Chanels Exhibition Compared to Vermibus Essay Example for Free

Chanels Exhibition Compared to Vermibus Essay Two exhibitions, both held during October 2012, will form the bases of this comparative essay. Chanel’s fashion photography exhibition entitled ‘The Little Black Jacket: Chanel’s Classic Revisited’ held at the Saatchi Gallery 12th October 4th November 2012, and Vermibus’ display of appropriated adverts called ‘Unmasking Kate’ shown at the Moniker Arts Fair 11th -14th October 2012 will be used to explore the links each exhibition has to the themes of advertising and celebrity. ‘The Little Black Jacket: Chanel’s Classic Revisited’ is a celebration of the ‘timelessness’ (Saatchi, 2012) that is the Chanel jacket first introduced in 1953 (Armstrong, 2012), which Karl Lagerfeld, the creative director for Chanel, has revamped for the twenty-first century. ‘The Chanel jacket is a man’s jacket which has become a typical feminine piece’ (Lagerfeld cited Making of- The Video, 2012), co-writer and photographer for the exhibition Lagerfeld, articulates the versatility of the garment, which is a key theme expressed throughout the show. The exhibition consists of 113 photographs of celebrities modelling (Saatchi, 2012) the jacket to which the entire exhibition is a tribute to (Saatchi, 2012). In contention with the notion of product and brand celebration the Spanish-born artist Vermibus presented his ‘Unmasking Kate’ series at the Moniker Arts Fair, †¦now in its third year, the fair†¦[of] contemporary artists with urban roots†¦[is] an assembly united by a desire to rebel’ (Spence, 2012). Amongst the rebels is street artist and ex-branding photographer turned contemporary artist (lamono, 2012), Vermibus. The principle of his work is the appropriation of designer advertising posters found publically, as a statement against the image of our materialistic consumer driven society (Finucane, 2012). The title of Vermibus’ current series ‘Unmasking Kate’ refers to both his method of appropriating the posters and to his subject, namely the model Kate Moss. Vermibus argues that he uses Moss’s image ‘†¦because she has been the flagship of fashion for the last 20 years’ (Lamono, 2012) and is therefore an easily recognizable icon of modern fashion and consumer society Kate Moss had to construct thousands of masks to hide her fears [she] internalized those masks from the beginning and we bought them all†¦Ã¢â‚¬â„¢(Lamono, 2012) Vermibus reveals his ideas about masks fueled by the advertising industry. He further uses Moss’ image to show, simultaneously, the vulnerability of the human subject and the medias exploitation of the notion of celebrity. This theme parallels the way Andy Warhol used Marilyn Monroe’s image after her death (Modern Masters: Andy Warhol, 2010). Likewise, the Chanel exhibition echoes some Warhol themes, yet using the celebrity image to celebration its brand and product originally from the 1950’s (Modern Masters: Andy Warhol, 2010). The exhibitions work on Warhol themes differently either to criticize or celebrate advertising and product branding (Modern Masters: Andy Warhol, 2010). The title of the exhibition ‘The Little Black Jacket: Chanel’s classic revisited’ uses a play on the now clichà ©d notion of ‘the little black dress’ this seemingly playful reference to an item that Coco Chanel arguably made ubiquitous in 1926 (Fritz, 2012) as ‘a uniform for all women of taste’ (Crystal, 2007) carries the suggestion that the redesigning of the Chanel jacket has caused the garment to become as revolutionary and versatile as the little black dress and thus deserves the same universal appeal and fashionable credibility. This is further reflected in the exhibition’s promotional use of words such as ‘classic’ (Armstrong, 2012), ‘iconic’ (Saatchi, 2012) and ‘timeless’ (The Exhibition Opening The Film, 2012), phrases often made in reference to the little black dress, conveying the item as an essential part of both a man and woman’s collection, in this way almost surpassing t he success of the little black dress. Despite their difference, the most prominent connection between both exhibitions is the use of fashion photography. While Vermibus appropriates already publish photographic based adverts, Lagerfeld endeavours to create a series of fashion photographs, seemingly ready for an advertising campaigns (fig:1) sans the alluring taglines and buyer information. However, perhaps text is not necessary in conveying advertising messages: ‘As advertising has become so subject to the influence of photography that in some cases it is nothing other than fashion photography in its pure form.’ (Zahm, 2003 p.267) Lagerfeld’s photography could, therefore, be read as adverts for the Chanel jacket. This is illustrated in the use of a shallow depth of field added to the blank studio backdrop, uniform in all of Lagerfeld’s shots and reminiscent of many advertising campaigns. The technique seems to encourage the viewer to read the model as the main focus of the shot. The positioning of the models, strictly following the rule of thirds in all displayed images, seems actively styled to further accentuate the Chanel jacket as it is after all the subject of the photographic exhibition and perhaps the product to be endorsed. Looking at the images from this angle makes the work seems more sinister; putting the gallery viewer in the position of a consumer. Vermibus’ acquired advertising posters are often comparable in style and content to those featured in the Chanel exhibition. The Vermibus technique involves the systematic removal of layers of gloss and colour from the face of the models (fig:2) using solvents such as white spirit ‘in a unique painting counter-action’ (Open Walls Gallery, 2012) creating gestural, painterly brush marks reminiscent of Lucian Freud ‘s ‘naked’ series (fig:3). This method of working directly on to the photographic image creates an interesting juxtaposition between the flat, glossy, original photographic elements left untouched in the clothe and hair of the advert compared to the textured, painterly brush marks and colours crated by the solvents application on the glossy flesh of the models image (Finucane, 2012). This all helps to convert the adverts ‘flawless and sanitized icons†¦into harrowing and contorted figures evocative of ‘Francis Bacon’s seminal works’ (Finucane, 2012) (fig:4). Through this treatment Vermibus is trying to uncover the essence of the figures by ‘dehumanizes those figures †¦ trying to find the aura of the individual, the personality that was lost†¦Ã¢â‚¬â„¢(Moniker Art Fair, 2012) in the world of advertisement, which seems in direct contention with the image and brand driven concept of the Chanel exhibition. Nonetheless, a form of distortion is also evident in the instillation part of the Chanel exhibition (fig:5), large glass etched version of selected prints create intertextual connections to the work of pop artist Roy Lichtenstein (fig:6) namely in the use of the pixelated bendy dots and primary colours. Through pixelating the benday dots Lagerfeld seems to marry a nostalgic past of image reproduction with modern-day digital innovations. This mirrors the merging of past and present in fashion exhibition. The link to Pop Art is further contextualised as the original Chanel jacket would have debuted around the time that the pop art movement was emerging (Gersh-Nesic, 2012). Unlike many Pop artists and Lagerfeld’s work, Vermibus eradicates branding from his work. Then returns the adverts to their original places in the advertising shelters as ‘gifts for the passers-by’ (Moniker Art Fair, 2012 p.19). As he stats that private companies have taken over these spaces and what I want to do is return them to the public (Lamono, 2012). Chanel’s exhibition in this way also stands in contrast to the notion that a luxury brand ‘buys its way into our public spaces [and it] must be passively accepted as a one-way information flow. (Klein, 2002). This is an argument held and expressed within the work of Vermibus. Instead of following this traditional model of advertising which relies heavily and spend vast amounts of money on limited single-way communication advertising (Jackson, 2009), Chanel arguably used a credible gallery to advertise under the guise of culture enrichment; a ‘more interactive, experiential and customised communication’ (Jackson, 2009, p. 273). However, Anderson (2000) argues that shows like this ‘illustrates [the] approaches taken by those in the commercial sphere, who are completely unfettered by museological traditions’ (Anderson, 2000, p.386). However, the Saatchi gallery; was set up by Charles Saatchi like many ‘high net worth individuals who operate their collections like museums for the public’ (picassomio.com) thus needs not to uphold traditions of the museum and is not duty bound to provide advertisement-free exhibitions. This may seem like devious undercover advertising however visitors will construct their own coherence.which may or may not comply with that of the curator'(Hooper-Greenhill, 2000, p.7) thus the advertising undertones of the exhibition may be passively accepted or rejected by viewers. In this way Chanel opens the flow of communication, although, arguably ‘even the best fashion photography is still an industry in service of industry’ (Zahm, 2003, p.265). Therefore, in blurring the lines between free cultural experiences and marketing gimmicks Chanel is clearly attempting to increase their revenue, as Lagerfeld affirms ‘I am not a commercial person †¦ but the final complement is†¦when you buy [the product]’ (The World of Karl Lagerfeld, c.2010). The fact that Lagerfeld’s creative and corporate elements merge in the exhibition is sinisterly convenient ‘†¦it is undeniable that the motivations of designers to co-operate with curators in having their work displayed in museums are largely about prestige, self-promotion and profit’ (Anderson, 2000, p. 375) marring the impression of such exhibitions as nothing more than an oblique advertising campaign. The ‘anti-publicist’ (Lamono, 2012) Vermibus’ illustrates his distain for the advertising industry which Lagerfelds work seems to represent, the brands goal is to remove the model’s identity†¦the model is not a person any more but an image whose only value is for selling (Finucane, J. 2012). Vermibus’ ideas are reminiscent of the Situationist International’s concepts of the spectacle (Debord, 1957-61) equally, Vermibus’ appropriated posters carry strong connections to their notion of detournement ‘reusing preexisting†¦elements in a new ensemble’ (Debord, 1957-61). Thus Vermibus’ symbolic use of white sprit on adverts, can act as an allegory for reestablishing identity from the spectacle. This notion of brands taking over ones identity is also suggested in the Chanel exhibition video ‘†¦and with each person’s personality the jacket lives through them †¦Ã¢â‚¬â„¢ (Chloe Moretz cited in ‘The Exhibition Opening -The Film’ 2012) presenting the consumer product as a sort of symbiotic parasite using and replacing the identity of the wearer. This relates further to Williamson’s (1995) argument that ‘people are made to identify themselves with what they consume’ (Williamsons 1995 p.13). People become use brands and styles to project their identity through non-verbal communication thus: ‘Advertisements are selling us something else besides consumer goods†¦in providing us with a structure in which we and those goods are interchangeable, they are selling us ourselves.’ (Williamson, 1995 p13) This would explain why so many of the videos produced by Chanel surrounding the Black Jacket exhibition continuously stress the versatility of the jacket ‘†¦ You can do a lot with it†¦it suits everyone’ (Carine Roitfeld cited in Making of The Video, 2012) conveying almost subliminally that people need to have this item that can fit their already established style; ‘the bohemian look, the Victorian look, the more kinda [sic] fun Kate Moss look†¦Ã¢â‚¬â„¢ (Chloe Moretz cited in The Exhibition opening -the film’ 2012) further promoting its value and illustrating the ‘cannibalistic’ nature of fashion (Zahm, 2003 p. 266), which feed into the spectacle (Debord,1957-61) by assimilating and reproducing the same items and feeling of desire within society. The Chanel exhibitions use of celebrity images differs to that a Vermibus, as it seems to reflect the wider marketing idea that using celebrity endorsements is a ‘strong marketing plus†¦Ã¢â‚¬â„¢ (Jackson, 2009 p191). Along side the photographers the behind the scenes film presents testimonials from celebrities ‘I consider it [the Chanel jacket] a prized possession. I feel very lucky’ (Sarah Jessica Parker cited in Making of- The Video, 2012) enticing the viewer to desire the item. Atkin (2010) contend that this is because humans are prehistorically ‘hardwired’ to want to glean information about how to become successful survivors by watching and copying the most successful in our society, i.e. the celebrities (Star Suckers, 2010). advertisers like Chanel are manipulating this evolutionary flaw to give ‘[a] product which initially has no meaning †¦.value by a person†¦who has a value to us†¦Ã¢â‚¬â„¢ (Williamson, 1995, p.31). In contrast, celebrities are utilized by Vermibus to liberate the human being from the celebrity ‘mask’ evoking sympathy from the audience however, it is not clear how much the celebrity image entices the viewer’s prehistoric urge and interest in Vermibus’ work. In conclusion the two exhibitions on the surface have very different and opposing motivations. However, on inspection both deal with similar themes of fashion photography, advertising and celebrity in different ways. Although it falls beyond the scope of this essay compare every element of the exhibitions it has attempted to demonstrate that Lagerfeld’s approach has strong advertising undertone, while Vermibus’ work is anti-publicist in nature. Therefore, despite displaying work at arts fair, with the purpose of promoting and selling his work, the artist maintains his anti-establishment ethos ‘Being at [an art fair] is another way to attack from within (Lamono, 2012) which conveys the fundamental difference between the two exhibitions; they both exploit the image of celebrities to draw attention to their work but while Vermibus’ ideology remains paramount it would seem that for Lagerfeld the financial gain is the principal purpose of the exhibition. References: Anderson, F (2000) ‘Museum as Fashion Media’, in Bruzzi, S. and Gibson, C. (eds.) Fashion Cultures: Theories, Exploration and Analysis. London : Routledge pp. 371-389. Armstrong, L. (2012) ‘Chanels Little Black Jacket: How Chanel split the fashion atom’, Telegraph [Online] Available at: http://fashion.telegraph.co.uk/news-features/TMG9602510/Chanels-Little-Black-Jacket-How-Chanel-split-the-fashion-atom.html (Accessed 3/12/2012 Crystal, (2007) Little Black Dress Quotes. Available at: http://no-white-marks.blogspot.com/2007/10/little-black-dress-quotes.html (Accessed: 3/12/2012) Debord, G. (1957-61) ‘Writings from the Situationist International’ in Harrison,C and Wood, P.J. (eds.) (2002) Art Theory 1900-2000. Oxford:Blackwell. pp.701-707 Finucane, J. (2012) New art New Ideas London: Moniker Arts Fair Fritz, M. (2012) A Short History of the Little Black Dress. [Online]. Available at: http://www.realsimple.com/beauty-fashion/clothing/dresses-skirts/little-black-dress-00000000046948/index.html (Accessed: 29/11/12) Gersh-Nesic, B. (2012) About.com. Available at: http://arthistory.about.com/od/modernarthistory/a/Pop-Art-Art-History-101-Basics.htm (Accessed: 08/11/12) Hooper-Greenhill, E (2000) Museums and Interpretation of Visual Culture London: Routledge Jackson, T. and Shaw, D. (2009), Fashion Marketing Hampshire: Palgrave Klein, N. (2002) No Logos. New York:Picador Lamono (2012) Vermibus, Attack From Within [Online]. Available at: http://lamonomagazine.com/hunter/vermibus-ataque-desde-dentro/ (Accessed 28/11/2012) Making of the video,’ 2012, by Chanel [online] available at: http://thelittleblackjacket.chanel.com/en_GB/makingof (Accessed 16/11/12) Modern Masters: Andy Warhol Documentary Artist, (2010) by Alastair Sooke, UK [Online] available at: http://www.youtube.com/watch?v=sWU7I6fGpMIfeature=sharelist=LLU15G_d3N4Dd14H85X-eCCg (Accessed: 08/11/12) Moniker Art Fair, (2012) Moniker Art Fair About. [Online] Available at: http://www.monikerartfair.com/2012/ (Accessed: 18/10/12) Open Walls Gallery (2012) Vermibus [Online] Available at: http://www.openwallsgallery.com/artist/vermibus (Accessed 15/11/12) Picassomio, General Art Articles[online]. Available at: http://www.picassomio.com/art-articles/what-is-the-difference-between-a-museum-and-a-gallery.html (Accessed: 28/11/12) Saatchi gallery (2012) The Little Black Jacket. [Online] Available at: http://www.saatchi-gallery.co.uk/current/the_little_black_jacket.php (Accessed: 15/11/12) Spence, R. (2012) ‘Go forth and multiply’, The Financial Times [Online] Avalible at: http://www.ft.com/cms/s/2/0a062f4c-1486-11e2-8cf2-00144feabdc0.html#axzz2EEPdaatD (Accessed: 14/11/12) Star Suckers, (2010) by Chris Atkins UK [DVD] The Exhibition Opening The Film, (2012) by Chanel [Online] Available at: http://thelittleblackjacket.chanel.com/en_GB/exhibition/london (Accessed: 16/11/12) The World of Karl Lagerfeld, (c. 2010) by Anjali Rao China [Online] Avalible at: http://youtu.be/m0ljhBgy0Hc (Accessed 20/11/12) Williamsons, J (1995) Decoding Advertisements: Ideology and Meaning in Advertising. London: Marion Boyars Zahm, O. (2003) ‘On the Marked Change in Fashion Photography’, in Welters, L. and Lillethon, A. (eds.) (2007) The Fashion Reader. Oxford: Berg, pp. 263-269.

How to Make English Become More Interesting Essay Example for Free

How to Make English Become More Interesting Essay English is the main language in world. It is the most often used language to communicate. You won’t be able to communicate with someone from America by using Indonesia language (as if you are Indonesian) or to communicate with someone in London ; the only language that usually spoken in communicating with everyone else from around the world is English. So, it is such an important thing to learn English. But the problem is it is a little bit hard to make English it self be interest for students to learn. They think it is bored and confusing. This time I would like to tell you about some ways that english teachers can do to make English become interest to students. Try to add some english songs and ask students to sing it together. Everyone love music, love to listening either singing a song. To make english more interesting, the first-best way is to ask students to sing an english song with you. You can tell them the lyrics so they would know some new english words and tell them how to spell all the words in the lyrics. Then ask them to sing the song. Besides they would enjoy the music, it will be also easier to make them understand how to speak english with a good pronounciation and they will be faster to memorize some english words in the lyrics. So it can increase their vocabulary. When students are getting bored but we still have lessons that hasn’t explained, don’t be worry. Students will not be last long paying attention to the teacher when the teacher is explaining the lesson, therefore we have to do something to take their attention back. They need something spontaneous. In the middle of our explanation, we can play games. This kind of way will attract their attention. We can adapt Hangman or Jeopardy. Another great idea is to have the students themselves create a game that fits the text you are studying. They probably having fun and enjoy the class. The third thing that we can do is to tell more jokes in class. .

Vegetarianism Or Meat Consumption

Vegetarianism Or Meat Consumption All along with the existing trend of consuming organic and confined foods, one of the burning issues that has flickered debate amongst scholars and researchers alike is the subject of being, or not to exist as a vegetarian, have an effect on the surroundings. According to Spencer, those who consider that vegetarianism has a constructive effect on the setting argue that the enormous invention of animal foodstuffs for human utilization can assert to land dilapidation, water and atmosphere contamination, and even modify climate (21). Educational research designate that these damaging effects ensue as we persist to produce red meat foodstuffs. However, an appraisal of observations from vegan and meat consumer social network bloggers depicts that the individual desire for preference especially choices concerning the crucial want for foodstuff is the mainly important stature in this argument (Spencer 23). To report for persons who opt to consume meat regardless of the reimbursement of vegetarianism for the surroundings, the problem then crop up and stand to be: how can people formulate meat- consumption in extra sustainable manner? The responsibility of meat in the person mode of eating has been positioned as the middle of attention of an extensive variety of studies. In addition, proficient persons from diverse environments have scrutinized its edifying and nutritional consequence. Various types of foods all along have not received much criticism and are highly appreciated by different cultures than meat. This may occur due to complications, in health, regarding meat eating or due to principles and surroundings of the product production (Waldman and Lamb 34). As such, various arguments confront the meat consumption in different countries dietary patterns. Many research conducted shows that vegetarian diets or extremely little consumption of meat are associated with less or no complications and diseases and higher life expectancies. Many nations are also in progress showing concerns on ethical matters, like animal wellbeing and the ecological costs of their utilization outlines. This is because meat creation is particularly supply inefficient in contrast to further types of provisions production. It incorporates a load on the ecological unit by taking up a great quantity of water, territory and power (Gardner, Starke and Rosbotham 56). These factors have been having a great impact and shaping the growth of contemporary vegetarianism. Meat use has negative and positive results. The report that an individual is what he or she eats ought to make people to change their view on eating a lot of meat if they need a healthy prospect. Today, a variety of diseases like hypertension, obesity and high cholesterol among many others are wide stretch in many communities (Waldman and Lamb 78). Meat is extremely high in content of fats particularly saturated fat. At hand, are plentiful claims nowadays about saturated plump. Some say that we do not need any soaked fat to live, or that all saturated fat is awful, while others tell us to eat liberally and that this stuff is essential for our wellbeing. While not all inundated fat is bad, saturated fat from mammal products like meat seems to directly affect the role of our cardiovascular structure in many negative habits (Bishop 51). Not only is it connected to putting a sprain on ones heart through probable fat deposits in the arteries, mounting ones blood pressure and causing artery harm, but also it is the main fat responsible for hazardous weight increase. Todays meat is still higher than ever in fat as a result of how the animals are brought up, with no exercise or natural grazing capabilities (Spencer 89). For this reason, such animals sit in an enclosed area and eat extra food, which causes higher harmful fat deposits than usual. Meat is extremely dense in calories. This is because meat contains a lot of fats, and cholesterol is considered as a nutrient with the most calories. It is a substance that if eaten repeatedly or in extra doses can easily cause an increase in weight. Production of meat is seriously responsible for change in climate. Flora and fauna cause the production of natural gas, which is mainly methane. Methane is an extremely strong greenhouse gas. This is because it readily and easily traps more heat and in large amounts than carbon dioxide. Actually, animal production is accountable for about eighteen percent of the climate change in the globe. In essence, this can be compared with transport in the world with animal production exceeding global transportation (Silva and Webster 92). Meat raised under demanding conditions has a harmfully altered biochemistry that negatively alters ours. Immediately one thinks about himself or herself and what transpires during a strenuous moment. The most significant thing that occurs to all animals during a stressful period is stress hormones elevation. This initializes an entire slew of other reactions of biochemicals, which causes the health of a healthy animal to deteriorate. This of course leads to various illnesses. When we consume this meat, whether one holds the Eastern outlooks of changes in qi energy, Karma and, therefore, chakra disturbances or not, consuming meat from strained animals is connected with various negative psychological and emotional states of persons in us, as well (Gardner, Starke and Rosbotham 137). Meat manufactures carcinogenic compounds when safe to eat. It also adds to chances of colon cancer. Away from the heterocyclic amines talked about on top, meat cannot clear instantly from the persons intestines. This is unless sufficient fiber becomes a part of each food. This is mostly due to the fact that meat is lofty in protein and protein takes an extremely long time to get fully assimilated; thus, it sits in our bowels the highest. This time issue allows any carcinogenic complex to do the most harm to the lining of the intestinal walls (Silva and Webster 193) Having seen the above numbers, now think of the amount of water wasted every year to raise the food to feed these animals. Also, the amount of water wasted to ensure that they are hydrated while they continue developing. In order for land to be fully suitable for animal creation, land must be properly cleaned, and this usually involves the cutting and clearing of many trees. Production of stock accounts for thirty percent of the whole land surface of the globe (Bishop 164). Just think of how many people in the globe can be fed and have clean water to take if such a resource was not being used by the billions in the natural world. As eating too much meat can be treacherous, meat can be said to be a great source with complete proteins. The body needs these proteins to maintain a cellular hankie. As such, it is a brilliant idea to feed on some amount of meat each time. The Agricultural Department of America highly suggests that adults need to feed on 5-6 ounces of meat each day (Silva and Webster 125). Another reason why people should eat meat is based on the cultural other than nutritional importance. Various scholars like to relate meat consumption with virility as well as the patriarchal traditions. Women are viewed to be less meat consumers because of their great concern on health issues while men tend to take a lot of it basing on the gender attitudes placed by their cultures. High meat consumption; for example, in Western countries, their diet is compared to an expression of authority of humans in control of all the natural humanity. This can explain the reason behind the historical value placed on meat by the strong and influential elites. Their denial to marginalize the fewer dominant groups further explains the value placed on meat consumption (Bishop 121). Meat consumption is also related to various values and attitudes. Individual values are recognized to be the best attitude shapers but their sway on actions is not straight. The breach between thoughts and behavior is known, moreover, has been investigated by a number of instigators Silva and Webster (125) clarified that when mind-sets are on a broad concern, which is hard to relay with the action itself, people will less likely indulge in it. Therefore, when a populace is inquired they utter being concerned on climate alteration, although they do not decrease their regularity in smoking, driving or red meat ingestion. The proposal plan to help curb the problems caused by excessive meat consumption is as follows. The arrangement to be followed to make certain a healthy future involves banning all meat manufacture. In order to make the nearly all drastic impact on the emission of climate shifting gases, this proposal propose that all meat products, and their production, ought to be halted instantly. If one is consuming too much meat, one should incorporate other protein sources that are non-meat instead of meat (Spencer 110). Dairy products, legumes, beans and whole grains products of food all have protein. Soy foods, nuts, eggs and seeds can be considered good options. While seafood and fish may technically be regarded as meats, such products do not have the same risks compared to poultry, pork and red meat, since they are so low in soaked cholesterol and fats and cholesterol (Waldman and Lamb 77). Seafood and fish can comfortably replace meat in a persons diet; they supplement well. The suggestion will work as the body requires approximately 8 grams of protein in each twenty pounds of body weight per daylight. You can get a lot of this protein from non-meat foundations. Protein sources of non-meat mostly do not have as much cholesterol or saturated fat as meat, especially red meat (Waldman and Lamb 79). These sources also mostly consist of minerals, vitamins and healthy fats that ones body requires. Societies eating animal pedestal diets tend to have extremely poor wellbeing. The Inuits have the lowest life expectancy in North America, the uppermost rates of osteoporosis in the planet, and epidemic rates of stroke, cancer, and parasitic illnesses. Inuit mummies have exhibited symbols of the same diseases, so it is not just a difficulty with their modern go on a diet. The Masai are notorious for aging rapidly, and have high rates of bone deformities and atherosclerosis. Their arteries were analyzed and found to be comparable to old men in the United States (Bishop 139). Something ironic is that proponents of a high meat diet point to these peoples as examples of physical conditions. The same approach can be compared to tobacco legislation that bans all types of promotion and support to protect community health, the surroundings and reducing deficiency. Tobacco just like meat has a great negative impact on health. Knowledge of the lethal harms rooted by tobacco goods is not latest, but the strenuous internationalization attempt to decrease the exploit of tobacco by regulation and rule is more current. I know simply transiting such a regulation is not sufficient. Proper execution is needed to attain the anticipated profits. The same implies to the proposal on meat consumption (Spencer 163). The suggestion that complete burn on meat production has a counter disagreement and rebuttal since it favors the vegetarians in a wider viewpoint is flawed. Some individuals believe that meat consumption gives them a lot of nutrition values as compared to other foodstuffs. Accordingly, I think being a vegetarian out of compassion is unreasonable. I mean that in the common sense: it is a non sequitur, and thus irrational. It is like treating animals as people, and yet they are not. I have looked and paid attention far and wide and there is just no logically valid argument that proceeds from I ought to be empathetic to I ought to be a vegetarian. Agricultural and eating animals is simply not vice, for the reason I affirmed: our own overall life satisfaction depends on being sympathetic, and compassion compels us not to like or want pointless torment, and to continue living, no matter what or who is experiencing it. This would cause you pain, and thus lessen your life satisfaction, to be an unkind or wholly indifferent being. However, demolishing an animal humanely is not brutal. In addition, it is not destroying a person. Once more, an animals life is indifferent to when it passes away since it becomes nothing and is unaware of being somewhat. Thus eating animals is fine as long as you are not torturing them (Gardner, Starke and Rosbotham 245) Conclusion I consider that the development of vegetarianism is a slow procedure and that the shift from red meat to white meat intake, the perceived negative attitudes towards our commercial food system and the shift towards more socialist values are certainly part of this progress. Modern vegetarianism has developed over the past 200 years. It has established institutions which have promoted vegetarianism and the creation of alternatives to meat use.

Losing Touch with the Symbolic Order in Buffy the Vampire Slayer Essay

Losing Touch with the Symbolic Order in Buffy the Vampire Slayer      Ã‚   In the Buffy the Vampire Slayer episode "The Body," the audience is forced to face the Real every time the director makes a shock cut to Joyce's dead body after each commercial break. Joyce's body reminds viewers of the materiality of the human condition as we see her zipped into a body bag, then examined by a mortician, and finally covered with a white sheet. By exposing viewers to Joyce's body, the creators of Buffy are treating the audience as another member of the Buffy diegesis. Like Buffy, Dawn, and Giles, we recognize the Real because the camera constantly returns us to the physical presence of her corpse. We understand how Buffy experiences the abject because we, too, experience the shock of seeing Joyce's dead body. One question that remains, however, is how do people deal with the abject when they know there is death but do not see the corpse. In "The Body," there is a sequence that explores this question. It is a scene where we see Buffy's closest fri ends deal with the loss of a mother figure, without seeing her corpse. Because they are not exposed the body, they try to hang on to the symbolic order through language and action. However, the abject is always present in their minds. Willow faces what Julia Kristeva calls a narcissistic crisis as she struggles to appear as a collected, supportive figure for Buffy. Xander practices transference as he looks for someone to blame for Joyce's death. Anya experiences her own breakdown of reality as she recognizes her own mortality. Through language and action, these characters try to cover their own fears of the Real without success.    Like many of the other scenes in this e... ...d language; however, the Real and the abject cannot be repressed. Willow gives into the abject by crying out against Anya's tactlessness. Xander faces the abject by looking down at his bloody hand and realizing there is nothing left to blame. Anya recognizes her own mortality by comparing Joyce's physical condition with her own. For these characters, the loss of Joyce, a mother figure, causes them to realize their own human condition. Symbolic order and language, at times, fails because thinking about Joyce's death forces the Real to permeate in their minds. The desire to hold on to the symbolic order remains, however, in order to help them get through the loss of their loved one and to continue living.    Sources Kristeva, Julia. Powers of Horror: An Essay on Abjection. Trans. Leon S. Roudiez. New York: Columbia UP. 1982.            

Middle Childhood Essay -- Child Development, Early Childhood

A. Freeze Tag, is another variation of the game Tag. Where the person who is â€Å"it† tags everyone but instead of being out of the game once tagged, the person will be frozen in place until another player â€Å"un-freeze† the player, for instance by touching the frozen player on the shoulder. Freeze tag, first begins by gathering a group of players, deciding on who is â€Å"it†, determining this may be volunteering oneself or playing a game like rock, paper, scissor. After determining the person who is â€Å"it†, he or she will count up to a number allowing the other players to scatter, giving them enough time to get away from the person who is â€Å"it†. When the person is finish counting, he/she will chase others to tag, once they are tagged; the person is frozen in place. The only way to unfreeze them is when another player touches them. The object of the game is for the person who is â€Å"it† to freeze everyone in the game and the last p erson to be tagged is the next to become â€Å"it† in the next game. Freeze Tag age range, when children start playing and understanding the rules of freeze tag would be from age 5-8. B: Cognitive During the transaction from early childhood towards middle childhood, not only is there evidence of physical change but also mental change in children. In 1996 Janowsky & Carper, and Sowell et al.,(2007), noted the increase of myelination in the frontal cortex, allowing further development of mental development, for instance the increase focus of attention, able to solve complex problems, planning and also ability to reflection upon their actions (Lightfoot, pg393). In the game Freeze Tag, when a child is â€Å"frozen† after being touch by the person who is â€Å"it† another child might lead the person who is â€Å"it† towards them allowing a... ... that one is exercising and just enjoying while having fun. It’s also a stress release from the pressures and expectation of the outside world, being only focus only on the short fast period of time. Older children would probably show the same excitement of when they first started playing the game Freeze Tag. Having more self control when frozen and more of a concrete focus on mental operation and strategy. Freeze Tag at any age would bring back a feeling of nostalgia to people who are playing, a feeling of being stress free and just focusing on the goal of the game. That just involves playing with a group of people until they get tired of playing. Freeze Tag starts from when you can understand and comply with the rules until determining that you have no more energy to keep up, it’s basically an ageless game that will continue for many generations of children.

Environmental Economic Impact of Pollution in the Chesapeake Bay Essay

The Chesapeake Bay is the nation’s largest estuary with six major tributaries, the James, the Potomac, the Susquehanna, the Patuxent, the York, and the Rappahannock Rivers, feeding into the bay from various locations in Maryland, Virginia, Pennsylvania, and the District of Columbia (Chemical Contaminants in the Chesapeake Bay – Workshop Discussion 1). These areas depend on the Bay as both an environmental and an economic resource. Throughout the last 15 years the Chesapeake Bay has suffered from elevated levels of pollution. Nitrogen and phosphorous from wastewater treatment plants, farmland, air pollution, and development all lead to reduced water clarity and lowered oxygen levels, which harm fish, crabs, oysters and underwater grasses (Key Commission Issues 1). There are other types of pollution in the bay such as toxic chemicals, but because nutrient pollution is the most significant and most widespread in the Bay its effects are the most harmful to fisheries. Ni trogen and phosphorous fuel algal blooms which cloud the water and block sunlight from reaching underwater grass beds that provide food and habitat for waterfowl, juvenile fish, blue crabs, and other species (Blankenship 11-12). Algae plays a vital role in the food chain by providing food for small fish and oysters. However, when there is an overabundance of algae it dies, sinks to the bottom of the Bay, and decomposes in such a manner that depletes the oxygen levels of the Bay (11). The reduced oxygen levels in the Bay reduce the carrying capacity of the environment and these â€Å"dead areas† sometimes kill off species that can not migrate to other areas of the Bay, such as oysters (11). Increased abundance of algal blooms also led to the overabundance of harmful and toxic algae species and microbes such as the microbe Pfiesteria, which was responsible in 1997 for eating fish alive and making dozens of people sick (12). The heightened awareness of diseases that can be cont racted through consumption of contaminated fish also has an economic impact. Therefore, the excess levels of nitrogen and phosphorous have fueled an overabundance of algal blooms, which has reduced water clarity and lowered oxygen levels, affecting many species within the bay and ultimately the industries that rely on these species. The signing of the 1987 Chesapeake Bay Agreement marked the first joint vent... ...able: http://www.virginia-beach.va.us/cityhall/planning/cbay.html (4 Nov. 1999). â€Å"Fish Health in the Chesapeake Bay: †¦Estimate of Seafood History Losses.† Available: http://www.mdsg.umd.edu/fish-health/pfiesteria/pfeconomics/sld005.html. (22 Nov. 1999). Glibert, Patricia M. and Daniel E. Terlizzi. â€Å"Nutrients, Phytoplankton, and Pfiesteria In the Chesapeake Bay.† Available: http://www.arec.umd.edu/policy/Pfiesteria/terlizzi/terlizzi.htm (22 Nov. 1999). â€Å"Impacts of Diseases and †¦ase Resistant Oysters† Available: http://biology.uroregon.edu/classes/bi130/webprojects/15/oyster.html (22 Nov. 1999). â€Å"Key Commission Issues† Available: http://www2.ari.net/cbc/old/cbc_issu.htm (4 Nov. 1999). Lipske, Michael. â€Å"Getting to Know You† National Wildlife, v33. (1995): 24-29. Parker, Doug. â€Å"The Economic Costs of Implementing the Maryland Water Quality Improvement Act of 1998.† Available: http://www.arec.umd.edu/policy/Pfiesteria/parker/parkertext.html (22 Nov. 1999). Santopierro, George D., and Leonard Shabman. â€Å"Can Privatization Be Inefficient?: The Case of the Chesapeake Bay Oyster Fishery.† Journal of Economic Issues, v26 n2 (June 1992): 407-415.

Cafe Nero Marketing Plan

[pic]vvv v Contents Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 3 Overview†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 4 Marketing Audit†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 5 PEST Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 5 Market Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 8 Micro Environment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 10 Internal Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 12 SWOT Analysis.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 13 Assumptions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. â € ¦.. Page 14 Marketing Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Page 15 Strategy Choices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page 16 Marketing Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 17 Places†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 17 Products†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 18 Prices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 18 Promotion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Page 19 Control & Evaluation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Page 20 Expansion †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦. Page 20 Success of new products and targeting operations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 20 Brand awareness†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 21 Introduction to International Expansion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 22 Which Country†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 22 How to Enter†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 23 What Marketing Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 23 References & Bibliography.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. Page 24 Appendixes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Page 25 Introduction This marketing plan analyses the key success factors of the company and our current market position in order to set the next market objectives and plans a one year plan strategy to reach those objectives. In the second part, this marketing plan outlines the issues that need to be considered to implement Caffe Nero overseas by analysing of international marketing of the company. Caffe Nero Group Plc Caffe Nero Group Plc was founded 1977 and currently owns 290 stores from Brighton to Glasgow with ? 0,7 million as turnover. We provide Italian coffee in European style coffee houses. Our philosophy consists on serving the best quality coffees and food in a friendly way in a pleasant atmosphere. Corporate Objectives †¢ Increase our market share in UK in order to be the leader. †¢ Starting international expansion in the Western Europe 1. Overview 1. 1 Market segmentation The coffee shop market in UK is estimated at ? 540 million in 2006 and had increased by 109% between 1999 and 2004 (Mintel, 2005). This market has emerged in 1990. It is dominated by single-site and independent coffee stores which account for 35% in terms of outlets numbers. However, branded coffee shop companies have grown significantly. In 2004, the top four branded coffee shops, which include Starbucks, Costa, Caffe Nero and Puccino’s, accounted for 23% of the whole market and were expected to keep expanding (Mintel, 2005) (Figure 1). Caffe Nero Group Plc is the last entrance between the top fives competitors in the UK coffee shop’s market. We currently own 290 stores with a turnover of ? 90,7 million. This is due to an aggressive expansion strategy that we have conducted from 1999. Indeed, we were ranked 20th on the annual listing that gather rapidly growing European companies in the 2004 and 2005 Europe's 500. Figure 2 shows how the market shares were split between the top five competitors in 2004. 2. Marketing Audit This section shows external and internal factors that characterize the coffee shop market. It is essential to determine them in order to have a better understanding of the market characteristics. 2. 1 PEST Analysis Political & Legal Environment Fair trade coffee is becoming an important issue in UK since Starbuck introduced it in 2002. It appeared first in 2000 in the US where activists pressured Starbuck to carry fair-trade coffee in their outlets. Mintel found that 25% of adults who have been to coffee shop agreed that more coffee shop should sell Fairtrade products (Mintel, 2005). This is certainly a significant figure that coffee shop and other outlets selling coffee cannot afford to ignore. The smoking-ban in the UK will be enforced in summer 2007. This means that smoking will be prohibited in all pubs, clubs, restaurants, coffee shops and other public places. This may have both positive and negative impact on the coffee shop market. As happened in Ireland and Scotland where the ban has already been adopted for several years, people are likely to eat more in coffee shop since they will be no longer bothered by smoke when eating. However, coffee shops that do not provide an outside smoking area are likely to observe a decline of their visiting as smokers enjoy having cigarettes when drinking coffees. Economic Environment There are signs that boom in the UK coffee shop market is over. Store opening has declined from 2002 (Figure 3) as well as year-on-year growth that has declined from the peak of 23% in 2001 to 9% in 2005 (Figure 4) (Bremner C, Euromonitor international, 2005). Social Environment UK population is about 60. 2 million with 48 million people living in urban area, where coffee shops tend to be concentrated. Mintel carried out a survey that reveals that the most typical user is in the 25-34 brackets (Mintel, 2005). More precisely, the 20-24 age groups and the wealthy achievers category are the biggest clientele of branded coffee shops. They are forecast to continue rising until 2009 according to UK National Statistics (UK National Statistics, 2006). As mentioned above, coffee shop market seems to approach the maturity. Thus, coffee shop companies focus more on how increase spends by head. Thereby, the rise of Personal Disposal Income (PDI) has become an important factor for companies. In fact, the coffee shop market has taken advantage of the PDI that has been rising since 1999. This should continue until 2009 at least, since PDI is set for similar growth (Mintel, 2005). Allegra’s survey, based on 7500 coffee shoppers’, sample points out that the most important reason for visiting coffee shop is to relax and to meet friends and colleagues (Allegra Strategies, 2006). Mintel’s survey makes clear that there is no gender bias in coffee shop consumers which is of such importance for the outlets since this makes coffee shops places ideal for couple as well as suitable venues for single men and women to socialise in mixed company (Mintel, 2005). According to Allegra’s survey, coffee bar loyalty is increasing, with significantly more than half of consumers surveyed in 2005 mentioning that they mainly visit their favourite coffee shop (Allegra Strategies, 2006). However, this survey shows that â€Å"convenience of location† is the most important reason consumers select a given coffee shop. Thus, the number of outlets is a critical element. Coffee suffers from its image as it contains caffeine which can produce coffee addiction. This may lead people to fear the caffeine dependency. Therefore, Starbuck has communicated that coffee has high level of antioxidants which have been shown to help prevent cancer, heart disease and other conditions. Technological Environment There is a general direction to transform outlets into media and community area centre. Thus, coffee shops develop Wireless Internet Hotspot and coffee book store. For instance Starbuck, has developed high-speed wireless Internet access through a deal with T-Mobile. Besides, Costa and Starbuck have developed electronic card that allows customers to get points when purchasing coffee shops’ products. Customers can use those points to get free products and use this as debit card. 2. Market Analysis Market Shares There is an intense competition between the top three companies. The following picture shows the market shares of the three main competitors by the number of outlets. [pic] Market Trends There is a general trend for branded coffee shops to increase spends by head. This required to create interest and stimulate demand by introducing new drinks and patenting them or wider selection of gourmet food. Thus, a general strategic trend for the top four coffee shop companies consists to emphasize on developing new products and pushing larger cup size. Food has become essential for them since it really helps to increase spend by head and allow to infringe on the fast-food market as well. Therefore, coffee shops have added into their menu hot and cold meals such as pizzas, paninis, salads, sandwiches, etc. Even though the market is approaching maturity, there are still high consumer demands and opportunities identified in the UK, according to Allegra (Allegra Strategies, 2006). Thus, the top five companies emphasize on keeping on expanding with different methods. They purchase and implant new outlets and have started to move into provincial region. Despite the fact that those provincial stores are less lucrative than stores in city-centre, they offer opportunities, allowing companies to secure higher levels of brand recognition as well as market share. Franchising and licensing have become important keys to growth as well. This allows companies to avoid paying extortionate retail rents and limit their risk. Besides, companies use partnerships with retailers and other consumer services such as banks, bookshops or supermarkets to increase their market share. Both Starbuck and Costa adhere to Fairtrade label and have launched their own Fairtrade coffee certified by the Fairtrade Foundation. We do not serve coffee certified Fairtrade. We adhere to self-imposed guidelines to ensure that growers receive a fair price. Thus, we are not allowed to call our coffees ‘Fairtrade' as that is a commercial trademark. However, we are committed to purchasing coffee beans that meet the International Coffee Organisation’s (ICO) standards. This consists in paying a fair and decent price to farmer as well as to trade only in quality coffee as proposed by the ICO Coffee price does not seem to be a determinant factor. Indeed, Starbuck charges quarter more than most other shops and raises prices in line with shifts in coffee prices, which suggest their consumers are not affected by their pricing (www. morningstar. com). Moreover, despite operator price increase, the market has increased of 9% in the past 18 months. In fact, since coffee is more of a luxury product than a necessity, it is a kind of price inelastic product to some degrees (not exceeded ? ,5). 3. Micro Environment Consumers Analysis The survey carried out by Mintel specified that customer of Caffe Nero are slightly younger than other coffee shops. Indeed, 60% of Caffe Nero’s customers are under 34 years old. Furthermore, UK National Statistics forecast that the 20-24 age group, which is our biggest clientele, is going to increase (UK National Statistic , 2006). (For more detail, see appendix 1) According to Mintel’s findings, our customers are more likely to flit between brands than Starbuck or Costa’s customer (Mintel, 2005). We do not believe that our clientele is disloyal. This is explained by the fact that we have less outlets than Starbuck or Costa and so their clientele does not need to flit between brands as they find their favourite branded coffee shops everywhere. Competitors Analysis Starbucks Corporation Created in 1971 in Seattle, Starbuck is the world’s largest coffee shop company and the UK leader since 2002. Starbuck has currently 10 000 stores across the globe and 532 in UK. Its brand awareness is high despite increasing criticism from the anti-globalisation lobby. Generating $7. 8 billion as revenue in 2005, Starbucks has a real important investment capacity. Costa Coffee Ltd Founded in 1978 and acquired in 1995 by Whitbread Group, Costa Coffee used to be the largest coffee shop in UK before Starbucks came. Costa Coffee owns 500 stores across UK and has started international expansion in the Middle East, in India and in Cyprus. As Costa is part of the Whitbread which owns hotels, restaurants and many other businesses, it has an important investment capacity. Puccino’s Puccino’s is a private company created in 1996. It has about 110 stores but does not own them, as the outlets are franchised. Thus, Puccino’s does not have a real power. Its turnover is about ? 0 million. Coffee Republic Coffee Republic was created in 1995. It became one of the largest independent espresso bar brands of the UK. However, since 2003, Coffee Republic has started to reduce the number of its stores as is currently in the midst of converting its portfolio to the Republic Deli concept. Therefore, Coffee Republic’s turnover has more than halved and we can consider that it is not a competitor anymore. Channel Analysis The coffee shop market has the advantage of having a huge number of suppliers who are actually farmers. Thus, the bargain power of those suppliers is very low. However, several organisations such as the International Coffee Organisation denounce the abuse of coffee shop brands’ power. The retailers are either franchisees or stores that the coffee shops companies own. 2. 4 Internal Analysis Cafe Nero has been ranked first by British coffee drinkers in the last six years. According to the consumer research organization, Allegra, the 2005 poll put Cafe Nero first, Costa second, and Starbucks third in terms of coffee quality, atmosphere, service quality and price value (Allegra Consumer Report 2005 – Major Coffee Brands). Our emphasis on the quality of our products and services are gainful and gives us a good corporate image. We support an image of Italian coffee bar which is reflected through our Italian and Mediterranean deli-style meals. This has allowed us to be rated as â€Å"The best espresso this side of Milan† by Tatler and labelled â€Å"The traditional Italian cafe† by Egon Ronay We have tried to create a range of natural, fresh foods, avoiding all additives, artificial flavours and colorants. Our menu consists of Italian and Mediterranean food. Most ingredients we used are imported from Italy For more detail about where we are in term of offers and services, we have analysed our position and strategy with the 4P analysis in appendix 2. 3. SWOT Analysis Strengths †¢ Products and services quality (coffee and food), seen as the best by customer for 6 years (Allegra Strategies, 2005) †¢ Our image of Continental and Italian style and atmosphere supported by sponsoring art events. Weakness †¢ Not enough number of outlets. Our clientele has to flit between brands †¢ 60% of our existing clientele is under 34 years old †¢ We cannot call our coffee Fairtrade even if we follow the fair-trade philosophy as Fairtrade is a trademark. Opportunities †¢ Expand our clientele in targeting people older than 34 years old †¢ Opening new outlets in three ways: o Continue to acquire new stores o Continue to develop new partnerships with mega stores o Develop franchise †¢ Develop in smaller cities †¢ Develop new products †¢ Make available Wireless Internet Hotspot and books into all our stores †¢ Coffee’s virtue : high level of antioxidant Threats †¢ The Market is approaching the maturity †¢ Fast food selling coffee e. g. Mc Donald, Pret a manger †¢ Adverts showing caffeine effect on health can reduce the sales †¢ The smoking ban may affect on customers’ visiting 4. Assumptions From the marketing audit and with respect to the coffee market’s climate, it is assumed that: †¢ Competitors will carry on their expansion in term of outlets to make sure that their customers will not have difficulties to find their stores, avoiding them to flit between brands. †¢ The market is forecast to reach the maturity in 2009 and so the liability of expansion for coffee shops will be reduced due to the saturation in high street in the UK’s main cities. †¢ Food is becoming an important aspect for the top five competitors since it allows to take market share from fast-food market and generate an important source of income. Thus, coffee shops will have to focus on developing wider range of food to increase their market share. †¢ The smoking ban may affect the coffee shop market. In order to avoid any risk of decline it will be essential to provide outside smoking area. †¢ There is a rise in fair trade coffee demand. Coffee shops that do not emphasize on fair trade coffee will be criticised. 5. Caffe Nero’s Objectives The analyses of the current market as well as the analysts’ forecasts for Caffe Nero have led to the following three years marketing objective. Then, we have extrapolated this long term objective into year objectives. Increase our market share up to 30% between the top three competitors before the market reaches the maturity in 2009 in terms of turnover and outlets. o This means that we will have 600 outlets across UK. o All stores should reach at least ? 350  000 as turnover. †¢ For the year 2007 1) Increase the number of outlets by 38% to reach 400 stores by the end of 2007 (36% in 2006; 32% in 2005; 34% in 2004). 2) Increase our sales by 35% for 2007 (? 129,8 million) compare to 29% realised in 2006 (? 90,7 million). To see our objectives for 2008 and 2009, refer to appendix 3 To see the analysts’ forecasts for Caffe Nero, refer to appendix 4 . Strategy Choices Here, we have developed strategies to achieve our objectives. We also did a planning gap in appendix 5. Ansoff’s product – Market expansion Products/Services ExistingNew | | | |Increase the number of outlets by 38%. |Develop ice-creams. | | | | |Targeting people beyond 34 years old. Parents and not parents) |Develop new soups. | | | | |Equip all our stores with Wi-Fi hotspots. | | | | | |4) Develop outside smoking areas. | | | | |Expand in smaller cities. | | 7. Marketing Strategies To establish strategies that will allow us to achieve our objectives, we have used the 4 p marketing mix. 7. 1 Places Our objective consists in opening 110 new store s. This requires a huge investment. However, there are three different way to expand. First of all, expand in acquiring new outlets. We opened 76 stores last year. This year, we should be able to acquire 85 stores. We need to purchase stores in high street in order to avoid our existing clientele to flit between brands. Another opportunity consists on going in some smaller cities where there is no competitors. However, those cities must have more than 150  000 habitants to be considered. Secondly, we should develop a franchise system to support our expansion. Indeed this system allows us to expand with a small investment. (for more details, refer to appendix 6. 1) Thirdly, we also need to develop more partnership with mega stores since it allows to reduce the price of the coffee shop’s rent. We could develop partnership with Virgin and some others book stores. As response to the smoking ban, we need to develop outside smoking area in most coffee shops we are able to. These areas could attract customers of our competitors if they do not have smoking area. They required heaters as well as outside furniture. Furthermore, we need to equip all our stores with wireless Internet access in order to satisfy and retain our clientele since competitors develop wireless Internet access as well. . 2 Products To increase spend by head we need to develop new products. Our clientele enjoys our soups. Indeed, there are healthy and practical with our take-away packaging. Moreover, they fit well with our image of quality and healthy food. Furthermore, it is still a kind of new product since only Starbuck serve soups as well. Therefore, we should develop mo re soups as we have got only four different soups. 10 different tastes would be enough. We also need to add ice-creams in our menu. This product may attract new customers who will go to our coffee to have a dessert. Indeed, ice-cream match well coffee shop’s spirit in the sense of having a break time with friends or family. Everyone finds something he really likes in our stores (hot or cold drink, salty food or sweetened, frozen, cold or hot food). We will propose some light ice-creams as well. Furthermore, ice-cream may help to attract parents who can go with their kids to get them an ice cream. Finally, to keep our Italian branding way, we will serve only Italian ice-cream and will prepare the cream as Italians do. However the machine required is too big to take place in every store. So we have to find a smaller one. 7. 3 Prices We should keep our prices as they allow our coffee to be perceived as worth (Allegra Strategies, 2006). However, the price for our food is a bit higher as we server only quality food. Thus, our Italian ice-creams and soups will be a bit more expensive than every where else. The cru bourgeois costs more than the table wine! To attract people beyond 34 years, we should consider family as part of potential clients. To do so, we should create a child menu which will include a hot chocolate, some cakes and a toy for a reasonable price. 7. 4 Promotions In order to consolidate our brand awareness, we should advertise on television. Despite of the expensive cost, it is the support which reaches the most people. We need to make people aware of our new products such as ice-cream. This would consolidate our brand awareness. However, we need to develop adverts that fit our sophisticated Italian image. This advert should emphasize on the friendly Italian atmosphere of our stores and the quality of our products. We also should advertise on newspapers such as the guardian or the independent who are more likely to be red by people beyond 34 years old. We must carry on our sponsorship of art events as it matches well with our Italian sophisticated image. To attract parents we should organised children events in our stores as Mc Donald’s is used to do. For example, we can have a Santa Claus for Christmas and some animations for Halloween. However, we need to be aware of the risk of developing family clientele since they may bother our existing clientele. 8. Control and Evaluation This section aims to produce a system of control and evaluation of the proposed marketing plan and its realisation. 1. Expansion We need to open 110 stores, so we can establish that nine stores should open every month at least. The full-term aim is to reach 30% of the branded coffee shops market. So we also need to look at competitors’ expansion. This will be realised every six months as companies produces interim reports. We may need to adapt our expansion strategy according to competitors’ growth to reach 30% of market share in 2009. 2. Success of new products and targeting operations In January we will conduct a survey into all our stores. This survey will include questions about: †¢ Define sample questions (age, sex, married, children, frequency, etc.. . †¢ How much our clientele like our food product (their satisfactions) †¢ What think customers about introducing Italian ice-cream in our menu. †¢ How many Caffe Nero’s adverts they have seen †¢ Use of services (Wi-Fi, smoking area) †¢ What they think of Caffe Nero’s atmosphere The same survey will b e conducted in December. Thus we will be able to compare the results and so determinate the success of our new products. Moreover, this survey will check if we have increased our 35-years-old-and-more clientele. In parallel, we will look every trimester at the ice-creams and soups’ sale volumes. We expect the same success for the Italian ice-cream than we had with soups. 3. Brand awareness Allegra Strategies conducts every year a serious survey on the coffee shop market and the customer’s satisfaction. This constitutes an useful tool for us as we can see the evolution in customer’s mind of our brand awareness and satisfaction concerning our products and services. Introduction to international expansion We are thinking of international expansion. Indeed, since the coffee shop market is approaching the maturity in England, we should develop our company overseas. This could help to reduce the risk for our company if we do a successful international implantation. Starbucks has shown that international expansion is a real opportunity for branded coffee shops in setting up more than 7000 international outlets in 9 years. However, an international expansion implies to decide which market to enter, how to enter in, what marketing strategies need to be used within which organisation. Here, we will answer those questions. Which country? First of all, it is essential to go in a country where the competitiveness is low. Furthermore, the population and their income size must be high, enabling potential customers to devote a large proportion of their discretionary spend on leisure activities. France could be an appropriate place for us. Indeed, it is in the â€Å"triad market† that includes the United States, Western Europe and the Far East which account for a large percentage of all international trade. There are already two branded coffee chains in France (Starbuck and Colombus Cafe) which ensure that there are possibilities for the coffee shop market. They are implanted only in Paris with 18 stores for Colombus Cafe and 26 stores for Starbucks. Colombus Cafe’s philosophy is quiet close from ours. Indeed, they serve Italian coffees in a quiet and relaxing atmosphere and emphasize on the welcoming services. However, those two chains are not implanted in the south cities of France such as Marseille (2nd biggest city, 1,4 million habitants) and Montpellier (0,5 million habitants). Furthermore, according to the French tourism department, 10 % of English people go to the south of France for holydays (Ministere Delegue au Tourisme, 2006). This is an opportunity to increase our brand awareness due to the global mobility of our customers. Therefore, it seems that those cities could be great for success abroad. How to enter? Since we are not the first one to go in France and as the competitiveness is low, we should expand cautiously. Indeed, two approaches can be used when planning an international expansion: †¢ A Waterfall approach, in which a country is gradually entered sequentially †¢ A Sprinkler approach, in which many countries are simultaneously entered within a limited period of time We have better to use a waterfall approach, in opening few stores in order to limit the risk of financial lost if we are not to success. Two ways of opening stores are possible: †¢ Franchising, which allows to gain entry at little risk but limit the profit for the company †¢ Direct investment, which is the most risked but allows the company to retain a full control of its investment. It seems that we should rather purchase few stores since we need to set up distribution and logistics that generate costs to provide those stores with our products. Thus the acquisition of two stores in Marseille and Montpellier could be good to start as it limits the risk. We will be able to see after a year time if those stores are profitable. What marketing strategies? It is essential when planning for success abroad to think how much products and promotions need to be adapted to the local market. Thus we need to focus on cultural differences as well as French’s customs and inspirations. Despite the fact that French are proud of their food and drinks, they believe than Italians are better for some specialities such as pasta and coffee. Indeed, several coffee beans companies in France such as Lavazza, San Marco and Segafredo market their coffee as traditional Italian coffee. Besides, French support a kind of passion for Italy as English people do. However, the coffee was introduced first in France in Marseille. Thus, there is a very famous French roaster company which produces the traditional French south coffee called Henry Blanc. This is an important emblem for French. In order to adapt our strategy to the French market we have used the 4 P marketing mix. Place: Montpellier has a big commercial place in the centre called Place de la Comedie. There is a very famous high street in Marseille which is called Cannebiere. Those places could be great to implant stores since they have big activities. Products: We will be the first coffee shop in the south of France. So we should keep our coffee menu that is likely to seduce French as it would be new for them. This should seduce the young population first who will then bring others. Futhermore, French like Provencal food which is quiet close from Italian one. So our Italian gourmet food should correspond to their expectations. However, we should introduce the traditional French coffee Henry Blanc in order to meet French taste. Furthermore, this will seduce local people as we will support the local economy. Price: French are known to like good quality. According to Emarketing, French associate quality with high price (A. Michalowska, Marketing Magazine, 2002). Besides, the American magazine Travelers has conducted a survey in 2005 which reveals that the average price for coffee in France is 4â‚ ¬ when we sale our espresso in England at ? 1,25 (2,7â‚ ¬) (Le Chiffre du Jour, 2006). Thus, we should keep the same prices of our products. Promotion: We need to advert a lot to generate awareness of our company. First, we will put big adverts on our stores when they will be under construction. Secondly, we will organise a celebration for the opening day. Finally, we will advert on local newspapers such as La Provence and Midi-Libre which covers all the south population. References & Bibliography Allegra Strategies, (2006), Market Overview and Key Statistics: Project Cafe6, [online], London, Available from  : ; http://www. allegra. co. uk/project-cafe6-keyfindings. html; [Accessed 20 December 2006] Bremner C. , (2005), Coffee Shops in the UK, [online], Euromonitor International, Available from  : ; http://www. euromonitor. com/Coffee_Shops_in_the_UK; [Accessed 23 December 2006] Caffe Nero, (2006), Caffe Nero, [online], Available from  : [Accessed 20 December 2006] Kotler P. and Keller K. L. , (2006) Marketing Management, 12th Edition, Upper Saddle River, NJ :  Pearson Prentice Hall Le Ministere Delegue au Toourisme, (2003), Les principales clienteles europeennes de la France, [online], Paris, Available from  : [Accessed 28 December 2006] McDonald, M. , (2006), Marketing Plans, 5th Edition, Oxford :  Butterworth-Heinemann Michalowska, A. , (2002), Qualite : les Francais prets a en payer le prix, [online], Marketing Magazine  N °71, Available from  : [Accessed 27 December 2006] Mintel Reports, (2005), Coffee Shop UK, [online], Available from: [Accessed 3 January 2007] National Statistics, (2006), National Projection, [online], Available from  : [Accessed 22 December 2006] Vacances Pratiques, (2006), Le chiffre du jour  : 8,30â‚ ¬, [online], Available from  : [Accessed 30 December 2006] Appendices [pic] Appendix 1†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 27 Appendix 2†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦. Page 28 Appendix 3†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 30 Appendix 4†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 31 Appendix 5.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 32 Appendix 6†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. Page 33 Appendix 1 Specialist coffee shop brands, by gender, age, socio-economic groups and working status, November 2004 Base: 2,065 adults aged 15+ |   |Any branded coffee shop (%) |Starbucks (%) |Costa Coffee (%) |Caffe Nero (%) |Other branded coffee s hop (eg | | | | | | |Tchibo, Puccino’s) (%) | |All |32 |19 |14 |8 |5 |   |   |   |   |   |   | |Men |32 |20 |13 |9 |5 | |Women |33 |19 |14 |8 |6 | |   |   |   |   |   |   | |15-19 |35 |22 |14 |7 |4 | |20-24 |45 |27 |15 |17 |7 | |25-34 |45 |32 |21 |14 |6 | |35-44 |36 |21 |18 |8 |4 | |45-54 |29 |15 |11 |8 |7 | |55-64 |29 |17 |11 |6 |7 | |65+ |16 |6 |6 |3 |4 | |   |   |   |   |   |   | |AB |48 |31 |24 |15 |8 | |C1 |43 |27 |19 |11 |5 | |C2 |25 |14 |10 |6 |5 | |D |19 |9 |5 |4 |5 | |E |17 |9 |6 |4 3 | |   |   |   |   |   |   | |Working status: |   |   |   |   |   | |Full-time |42 |27 |19 |12 |7 | |Part-time |35 |18 |15 |11 |6 | |Not working |28 |18 |11 |7 |3 | |Retired |19 |9 |7 |3 |4 | Source: NOP/Mintel Appendix 2 Caffe Nero’s position and strategy with the 4P analysis Place: Most of our stores are situated in high street, where competitors tend to be concentrated as well. We have got some outlets in airports and ra ilway stations. We also have agreements with House of Fraser and Blackwell bookshops. Six House of Fraser department stores and four Blackwell bookshops incorporate a Caffe Nero. Finally we are considering international expansion. Products: Coffee: Italian coffee contained a blend of seven different beans. Our coffee is seen as the best in term of quality by UK customers (Allegra Consumer Report 2005 – Major Coffee Brands). Our menu contained different coffee derived products: – Espresso – Espresso Ristretto (very short and intense espresso) – Espresso Macchiato (espresso with a dollop of milk foam on top) – Americano (double espresso topped up with hot water) – Cappuccino – Caffe Latte – Mocha (cappuccino with chocolate) – Hot chocolate – Iced Latte (cold drink) – Iced Mocha (cold drink) – Frappelatte (cold drink and unique to Caffe Nero) We also propose milkshakes (Frappe milkshake) and fruit juice based drink (Fruit Boosters) that are also free from from artificial flavourings, colorants or preservatives. Food:We have tried to create a range of natural, fresh foods, avoiding all additives, artificial flavours and colourants. Our menu consists of Italian and Mediterranean food. Most of ingredients we used are imported from Italy. We also offer a range of lighter sandwiches and meals. As mentioned above, we try and we do serve the best quality food between the top five competitors (Allegra Consumer Report 2005 – Major Coffee Brands). Our soups have met with popular acclaim due to the take-away packaging that we have developed. 11 Cold sandwiches (Wraps, Wedges and other) – 20 Hot sandwiches (Paninis, Focaccias) – 18 Cakes and desserts – 13 Muffins and pastries – 4 Soups – 30 other products such as organic food, bruschetta, crisp, fruit salad, porridge, etc. Price: Our coffee p rices are on the average between the top five competitors. However, our food is more expensive than other competitors since we serve fresh food with imported ingredients in order to provide good quality food. Promotion: It seems that we do communication well. Indeed, our marketing strategy communicates on our continental style of operations and atmosphere. We support an image of Italian coffee bar which is reflected through our Italian and Mediterranean deli-style meals. This has allowed us to be rated as â€Å"The best expresso this side of Milan† by Tatler and labelled â€Å"The traditional Italian cafe† by Egon Ronay. Furthermore, as mentioned above we have been ranked first by British coffee drinkers in the last six years for the quality of our products. Besides, we have been involved in arts sponsorship from 1999. This allows us to bridge our image of Italian coffee bar with arts such as the Turner in Venice exhibition at the Tate Britain. Appendix 3 Caffe Nero’s Objectives The analyses of the current market as well as the analysts’ forecasts for Caffe Nero have led to the following three years marketing objective. Then we have extrapolated this long term objective into year objectives. Increase our market share to 30% between the top three competitors before the market reaches the maturity in 2009 in terms of turnover and outlets. o This means that we will have 600 outlets across UK. o All stores should reach at leas t ? 350  000 as turnover. †¢ For the year 2007 3) Increase the number of outlets by 38% to reach 400 stores by the end of 2007 (36% in 2006; 32% in 2005; 34% in 2004). 4) Increase our sales by 35% for 2007 (? 129,8 million) compare to 29% realised in 2006 (? 90,7 million). †¢ For the year 2008 1) Increase the number of outlets by 25 % to reach 500 stores by the end of 2008. 2) Increase our sale by 35% for 2008 (? 175 million). ) Start international expansion in Europe with the opening of one overseas store. †¢ For the year 2009 1) Increase the number of outlets by 20 % to reach 600 stores by the end of 2009. 2) Increase our sale by 20% for 2008 (? 210 million). Appendix 4 Analysts' Forecasts for Caffe Nero FY 2007 (June 2006 – May 2007) Analysts |Collins Stewart |Numis Securities |KBC Peel Hunt |Teather & Greenwood |Altium |DKW |Shore Capital |Average | |Sales (? m) |108. 1 |109. 9 |107. 4 |109. 7 |109. 9 |111. 3 |- |109. 4 | | Source: Caffe Nero, http://www. caffenero. com/FinancialInfo. asp? section=AnalystForecast&ZZIS_InformationID=1831 Appendix 5 The Strategic Planning Gap To achieve this objective we must develop strategies. Those strategies will act on different plans. The first plan that we need to consider is the market penetration. We expect to increase our market share by acquiring new outlets. As mentioned in the marketing objectives we need to open 110 new stores for the year 2007. Secondly, we would like to increase usage by expanding our clientele in targeting people older than 34. Finally, we need to develop new food products. This will also help us to increase our revenue. In fact, we need to focus on increasing spend by head and thus take advantage of the rise in Personal Disposal Income. Appendix 6 The franchise The franchise system consists to finance only 20% of the investment required for the acquisition of the store. The franchisee pays 80% of the acquisition and has to buy equipment and furniture from us. As franchise, all products used will come from us. We will assume the promotion, the staff training, the branding as well as some financial facilities. As compensation, the franchisee will give us 20% of his profit in the form of fees. [pic] ———————– Source  : Mintel Figure 3  : Figure 2 Source  : Mintel Figure 1 Existing Market New Market [pic] Revenue (? million) Figure 4  : Initial forecast (? 109,4 million) Source  : Caffe Nero (Appendix 1) Marketing objectif (? 129,8 million) Years