follows: †¢ Search facility is provided †¢ Layout of the page with respect to information depiction is quite well maintained †¢ Examples for certain procedures are provided which makes the site quite useful in nature †¢ Content is clear and simple, there are no flamboyant designs or images. It depicts professionalism in content. †¢ The most important content is presented well for user awareness for the site †¢ The content representation, layout, colors, typefaces are very ethical in practice †¢ Tagline appears in every page †¢ The contact page takes care of visitor feedback using their mail and telephone services The following are the suggestions for making the site more usable: †¢ The content is to some extent low on usability as the process is depicted in simple text and no diagrams or process models charts are used. Having a clear diagram would make the site speak for itself and visitors would be able to visualize the content rather than reading long texts. †¢ Navigation is not quite clear, it cannot be ascertained where one is in the entire process of learning. Links or absolute path names could be used to give a notion to the visitors for the path they have traveled across the website. Site 2: http://www. transparencynow. com/index. html The look and feel is not up to the mark for this site. The following are the features which score on non-usability are as follows: †¢ The look of the site is dull with respect to the above site (site 1). The colors used are not suitable for giving a proper message. The color is not consistent in the navigation of pages. †¢ The font is not enough large to depict and propagate the message which the site aims to deliver. †¢ The layout of the index page provides detail information with respect to the site offerings; the information is so huge that one would be lost in that. †¢ There is no search facility provided at the site. †¢ Tagline does not appear in every page †¢ Long texts make the content quite boring in nature and one would be lost in the information pool †¢ Navigation has not been taken care. The usable features are as follows: †¢ Layout of the page with respect to information depiction †¢ Content is clear and simple, small pictures are provided for propagation †¢ The most important content is presented in the content page well for user awareness for the site. One can improve the site by following the usability suggestions: †¢ The look of the site must be changed with more lively colors so that one gets to have proper look and feel. The color requires being consistent in the navigation of pages. †¢ The font requires being a little larger and more prominent for propagation. †¢ The text must be classified into various groups so that they are given a representation and promote visibility †¢ Tagline must be made to appear in every page †¢ Navigation links with the path names must be provided to enable a user to know where they are. The sites which I visit often are Ebay. com and Monster. com Ebay. com, an online superstore, ranks quite high on usability and has the following features of usability: †¢ Content is presented quite in a coherent manner with short descriptions and images †¢ Colors and text used promote visibility to a high extent †¢ Navigation links and path names are adhered to its full swing †¢ Search facility is provided †¢ Contact and feedback mechanisms are regulated to its full extent Monster. com is one of most recognized sites for jobs that have very high usable features which make it successful in practice. †¢ Content is presented precisely and makes use of text and visual representation in a tightly coupled format †¢ Colors and text used promote visibility to a high extent, it depicts professionalism and at the same time deliver the desired result †¢ Navigation links and path names are taken care well which takes care of the visitor’s coordinates †¢ Search facility is provided that makes the visitor to easily locate information and not scan the entire site †¢ Contact and feedback mechanisms are regulated to its full extent Conclusion The general issues of usability rest on the factors like content, text, color, navigation links, feedback options and others. If a website envelopes all the necessary usable features then it pulls traffic to a great extent and enables them to take an action. I have learned that high usability features is quite necessary to provide visibility to the website over the internet. The layout and content is enormously essential for attracting crowds and allow more clicks to their website. References / Bibliography Usability. gov. Retrieved on 2 October, 2007 from http://www. usability. gov/ . Transparencynow. com. Retrieved on 2 October, 2007 from http://www. transparencynow. com/index. html. Netmechanic. com. Retrieved on 2 October, 2007 from http://www. netmechanic. com/news/vol7/design_no4. htm.

Outsourcing in the Hotel Industry

Outsourcing in the Hotel Industry 1.1 Introduction Outsourcing is one of the growth industries of our time (Winterton 2000).   Today, the outsourcing of selected organisational activities is an integral part of corporate strategy (Lankford and Parsa 1999).   Outsourcing has become a significant facet of modern hotel management (Sieburg 1992).   Unfortunately there is shortage of prior research in the hospitality management literature concerning outsourcing or maintaining internally business processes in hotel sector. This paper seeks to present critical analysis of factors, varieties, aims and results of outsourcing within hotel industry. The first chapter will begin with stating the problem which is vital in hospitality industry.   It will then continue with the presentation of background literature and the purpose of study.   Thirdly, rationale will be explained. Subsequently research questions will be raised.   Furthermore a definition of terms will identify the key words within the study and how the writer defines them within it.   A number of limitations will indicate specific areas in which the research will not be definitive.   Finally a summary of the chapter will be provided indicating the main points discussed. 1.2 Statement of the Problem Historically as the kind of contractual relations and commercial activity outsourcing has appeared in 1962 when the successful businessman Ross Perro, whose firm EDS carried out calculations for banks, renting night time on mainframes, has brought  «General Motors » annual economy in 44 % more than 4 billion dollars (Nureev 2002).   Over the last few years, the idea of outsourcing noncore business functions has gained huge popularity (Winterton 2000).   Nowadays different types and forms of outsourcing are putting into practice and developing in various businesses. Tourism in its turn is a rapidly growing phenomenon and has become one of the largest industries in the world.   But also hospitality industry is very unique, and very sensitive to every internal and external changes.   And such innovation as outsourcing should have affect the industry in general and the development of hotel sector in particular. As it has been mentioned above, outsourcing within hotel industry has been the subject of minimal literature research.   And a question: whether outsourcing will work in hotels and make notable profit still opened for reasoning and conclusions.   And if yes or no, how it will be affected by financial crisis which came less than year ago.   Just that very case of crisis can cardinally change the relation of business to outsourcing.   After all in a crisis situation it is more important not tactical, but the strategic part of the business. In general, up to now the quantity of questions more than answers.   And it is very important to understand, why hotels outsource.   And what form for them is most attractive and far-sighted. 1.3 Background Literature According to Lankford and Parsa (1999), outsourcing is defined as the procurement of products or services from sources that are external to the organisation.   This leads to allowing outsiders to take responsibilities for some aspects of financial management (Winterton 2000).   After definition and explanation of previous authors, it is possible to say that outsourcing is something similar to service and support services though it is differs essentially from them.   It is not short-term service, on once, given by one company to another.   Outsourcing gives longer support, not single.   Outsourcing is transfer of certain processes or functions from one company to another.   The Company recipient should specialise in this branch.   From here it is possible to create one of outsourcings principles:  «I leave to myself only that I can do better than others, I give to the external executor that it does better than others ».   Other principles and the most practical ty pes and forms of outsourcing will be considered in second chapter. Outsourcing has become an important strategic tool in todays competitive business environment (Zhu, Hsu and Lillie 2001).   As any tool of business it has its own advantages and disadvantages. Outsourcing offers several advantages, such as enabling existing staff to concentrate on core activities on organisational specialisations, focusing on achieving key strategic objectives, lowering or stabilising overhead costs, and thereby gaining cost advantage over the competition, providing flexibility in response to changing market conditions, and reducing investment in high technology (Kliem, 1999; Quinn 1999 cited Kakabadse, N. and Kakabadse, A. 2000).   Thus it is possible to ear-mark three big advantages of outsourcing in general, not only for hotels and hospitality industry.   The first advantage outsourcing allows to pay almost all attention and resources to the core direction of the business and to charge to foreign company noncore functions.   Thereby, company will have competitive advantage.   Also redistribution and optimisation of human resources of the company will be possible.   The second advantage is decreasing of material input.   Very often attractio ns of the foreign executor essentially cheaper than the maintenance of own department for execution of certain job.   It is caused by lower price cost of outsourcers job since the chosen direction is its specific specialisation.   And the third advantage using outsourcing, companies can get technologies and the decisions of higher quality level which might be absent at the organisation.   Besides this there is a possibility of using specialised functions which only experts can perform.   Also it is important to remember about transfer of all responsibilities of the assigned functions to outsourcer. But besides these pluses there are also some disadvantages of outsourcing.   Schniederjans and Zuckweiler (2004) introduce very helpful summary of those.   They suggested that it is possible to divide this lacks in four groups: Managerial implications. Such as loss of control over critical functions and suppliers. Financial implications. Such as failure to realise cost savings. Operational implications. Such as dependence on suppliers and responsibility for quality of their work. Human resource implications.   Such as lower morale of permanent employees. Thus after confrontation these disadvantages and meaning of the process it is possible to ear-mark one of the most important shortcoming of outsourcing.   It is possible to criticise it for loss of workplaces.   As the result of such process, the company can release many workplaces, replacing the in-house workers with more professional (or cheaper) from other company.   As the result of this, first of all, workers are getting in the worst position because very often there is no labour contract or any guarantees about their future job between them and the employer. Remembering all the minuses, lacks and disadvantages but aspiring to benefits, pluses and advantages of outsourcing hotels should understand the reasons, right time and business situation when to outsource.   According to William and Faramanz (1999), firms should consider outsourcing when it is believed that certain support functions can be completed faster, cheaper, or better by an outside organisation.   Tasks that are not core competencies of the hotel human resources, payroll and benefits, information systems, even food service are ripe for being contracted out.   Moreover, Blake (1997) gave three main reasons for organisations for turning to outsourcing: Where others do it better To focus on their core business To reduce their cost base. Therefore the hotels should use outsourcing to concentrate on the primary activity, instead of to be engaged in management of dining rooms, cleaners or catching of computer viruses.   Another factor to exploit the outsourcing within hotel industry is the situation when the external provider of services is capable to provide economy and/or higher level of services because of specialisation or cheaper labour.   Outsourcing can help to save resources of the hotel. One more not very visible objective to use outsourcing within hotels is to study from the service provider. Consequently, Milgrom and Roberts (1992 cited Lamminmaki 2005) said that understanding hotels motivation for outsourcing is important, as organisation is as important as technology, cost, and demand in determining success. To conclude this part of the chapter, it is useful to remember statement of Kotler (1988): â€Å"Entrust others that what they will make easier and more cheaply†. 1.4 Purpose of Study The purpose of this study was to examine factors that influence on hotel sector for outsourcing or maintaining internally business processes.   By analysing existing studies related to outsourcing in general, it can be valuable in applying to the outsourcing within hotel sector where there is little research.   In additional, there are few management accounting studies concerned with the hotel sector (Collier and Gregory 1995).   Furthermore, the research will evaluate advantages and disadvantages of using outsourcing for hotels.   This study will critically assess the innovative part of outsourcing for hotels and what type and form of internal business processes is going to be more successful for them. Specifically, literature will be within the hospitality sector.   Moreover, how will outsourcing affect costumers and their needs will be analysed. Finally, based on the findings of the study, solutions for the hotel sector will be provided. 1.5 Rationale This research is about outsourcing or internal business processes within hotel industry.   And it is significant for several reasons: Hospitality industry is one of the fastest developing industries.   And In many countries, tourism industry is the leading industry, which stimulates development of other sectors. Outsourcing relatively new business idea but it has been used already in numerous sectors of economy including hospitality. Using outsourcing or internal business processes hotels can cut their production cost. There is a high potential to improve quality of hotels services. Most of the hotels have to find some new ideas for their development and reduction of risks during the financial crisis period.   And outsourcing could be one of them. 1.6 Research Questions This study aim is to answer following Research Questions: What is considered ‘outsourcing process within the hotel sector? To begin with, it is vital for the research to explain and to make it clearer, what is outsourcing in todays economy.   Also it is important to elucidate if this term is innovative method for the business or it is just a new expression of existing already processes within hotel sector. What are the advantages and disadvantages of outsourcing for hotel sector? As any type of business relationship, outsourcing should have not only advantages and positive moments but also disadvantages and obstacles.   To be more objective, it is vital to compare both to be able to make a conclusion whether outsourcing is a big opportunity for the hotels or it will bring more difficulties rather than profitability. In addition, it is significant to understand the specific type of action of outsourcing within hotels and its the most widespread forms What are the factors for outsourcing or maintaining internally business processes within hotel sector? Internal and external factors of using outsourcing for the hotels will be examined.   And the research will emphasise specific reasons of starting using outsourcing within hotel industry.   Moreover, ‘financial crisis as one of the factors will be discussed. What are the main aims of outsourcing within hotel sector? And last but not least, it will be achievable to acquire the main aims and results of outsourcing within hotel sector.   Additionally, after analysing the interview and questionnaires, preferred types and the specific benefits from outsourcing for the hotels will be seen. 1.7 Definition of Terms Core business: Core business means the commercial activity from which the company derives most of its profits (www.resourceconservation.mb.ca).   According to Alexander and Yong (1996), there are four main points to define ‘core activities: Activities which traditionally performed in-house; Activities which critical to business performance; Activities which create current or potential competitive advantage; Activities which will drive further growth, innovation, or rejuvenation. Financial Crisis: There is no precise definition of financial crisis, but a common view is that disruptions in financial markets rise to the level of a crisis when the flow of credit to households and businesses is constrained and the real economy of goods and services is adversely affected (opencrs.com). Hotel Sector: Outsourcer:The service provider (outsourcer) is responsible for delivering the contracted services, resolving day-to-day operational problems and managing the request and implementation of routine changes in accordance with the framework of contracts, standards (Kent 1998). Outsourcing: Greaver (1999) defined outsourcing as the act of transferring some of an organizations recurring internal activities and decision rights to outside providers, as set forth in a contract.   Later Beaumont and Sohal (2004) explained outsourcing as having work that was formerly done inside the organisation performed by an external organisation.   The vendor (hereafter the outsourcer and outsource are, respectively, referred to as vendor and client) may be an independent entity or a wholly owned subsidiary. 1.7 Limitations This study will limit itself to surveying and interviewing hotels only from two countries Greece and Russia and most probably will not represent the complete situation of European hotel industry as well as worldwide hotel industry.   Moreover it will not represent the whole situation even in both chosen countries for the reason that researcher sampled only those who have agreed to be sampled. The convenience sampling procedure decreases the generalisation of findings.   This study cannot be generalised to populations but may relate to other defined contexts with caution. For the purpose of this study the mixed approach was used, which include utilisation of both quantitative and qualitative data analysis which are always connected with sensibility, reliability and validity.   But on the other hand it has also its advantages such as expansion and collaboration. Furthermore, this study will concentrate on outsourcing within hotel sector, but at the same time there may be other factors that influence and affect business processes in the hotels. 1.9 Summary This chapter has introduced the thesis by outlining the topic of this study, the statement of the problem, background literature, purpose of this study, its rationale, presented research questions, definition of the terms and limitations of the study. In this first chapter the studys main focus was identified as examining and understanding the importance of outsourcing within hotel sector.   A critical examination of meaning of outsourcing, its advantages and disadvantages should be able to assist in determining how the hotel industry can be affected or altered by using outsourcing process.   Finally, this study would determine reasons and forms of outsourcing which are the most recent, available and useful within hotel sector. Afterward, Chapter Two will discuss the theoretical framework and conceptual models of factors for outsourcing or maintaining internally business processes within hotel sector.   The analysis will be connected with four Research Questions.   Finally, next chapter will classify particular insufficiencies in the literature leading to the need of the present study. Chapter 2: Literature Review 2.1 Introduction The purpose of this chapter is to critically analyse the existing literature on outsourcing or maintaining internally business processes within hotel sector.   Based on the research questions discussed in the first chapter of the given study, four general areas have been established.   More specifically this chapter will begin with a general description of related texts and then gradually concentrate on the precise areas in which the study has a focus on. The studies in the four major areas provided the theoretical foundation for the research conducted in this study.   The areas are: Consideration and explanation of outsourcing processes within the hotel industry.   This area relates to Research Question #1 What is considered ‘outsourcing process within the hotel sector? Advantages and disadvantages of outsourcing for the hotel industry.   This area relates to Research Question #2 What are the advantages and disadvantages of outsourcing for hotel sector? Factors and motives of using outsourcing processes within hotel industry.   This area relates to Research Question #3 What are the factors for outsourcing or maintaining internally business processes within hotel sector? Aims and results of outsourcing for hotel sector. This area relates to Research Question #4 What are the main aims of outsourcing within hotel sector? The general areas were supported by the literature are all directly related to this study.   The purpose of the literature review for the author was to obtain a greater understanding and depth of knowledge by having critically analysed all areas pertaining to the Research Questions.These Research Questions are achievable as the researcher has a close and continual contact with the industry and has sufficient access to the information in numerous hotels in Greece and Russia. 2.2 Review of General Area I: Consideration and explanation of outsourcing processes within the hotel industryThis section provides the theoretical framework for Research Question # 1. The hotel industry is one of the formidable business in the world but it does not mean that they are strict in incorporating business strategies in their business (http://www.outsourcing-weblog.com).   Also, according to Burgess (2007), financial controllers in their turn consider that departmental and general managers do not have enough business skills and finance skills in particular to optimise costs and revenues and hence maintain profits.   Thus outsourcing practice might be a very useful and successful way in order to help owners of the hotels nowadays as well as in future. According to Kakabadse, N. and Kakabadse, A. (2000), outsourcing practice dates back to eighteenth-century England and has been in continuous use in numerous industry sectors.   However, the term ‘outsourcing English neologism has appeared in the American explanatory dictionaries only in the beginning of 80th (Ostrovsy 2009).   Since then this expression is strongly located in a business lexicon of the majority of the world languages.   Traditionally, outsourcing has concentrated on activities which are remote from the heart or nerve centre of the company (Brown 1997). Greaver (1999) defined outsourcing as the act of transferring some of an organisations recurring internal activities and decision rights to outside providers, as set forth in a contract.   Consequently, outsourcing it is one of interaction form between two organisations which is determined by the contract.   And following this contracts experts of one company accomplish duties of other company. ‘Out-sourcing — can be understood as ‘use of anothers resources.   Moreover, according to Lankford and Parsa (1999) outsourcing is defined as the procurement of products or services from sources that are external to the organisation.   In other words outsourcing is a transfer of some functions of the organisation to external highly skilled executors — outsourcers.   Also it is refusal of own business process, and acquisition of services in realisation of this business process at specialised organisation. For the hotels outsourcing is a transfer to the external contractor of some business functions or parts of business processes of the company.   The contractor (outsourcer) adapts his universal means and knowledge, considering this specific business of the customer, and uses them in interests of the customer for payment, more often defined in the cost of services, instead of shares of profit. According to Beaumont and Sohal (2004), wide variety of business process is now outsourced.   The use of outsourcing is becoming more sophisticated; more organisations are outsourcing responsibility for business processes.   Glickman et al. (2007) in his turn noted that outsourcing is becoming more widely accepted and the argument for outsourcing versus in-house operations is gaining more support.   As a result Beaumont and Sohal (2004) confirmed that today outsourcing is a fashionable management technique. Hence, it is possible to mention that the outsourcing market endures rapid growth.   The growing demand and supply mutually accelerate each other.   Specialised outsourcing companies of cleaning and service of hotels are developing.   Outsourcing leads to growth of some professions for hotel sector.   More often, it is either low paid and not enough prestigious jobs (such as tidying and cleaning), or very specialised trades where maintenance of necessary professional level of employees or their work-load for the organisation is problematic (an example can be service of computer systems and IT). Consequently, as Glickman et al. (2007) stated, outsourcing has become a widely accepted practice that provides substantial cost-saving benefits for different organisations in general and hotels particular.   And hotels will always outsource some activities (the supply of water and electricity) but insource others (Beaumont and Sohal 2004). Therefore, there is a question: what kind of activities should hotels outsource key business processes or non-core functions? As outsourcing is a means of improving the performance of the company (Brown 1997).   And the overlay supplier is providing financial expertise which is difficult and expensive to create within a corporate treasury. The overlay provider, by offering the expertise to a broad range of clients, is able to provide it to each client at a lower cost than it would be for them to create their own capability (Winterton 2000).   Today outsourcing is considered as the business technology which is transferring to outsourcing companies processes and functions from the in-house business and hence, it is possible to make a conclusion, responsibility for result of performance of these processes as well.   So, for how big can be this shifting off responsibility for the hotel sector? The majority of authors consider that core activities should stay in-house, whilst non-core activities can be outsourced, in order to preserve core competencies (Prahalad and Hamel 1990, Bettis et al. 1992, Lacity et al. 1995, Quinn and Hilmer 1994, Rothery and Robertson 1995, Kelley 1995, Peisch 1995, Mullin 1996 cited Kakabadse, N. and Kakabadse, A. 2000).   From here it is possible to draw a conclusion that the sense of outsourcing comes to the simple formula: to concentrate all resources to that kind of activity which is the core for the company, and to transfer the other (supporting, accompanying) functions to the reliable and professional partner. But Struebing, (1996) argued that especially relevant is the outsourcing of key business processes and financial functions.   Nevertheless, Lankford and Parsa (1999) in their turn stated that focus on core business activities, companies can no longer assume that all organisational services must be provided and managed internally.   Competitive advantage may be gained when products or services are produced more effectively and efficiently by outside suppliers.   Thus, outsourcing is a direct transfer of non-core business processes of the company to the external organisation outsourcer, for their further performance within the limits of the signed contract.   And there may be big benefit for the company if transferred business processes are the exact specialisation of outsourcer. Consequently, outsourcing is management strategy because of which hotels can optimise in-house processes and, without distracting on minor functions, completely concentrate on core activities.   As a matter of fact outsourcing is attraction of external sources with the purpose of the decision of internal problems of the hotel.   Outsourcing can also be characterised, as the sale to hotels services for maintenance of their activity, i.e. outsourcer can take on the balance almost all non-core activities of the hotel.   As a result of that the client can give all his time only to the core business, thus occurs minimisation of risks concerning to not profile kinds of activities (a corporate meal, IT-service, transportation service, installation works, cleaning etc.). In hotels, outsourcing has been used for many years for some operational tasks such as cleaning, but only recently (Cline and Warner 2001, Lamminmaki 2006 cited Burgess 2007), has been considered for accounting, following the example of other industries (Burgess 2007). Holiday Inn for instance created its hotel reservations business as a separate entity based on its relationship with IBMs ISSC to serve the entire hotel and hospitality market (Venkatraman, 1997). Other examples of outsourcing within hotel sector could be: cleaning, laundry service, human resource management, employees meal, IT-service and support, marketing, statistics, security service, creating web-sites, organisation of celebrating and conferences via an event company and many others which are not core competences of business, and could very easily and more economically be contracted out to service companies (Winterton 2000). Nevertheless, according to Lamminmaki (2006), an activity will tend not to be outsourced if it results in a subcontractor being placed in a position enabling it to (wittingly or otherwise) inflict damage on the reputation of the hotels business. Now it is an appropriate and good point to understand how innovative the outsourcing model is.   In general, outsourcing is just the variety of cooperation. Outsourcing of the hotel activities is definitely not a new phenomenon.   In 1963, for example, Storey (2001 cited Glickman et al. 2007) examined outsourcing in the military (Glickman et al. 2007). From the previous part of the chapter it is possible to mention that benefit of outsourcing consists in more quality and less spend of accomplishment of the transferred function.   Higher quality explained by availability of highly paid professionals who have a wide experience in the given problematic.   As outsourcer has big amount of works in the specific sphere, he has a possibility to receive solid experience and on its basis to create various workings out for completing the transferred function.   When the work is outsourced, the overlay traders are immersed in the market (Winterton 2000).   Outsourcer is engaged in this sphere, and not for only one company.   Hence, professional specialisation is taking place.   And as a result expenses decrease and accordingly, the effect of accumulation begins: the bigger and better specialisation the easier management, easier management cheaper the whole process.   Moreover, Glickman (et al. 2007) noted that outsourcers who p rovide the same functions to a number of different hotels are able to purchase larger quantities at lower prices.   Thus, expenses become lower using outsourcing, than at independent accomplishing of matching function. On the other hand one of the biggest problems of this statement is that using by the hotel highly paid professionals will not allow to achieve this with small money.   And it is really not so easy to operate this process.   So actually, what kind of innovation is here?   There were always contract and subcontract works, there was a specialisation of both workers and enterprises, there was a strict selection of suppliers.   And can it be differently with modern development of techniques and business?   The settled word ‘outsourcing goes today as a new method of work.   And this word has become extremely useful. Also, it is relevant to know what place outsourcing takes in the quality management.   In standards ISO series 9000:2001 (http://ds1.twirpx.com) this word (not even this but only the verb) ‘outsource has been found by researcher just once in point 4.1.   That is why it is especially appropriate to remember the statement of Lonsdale and Cox (2000) with the note that it is some kind of substitute for the once fashionable enthusiasms for conglomeration, horizontal integration, vertical integration, and internal integration. Consequently, considering outsourcing as the business phenomenon of the modern world, it is possible to allocate its pluses and minuses.   Also it is possible to separate core services and to understand, by what principles they work and what bring as a result to the hotels: benefit or losses.   In addition, it is possible to analyse a situation of loosing work places because of outsourcing processes within the hotel sector, increasing percent of unemployment or, on the contrary, allows hotels to develop and grow faster, increasing their weight in the market. 2.3 Review of General Area II: Advantages and disadvantages of outsourcing for the hotel industry This section provides the theoretical framework for Research Question # 2. According to Beaumont and Sohal (2004), outsourcing is used because it supposedly advantages the organisation.   The advantages and disadvantages can be categorized as strategic or tactical, long-term or short-term, and tangible or intangible. The advantages in outsourcing can be operational, strategic, or both.   Operational advantages usually provide for short-term trouble avoidance, while strategic advantages offer long-term contributions in maximizing opportunities (Lankford and Parsa 1999).   When services are outsourced, it may become easier to handle problem situations because it is possible to go straight to the provider and have them work out the problem instead of having to figure out what went wrong internally (Glickman et al. 2007). For hotels, benefits are substantial: reduced costs, expanded services and expertise, improved employee productivity and morale, and a more positive corporate image (Lankford and Parsa 1999).   Moreover, the hotel does not enlarge staff, removes from itself cares on personnel recruiting, and saves on social taxes.   At the same time if hotel organise his processes in correct way, quality of work of the personnel remains high.   Also hotels can leave taxes, administrative costs, worries about replacing equipment, warehousing, maintenance,

PepsiCos diversification in the world market

PepsiCos diversification in the world market Pepsi-Cola came into being in 1898, when Caleb D. Bradham, introduced Brads Drink, a blend of Peps-Cola, carbonated water and sugar. Bradham later renamed the drink Pepsi-Cola. The company Pepsi-Cola was launched in 1902 in the back room of the pharmacy of Bradham, as the business began to grow it was officially registered with the U.S. Patent Office on June 16, 1903 as Pepsi-Cola. (Pepsi Store History of the Birthplace of Pepsi). 1 As time passed by Pepsi-Cola moved away from the low-price strategy and launched an extensive marketing campaign to boost the companys image. In 1950, Pepsi- Cola had the slogan, Be sociable, have a Pepsi. The number of CEOs, Presidents changed over time but the essence of the culture of Pepsi-Cola remained intact, from Donald M. Kendall, CEO in 1963 to Wayne Calloway. CEO in 1986, the company remained consistent with its emphasis on people, the company backed people, not projects, in its resource allocation decisions, and these decisions were made quickly. Wayne Calloway was resolute to continue in the strong tradition of the company and the previous CEO, of identifying investment opportunities, which had potential the potential to make the company grow. These opportunities would eventually lead to higher sales, higher earning growths and increase in companys value on the stock market. Over the years PepsiCo has been able to build a dominant market share in the world as provider of snack foods or beverages, during the process PepsiCo has made key decisions, both positive and negative. To attain this position several acquisitions of fast food chains were made and precedinmg divestitures as well. ( PepsiCos Diversification Strategy, oppapers.comHYPERLINK http://www.oppapers.com/essays/Pepsico-s-Diversification-Strategy/248234). 2)HYPERLINK http://www.oppapers.com/essays/Pepsico-s-Diversification-Strategy/248234). 2.HYPERLINK http://www.oppapers.com/essays/Pepsico-s-Diversification-Strategy/248234). 2 HYPERLINK http://www.oppapers.com/essays/Pepsico-s-Diversification-Strategy/248234). 22 PepsiCos diversification strategy can be viewed in three broad categories: Soft Drinks Soft drinks represented 35% of PepsiCos sales and 39% of its operating profits in 1991.To make the figures even better Pepsi Co acquired acquire several of its franchised bottlers, including some of its largest ones. It also acquired the international operations of Seven-Up, the third largest soft drink operation outside the United States, for $246 million. Snack foods Pepsi-Cola acquired Frito-Lay in 1965 and with brands such as Doritos, Lays, Fritos, and Ruffles, Frito-Lays share of the $10 billion U.S. snack chips market was nearly half, and PepsiCo Foods International (PFI)s share of the $13 billion international snack chips market was about one-quarter. In 1989, PepsiCo purchased two U.K. snack companies-Smith Crisps, Ltd. and Walker Crisps, Ltd.-for $1.34 billion, becoming the leading snack food company in Europe. Restaurants In 1986, PepsiCo purchased Kentucky Fried Chicken. Combined with Pizza Hut and Taco Bell, the purchase made PepsiCo the international leader in number of restaurant units. In 1991, PepsiCos restaurant segment attained the highest revenue of the companys three segments, surpassing soft drinks for the first time. With three top line restaurants under its charge, Pepsi Co was on its way to constructing a recognizable three-legged stool. The CEO Calloway, felt that the new structure would bring the company success and costs would decrease significantly by transferring of skills across the three chains. PepsiCos strategic planners believed that quick service restaurants would remain the largest segment over the following decade. They had identified several major industry trends. First, they believed that simplicity and convenience were becoming increasingly important as people worked longer hours and had less leisure time. Second, they thought that, due to economic pressures and an overall decline in consumer interest in prestige and status, consumers would look for value. Third, they identified variety as a significant trend, remarking that growth in ethnic product categories tended to reflect the increasing diversity of the U.S. population. Finally, they believed that the health and nutrition trend that had begun in the 1980s would continue as the population aged. Based on this analysis, PepsiCo thought the quick service, casual dining and take-out segments would be attractive opportunities for investment. Why Should PepsiCo acquire Carts of Colorado (CoC) and California Pizza Kitchens (CPK)? Carts of Colorado (CoC) Carts of Colorado (COC), is a Denver designer, manufacturer, and merchandiser of mobile food carts and kiosks (Carts of Colorado,HYPERLINK http://www.cartsofcolorado.com/index.htm).3 INC).3 Carts of Colorado was setup by two brothers, Stanley and Daniel Gallery from Denver, Colorado. Both had previous experience of working in their mothers restaurant, they took credit card cash advance, and setup a cart .The business did good, they expanded and had 20 carts by 1984.The carts of Chicago-Style Sandwiches did not meet the standards of Federal Food Drug Administration (FDA), so Stan modified the cart and produced one that did more than meet the current standards. In 1984, the Gallery brothers established Carts of Colorado to manufacture carts. It would be extremely beneficial for PepsiCo to acquire Carts of Colorado (CoC) for a number of reasons. Firstly CoC has clients ranging from Burger King, Coca-Cola Company, Dunkin Donuts, Mrs. Fields, and Disney, this acquisition would enable Pepsi Co to tap into a new market and become a supplier to these big companies. Secondly CoC had a potential to grow into an even better and bigger company, as the founders were willing to invest for the technological advancement of the carts, such as radio telecommunications and computers. Lastly the point which goes in favor of acquiring CoC is that they had they purchased their largest competitor, for $65,000 in 1990, so basically they were market leaders. California Pizza Kitchens (CPK) California Pizza Kitchen (CPK) was started by Larry Flax and Rick Rosenfield, both were assistant U.S. attorneys for the Department of Justice; both had a passion for cooking and the two setup their own restaurant. (California Pizza Chicken).4 CPK targeted young, upscale singles and couples, families, and elderly retired people seeking a moderately priced, yet comparable-quality alternative to fine dining restaurants. Acquisition of CPK will prove to be profitable business for PepsiCo as CPK is a thriving and profitable business with potential to grow even further. Secondly their core competency, that is, constant adding of new items in the menu and the high level of service make it a well reputed restaurant in the market. Lastly the employees of CPK were committed to the company as it provided them job security and opportunities of moving up to the higher positions in the chain administration. This would be a welcome addition in the task force of PepsiCo. Why shouldnt they acquire them? Carts of Colorado (CoC) Firstly, the Stanley brothers were not the best people to work with; they wanted complete control over their own business. After selling 30% of their business to a venture capital firm ,they eventually forced the new management out ,as the Gallery brothers were vary of the way the business was been run. Secondly CoC was not the lowest cost cart manufacturer in the market, as the Gallery brothers had made a number of modification to the carts, e.g. (smaller carts, while increasing their food storage and cooking capacity) and invested in upgrading cart technology, they were not the cheapest option around. California Pizza Kitchens (CPK) Firstly the owners of CPK, Flax and Rosenfield had been hesitant to franchise the concept. Secondly Flax felt that it would be fatal to sell the company now after putting in so many years of hard work, he wanted to take it forward and had decided to make the company public. As he said: It would kill me to sell now for $100 million and sit on the sidelines and watch somebody else either destroy it or do great with it. (Michael Barrier, Nations Business, March 1991, p. 14.) 5 It would take long negotiating talks to convince Flax and Rosenfield to sell up the company. What do you recommend? According to my opinion PepsiCo should make very possible effort of acquiring Carts of Colorado (CoC) and California Pizza Kitchens (CPK). Since both the businesses are vibrant and progressive, making profits they would be a welcome addition to the food chain of PepsiCo. The other point which favors the acquisition is that both the businesses have the potential for growth, CoC is investing in technology which will make it even more cost efficient, where as on the other hand CPK has limited its advertising to store openings, but it received an avalanche of free press because of its distinctive menu, its fast-paced growth, and the unusual backgrounds of its cofounders. If bought to whom they should report? PepsiCo has always focused on a decentralized structure and the emphasis the firm placed on entrepreneurial management, Pizza Hut, Taco Bell, and KFC each operated with a great deal of autonomy. One restaurant CEO remarked, Calloway really wants to know just three basic pieces of information from us: (1) when we change the top people in our business, (2) when we change our strategy, and (3) what our capital expenditures are. Continuing in the PepsiCos tradition, if both the businesses were bought, each should be appointed with a separate CEO and that person should report to the CEO of PepsiCo. This would keep the roles of both the businesses separate instead of been lead by a single person. Does PepsiCo add value to its restaurant business? PepsiCo always has a strategic plan in place before acquiring a business or launching a new product in the market. Same is the case with the restaurant industry, PepsiCo had carefully planned out how they could add value to the businesses been acquired and how the business would help PepsiCo improve. PepsiCos strategic planners believed that quick service restaurants would remain the largest segment over the following decade. We can consider each of the three restaurants owned by PepsiCo separately: Pizza Hut In 1986 the development and roll out of Pizza Hut delivery took place under the leadership of the then CEO of Pizza Hut .This was primarily done as Pizza Hut was facing competition from Dominos which focused mainly of delivery. Pizza Hut was repositioned by PepsiCo into pizza distribution, this meant expansion into non-traditional locations, such as airports, amusement parks, stadiums, and school lunch rooms, using free-standing kiosks. A number of other measure were been considered to bring value to the Pizza Hut franchise such as concepts of, One in quick service iv. Introduction of new dishes6 Casual dining Pizza Hut Cafà © Taco Bell When PepsiCo bought Taco Bell in 1978, it was the countrys largest chain of quick service Mexican restaurants, selling tacos, tostadas and burritos. John Martin, CEO of Taco in 1983 took a number of steps to bring value to the Taco Bell restaurants, which mainly were: Introducing new dishes for the first time in 10 years Shift in focus, from production to customer service K-minus. (reduced the size of the average Taco Bell kitchen) MIS project, called TACO (Total Automation of Company Operations) introduced Empowering employees at all levels Revamping the compensation system to include more performance-based compensation Slashing of prices for a range of basic items Kentucky Fried Chicken PepsiCo acquired KFC in 1986, as the largest chicken chain in the world. John Cranor III became president and CEO of Kentucky Fried Chicken in 1989, he took a number of steps to ring value to the franchise, mainly of those were: Restructuring US and international operations Renovation program, New computer program Targeted college campuses Making the products more health-conscious Roasted and barbecued chickens and chicken sandwiched introduced. The points above show that PepsiCo brings value to it restaurants business in every possible manner to make it more profitable and customer accommodative. Is PepsiCos current organization of its restaurants chains appropriate? PepsiCos organizational structure of its restaurant chains focuses on decentralization and with each chain given autonomy to conduct their operations. In this way each chain runs its business in its own way, while keeping a sense of loyalty across the divisions. Senior management was of each chain was open to sharing of ideas, while keeping the secrets of their own chain well guarded. In discussing coordination across the restaurant chains, senior corporate executives stressed that joint activity should be initiated by divisions, not headquarters. Division presidents should have the privilege to decide whether or not a given division would participate in any specific joint activity. This organizational structure makes it possible for PepsiCos restaurant chains to effectively conduct their business, without intervention and according to the vision they have in mind.

Painting Pears and Paula Mandel Essay -- Artist Paintings Art Essays

Painting Pears and Paula Mandel â€Å"I can’t imagine a life without art. I can’t imagine it. It would be so sad. One of the most amazing things in the world is the art we create. It is a view into people’s souls.† -Paula Mandel If, on some sunny Sunday afternoon, you decide to take a drive through the streets of Conshohocken, Pennsylvania, you’d pass by movie theatres, Starbuck’s cafes, shopping malls, and even historical parks. And if you venture on to some of the more remote side streets, you might discover a small, broken-down old strip mall accommodating a mom and pop’s pizza shop and Morninglory, a small bakery and catering company exhibiting a painting of a piece of fruit in the window. A pear, to be exact. Enticed into stepping foot in the bakery, you might peruse the wall of sweets and goodies, find one you like, and buy it. And so you amble on, fruit tart in hand, sun on face, and $1.50 less in your wallet. Later that day, after meeting a friend for lunch, you find it quite fitting to return to the bakery for another treat. On your arrival, you once again are lured into the shop door, ensnared by that splash of color, that painting of a pear hanging in the window, and you once again buy a dessert. This time, however, instead of departing to saunter along in the sun, you feel the urge to stay awhile, scrutinizing that work of art in the window. There is just†¦something about it that captivates you. That pear, those colors, that shape. You smile. You get closer, pressing your nose up against the storefront’s window, trying to see every detail of that painting. You become obsessed. You can’t place your finger on just what it is you find so allur... ...McGraw-Hill, 2002. 184-87. Hillman, James. â€Å"The Poetic Basis of Mind.† Writing the Essay: Art and the World. Ed. Darlene A. Forrest, Pat C. Hoy II and Randy Martin. New York: McGraw-Hill, 2002. 59-80. Jung, Carl G. â€Å"On the Relation of Analytical Psychology to Poetry.† Writing the Essay:Art and the World. Ed. Darlene A. Forrest, Pat C. Hoy II and Randy Martin. New York: McGraw-Hill, 2002. 279-98. Mandel, Paula. Almost. 5 May 2003. Artist Statement. Pears. 5 May 2003. < http://paula-mandel.com/cgi-local/ perlshop-paulamandel.pl?ACTION=ENTER&thispage=pea01&ORDER_ID=!ORDERID!> Caress. 5 May 2003. < http://paula-mandel.com/cgi-local/ perlshop-paulamandel.pl?ACTION=ENTER&thispage=pea01&ORDER_ID=!ORDERID!> Personal interview. 13 Apr. 2003.

Schizophrenia Essay -- Schizophrenia Essays

  Ã‚  Ã‚  Ã‚  Ã‚  During the 1950s, mentally disordered people who were harmful to society and themselves could be treated with medications and were able to return safely to their communities. During the 1980s, the cost of health care increased more than any other cost in our national economy. As a result, strategic planning has been made to reduce costs. â€Å"The political decision made to deinstitutionalize chronic mental patients started with the appearance of phenothiazine medications. Dramatically reducing the instability influenced by psychosis, these medications were of great significance to many individuals with serious mental disorders. At both the state and federal levels, legislators looked at the high cost of long-term psychiatric hospitalization. Social scientists guaranteed them that community-based care would be in the best interests of all concerned: the mentally ill and the general, tax-paying public (Barry 13).† It was believed that a social breakdown syndrome would develop in chronically mentally ill persons who were institutionalized. The characteristics of this syndrome were submission to authority, withdrawal, lack of initiative, and excessive dependence on the institution.   Ã‚  Ã‚  Ã‚  Ã‚  While deinstitutionalization was kindhearted in its primary logic, the actual execution of the concept has been greatly undermined by the lack of good community alternatives. At this time a large amount of the individuals using community mental health treatment services are the homeless. Nearly half of the homeless are chronically mental ill. These individuals are often separated from their families and all alone on the dangerous street. These homeless schizophrenics stay away from social structures such as community health treatment centers. Since they start a new life of independence they often stop taking their medications, become psychotic and out of place, and begin to live on the street. Since the schizophrenics are deinstitutionalized they are thrown into a whole new world of independence. Since their brain functions different than the usual human being they can't cope with the problems of life. The schizophrenics drive themselves crazy wanting to kill themselves and others in order to escape from this perplexing world.   Ã‚  Ã‚  Ã‚  Ã‚  Schizophrenia is the most common psychoses i... ...around because states are closing their mental institutes for financial reasons. Even though the cost of mental institutes are high, the schizophrenics are better off being kept in them because they could cause a huge uproar on the streets. Without the mental institutes the schizophrenics will get worse because they are unable to live independently. Many schizophrenics might even be harmful to society because their brain is out of control. The paranoid schizophrenics could go on a rampage and try to kill everyone in sight because they think that everyone is out to hurt them. This could be the future of our world if we don't take time to treat these schizophrenics who desperately need it no matter what the cost. Works Cited Barry, Patricia D. Mental Health and Mental Illness. Philadelphia: J. B. Lippincott,   Ã‚  Ã‚  Ã‚  Ã‚  1994. Coon, Dennis. Introduction to Psychology. New York: West Publishing Company, 1995 McCuen, Gary E. Treating the Mentally Disabled. Hudson, Wisconsin: Gary E.   Ã‚  Ã‚  Ã‚  Ã‚  McCuen, 1988. Varcarolis, Elizabeth M. Psychiatric Mental Health Nursing. Philadelphia: W. B.   Ã‚  Ã‚  Ã‚  Ã‚  Saunders, 1990.

Modernism vs. the era of realism in art history

Modernism in art history is used to refer to art forms that according to Witcombe (2000) date back roughly from 1860 to 1970, starting with the paintings of Édouard Manet in the 1860s. The issue of historical dating or definition of art forms in art history is a debated one, but this paper will not undertake debates relating to the dating of different epochs in art history. Going by Witcombe’s definition, it could be said that different categorizations or ‘sub-eras’ under modernism can be made – e.g. Postimpressionism, Symbolism, Fauvism and Expressionism, Constructivism, and Surrealism. (Chipp 1968) Modernism as a general concept symbolises the age of enlightenment that began in Europe from the seventeenth through to the eighteenth centuries and witnessed the ascendancy of science and reason and the rejection of absolute beliefs passed down from theology and classical writers. The break with the ‘ancients’ and the focus on the ‘modern’ man as the center of intellectual activity and knowledge thus typified the modernist era. The use of science and reason was seen as presenting humans with the ability to solve the problems that face human society. In the area of art as well, the era of modernism also signalled the break with the classical depiction of beauty that idealised beauty in an unattainable form. In this sense, Realism can be said to be part of the modernist definition in art history. (Witcombe, 2000) New forms of ‘beauty’ that were not idealistic were explored through paintings and other art forms like sculpture and architecture. The term Realism or the Realist School refers to the nineteenth century art movement that departed from the art forms of the Neoclassicalists and the Romantics.   The painting of artists like Gustave Courbet, Honorà © Daumier, John Singleton Copley, Thomas Eakins, and Ignace Henri Theodore Fantin-Latour, typified the Realist era in art history. The paintings of the Realists depicted everyday characters and situations instead of the idealist and theatrical presentations in the paintings of the Neoclassicalists and the Romantics. Realism thus sought to present paintings that are as original as the subject matter being painted. Gustave Courbet for instance saw his paintings as the pursuit of truth and as such presented nature in sometimes unsettling truths that ruffled the sensibilities of the society. In his L'Origine du monde (origin of the world) painted in 1866 for instance, Courbet depicted in graphic detail, a nude woman and her genitalia, in a very natural and realistic manner without any embellishments of an idealized beauty. The realist era could in a sense can also be said to be an interface between modernism and the neoclassical era. The pursuit and depiction of truth in its honest and sometimes ugly reality could be said to be the precursor of the modernist era in art history. The depiction of nature and natural everyday situations in paintings in the Realist era could thus be found in the paintings of the Postimpressionist painter Paul Cezanne.   Cezanne for instance stated in a letter in 1866 (October 19 1866) to his boyhood friend, Emile Zola, that: â€Å"†¦ all pictures painted inside, in the studio, will never be as good as the things done outside. When out-of-door scenes are represented, the contrasts between figures and the ground are astounding and the landscape is magnificent. I see some superb things and I shall have to make up my mind only to do things out-of-doors.† (cited by Chipp 1968, 16) Vincent van Gogh also commented about the realistic presentation of his painting – The Potato Eaters, 1885. He stated in a letter to his brother in 1885 that he wanted the Potato Eaters painting to â€Å"†¦ prove to be the real peasant picture. I know it is. But he who prefers to see peasants in their Sunday-best may do as he likes. I personally am convinced I get better results by painting them in their roughness than by giving them a conventional charm.† (cited by Chipp 1968, 31) It must be noted however that whereas Realism typified the art form of a particular ‘school of art’ notably in France and England (the Barbizon School and the Pre-Raphaelite Brotherhood), different ‘schools of art’ or epochs in art history can be categorized under modernism. As stated earlier Postimpressionist painters like Cezanne van Gogh explored a naturalist subject matter in their paintings. However, the Postimpressionists broke away from the impressionistic/naturalist ethos of Realism and explored a more emotional and colourful presentation of nature in their paintings. The Postimpressionist era with its emphasis on the vibrant use of colours and emotion thus paved the way for other modernist art forms like Symbolism, Cubism, and Fauvism to emerge. Symbolism for example started exploring the depiction of the artist’s personal feelings in paintings. (Chipp 1968, 48) The subject matter was thus not issues that were exterior to the artist and could only be found in nature. A subjective form of expressing the artists feelings even in the portrayal of exterior subject matter became the emphasis. This was done through ‘sensual’ presentations in the use of colors and form. Selz (in Chipp 1968, 124) thus argues that: â€Å"The Symbolist’s attitude of evoking sensations by means of forms and colors established the basis for the trend toward abstraction which is central to the art of the twentieth century†. References Herschel B. Chipp (with contributions by Peter Selz and Joshua C. Taylor) Theories of Modern Art: A Source Book by Artists and Critics. (Berkeley: University of California Press, 1968) Christopher L.C.E. Witcombe, ‘Modernism’ (2000) http://witcombe.sbc.edu/modernism/roots.html   (accessed on 18/03/08) ;

Life Is Not Fair

There seems to be a lot of talk these days about what is fair, and what is not. President Obama seems to believe life should be fair, that â€Å"everybody should have a fair shake. † Some of the 99% seem to believe life has treated them unfairly, and some of the 1% percent feel life hasn't treated them fairly enough. I would probably be one of those 99% people because we all know we have are moments where life Just sucks. My questions are these: What is fair? Is life fair? Should life be fair?We clearly have no choice about how we come into this world, we have little choice early in life, but as we grow older choices abound. I have long believed that while we have no control over the beginning of our life, the overwhelming majority of us have the ability to influence the outcomes we attain. Fair is a state of mind, and most often, an unhealthy state of mind. I recognize that throughout life I will continuously develop and learn. I will continue to introspect and question mysel f.I recognize there is always room for improvement and that I will never be perfect. It would be ridiculous to assert that those who fail over and over again eventually succeed as leaders. Success in any endeavor isn't a process of simply buying enough lottery tickets. The key that unlocks the door to opportunity is learning. Leaders are constantly learning from their errors and failures. Try, fail, and learn. Try, fail, and learn. Try, fail and learn. That's the leader mantra. Leaders are learners.You need to learn from your failures as well as your successes and to make it possible for others to do the same. You can say life is unfair all you want but the ones who listen to the people that say get used to it never step up and do something about it. They let life keep treating them unfair and eventually Just blame life on all of their problems. So yes I do believe in the saying â€Å"Life is not fair: get used to it. † Sometimes we Just have to let it roll off are shoulders and say it's Just a part of life.