Leading In the Affective Domain

Leading In the Affective Domain Describe the effect behaviors have on productivity. Contrast the cognitive and affective domains. Research What is the relationship between the domains and learning? Identify a cognitive skill and an affective skill? The concept for learning domains and educational taxonomies evolved from the 1948 American Psychological Association Convention (Menix, 1996). There are three domains involved in the process of learning which exist as separate yet interactive processes involved in the Human learning outcomes. The cognitive, affective, and psychomotor domains epitomize the different aspects and degrees of learning complexity (Menix, 1996). The cognitive domain is often described as what we know, but is more the interaction of knowledge, understanding, application, analysis, synthesis and evaluation (Jensen, 2003). This encompasses the psychological and intellectual functions that facilitate comprehension and subsequent formation of rational judgments and includes perception, memory, imagination, thought and language (Brà ¼hlmeier, 2010). An example of a Cognitive skill is comprehension-to successfully interpret the meaning in order to develop an understanding of what is required. The affective domain concerns empathy and behaviour by the interaction of receiving, responding, valuing, organization and characterization by a value or value complex (Gronlund, 1991, p. 34). Emotions stimulate our learning and determine whether we are confident in this learning. Only when we have strong feelings about it do we believe something and give significance to it (Gazibara, 2003). An example of an affective skill is Value- to attach values to concepts and express an opinion as to its worth. Between the domains which one has the greatest impact on productivity? I feel that affective domain has a more significant impact on productivity in that the cognitive domain imparts the knowledge of how to do the task and the psychotic domain gives us the manual dexterity however the intention to do the task is carried out by the affective domain-attitude and motivation. Koul et al (2004) suggested that students perceptions of biology and physics classroom learning environments and their biology and physics classroom anxiety are conditioned by their motivational goal orientations Contrast the tasks, obstacles and goals of the Bully versus the Charismatic Leader. The authoritarian leadership style is the historical model of leader, based on the power being held exclusively by an individual leader who dictates policies and procedures, determines goals and strategies and directs without input by the subordinates, possibly modelled on historical feudal leadership where the word of the leader is absolute. It is largely dismissed as a leadership style. Smither (1991) wrote that it is not advocated in any management textbook recommends it. Many people who have under an authoritarian leader, describe their experience as a nightmare. Authoritarian methods of operation are dysfunctional, causing breakdown in the organization, in work accomplishment, and in interpersonal relations (Fisher, 1978). It is not without advocates however, in certain situations. Smither (1991) wrote about cases where a team management approach has been ineffective, and that authoritarian leadership as a management style has seen some revival. Researchers have found that there are cases where teams respond well to this management approach. The article suggests essentially that some people like to be led, and do not want responsibility of decision-making concerning organisational operations. Many individuals favour the structure and order of an authoritarian workplace. Additionally he writes that changing ones leadership style to fit the situation -has been found ineffective by a great many managers. While it is important to remember that authoritarian management is not a synonym for oppressive or punitive management, there is no cause to assume that teamwork or quality circles in themselves will result in higher productivity (Smither, 1991). Clegg et al (2003) described three forms of authority-charismatic authority as authority denoted due to the attractiveness and power of the leader, in that the leader is effectively owed homage through personal magnetism, grace and bearing. Traditional authority where the authority is owed by birthright e.g. the clas s system. Rational-legal authority holds that authority is given due to the position held by the leader in that it is not the individual but the office that commands authority. Kuhn (2012) described a charismatic leader as a person who creates the belief that anything is possible, via the command of three elements-branding, articulation and affection of the team. Tuomo (2005) wrote that a charismatic leader is effective when the leader behaviours are motivated by altruism as opposed to ego. Raelin (2003) warned that though charismatics can charm employees with their rhetoric and can draw the big picture, they can display such traits as grandiosity and suspicion. This was further tempered with the lack of availability with born leaders, and the requirement to recruit the capable. Traits required included innate intelligence, a desire to learn and work with others, giving them the ability to become effective leaders. The key issue with an authoritarian leader is one of staffing retention and low morale. The key issue with the charismatic leader is to perform and produce the promises. Describe a memorable leader: How did they impact Stress, Control and Satisfaction? Greg Dyke amongst other achievements served for a short-lived tenure as the director general of the British Broadcasting Cooperation. This was terminated following a disagreement with the government of the time concerning an edition of the current affairs programme Today questioning the justification from the government for the role of the United Kingdom in the conflict. During his tenure, Greg Dyke achieved several significant victories overseeing the transition from analogue to digital television, the rise of the MTV phenomena. He significantly reduced costs by terminating consultancy and agency staffing which was a contributory factor to the cooperations lack of success, as was the extant management style at the time which was responsible for eroding the BBCs Creativity (Schlesinger, 2010). Overturning this and effectively empowering his staff helped to regain creativity within the cooperation which effectively defines his tenure. Additionally, he had a management style that one many allies within the cooperation in that he was an approachable individual who interacted with all levels of staff. Such was his popularity that when he was forced to resign the cooperation saw industrial action as workers went on strike in protest. His success as a leader was according to him, down to making sure staff who worked closely with him, broadcasted the right message to others. References Clegg. S., Kornberger. M., Pitsis. T. (2011) Managing Organisations An Introduction to Theory Practice. London: SAGE Publications Ltd. Fisher, J. (1978). The Authoritarian as Anti-Manager. Public Personnel Management. 7.1 (Jan./Feb. 1978): 33. Gazibara, S, (2003) Head, Heart and Hands Learning. A challenge for contemporary education. Journal of Education Culture and Society No. 1_2013 Gronlund, N. E. (1991). How to write and use instructional objectives (4th ed.). New York : Macmillan Publishing Company. Jensen, E. (2003). Super teaching: Over 1000 practical strategies. Zagreb: Educa. Koul, R, Roy, L, Lerdpornkulrat, T. (2012) Motivational goal orientation, perceptions of biology and physics classroom learning environments, and gender. Learning Environments Research; Dordrecht15.2(Jul 2012): 217-229. Kuhn, M Alexander. (2012) Charismatic Leaders. Leadership Excellence; Aurora29.7 (Jul 2012): 20. Menix, K,. (1996) Domains of Learning: Interdependent Components of Achievable Learning Outcomes. The Journal of Continuing Education in Nursing; Thorofare27.5 (Sep/Oct 1996): 200-208. Raelin, J (2003) The myth of charismatic leaders. Profile. T + D; Alexandria57.3 (Mar 2003): 46-54. Schlesinger, P. (2010) The most creative organization in the world? The BBC, creativity and managerial style. International Journal of Cultural Policy, 16(3), pp. 271-285. (doi:10.1080/10286630903302766) Smither, R. (1991). The Return of the Authoritarian Manager. Training. 28.11 (Nov 1991): 40. Tuomo, T (2005) Problems and Perspectives in Management, 3/2005 45 Charismatic Leadership and Power

The Power of Models and Modeling Essay -- Science Agriculture Essays

The Power of Models and Modeling Models have evolved since the turn of the century. There are models for most any item or system that exists. Developments in mathematics have enabled the world of models to explode. Now most everything can be modeled using some sort of mathematics. Agriculture is field that must rely on predictions. The Farmers Almanac is a source of information that allows one to predict upcoming events. The data in the Almanac is used to model events, especially hydrologic events that can occur in the future. The models that are created today are complex and involve numerous computations that only a computer can do. These models are used in a wide variety of tasks. Models have long been a vision to people, now they are a reality, and have been used to create systems that produce cost-efficient and effective answers to everyday problems. RESTRICTIONS ON MODELING As with life, models come with restraints. These constraints must be weight to see the proper â€Å"give and take† ratio to ascertain a compatible model. There are numerous restraints exist among modeling. The obvious is the budget of the project. The more money available, the precision of the model increases. The use of complex mathematical relationships with multiple iterations leads to the need of vast amounts of computer time. The trade off is the computer time and cost is marginal compared the salary of an individual that is capable to do these mathematical computations. Educated personnel with extensive knowledge and understanding of the model are necessary to determine if the data created makes sense. Finally a model is of no use if there is not real world data to simulate. Simulation of this data checks the validity of th... ...Drainage and Uncontrolled Drainage. Paper No.87-2548. Presented at the ASAE Int’l Winter Meeting in Illinois, December 15-18, ASAE, ST. Joseph, MI (Parsons 1987) Kuo, Wen-Ling, Tammo S. Steenhuis, Charles E. MuCulloch, Charles L. Mohler, David A. Weinstein, Stephen D. DeGloria, and Dennis P. Swaney. 1999. Effect of Grid Size on Soil Moisture for a Variable –Source-Area Hydrology Model. Water Resources Research, Vol. 32, No11, 3419-3428. (Kuo 1999) Muà ±oz-Carpena, Rafael, John E. Parsons, J. Wendell Gilliam. 1998. Modeling Hydrology and Sediment Transport in Vegetative Filter Strips. J. of Hydrology. 214, (1999): 111-129 .(Muà ±oz-Carpena 1998) Skaggs, R. W., M. A. Breve, and J. W. Gilliam. 1995. Predicting Effects of Water Table Management of Loss of Nitrogen from Poorly Drained Soils. European Journal of Agronomy, Vol 494: 1-11. (Skaggs 1995).

Joseph Contrads Heart of Darkness :: essays research papers

“The Horror! The Horror!'; Joseph Conrad’s “Heart of Darkness'; is not just a suspenseful tale of a man’s journey to one of the Earth’s few remaining frontiers, the African Congo; it is a psychological insight into the true pits of the human mind, in search of the true “heart of darkness';, which resides not geographically, but is a part of all of us, living under the restraints of society and civilization. Conrad explores the idea that under the taboos and societal mandates, there is a potential for actions and beliefs that are shocking to the common individual. Yet, if a man is released to do as he wills, without society to judge him, he can cross into a state-of-being that we consider primal and non-human. Without civilization, one would become an agent free to do whatever he chooses, and will do it willingly. Conrad demonstrates and hints at this conclusion using several literary devices, ranging from symbolism to the subtle changes in Marlowe, the narrator, that represent his growing distance from civilization and reality. The strongest device and example of this phenomenon is the transformation of Mr. Kurtz, the director of the Inner Station. In this essay, I will explain and analyze Kurtz’s “de-humanity';, and how effective it is in achieving Conrad’s goal. This “deconstruction'; of Kurtz culminates with his utterance of the phrase, “The horror! The horror!';, as he lay dying. Yet, first we must explain what Kurtz was before he stepped over the edge. From the moment Marlowe arrives on the coast of Africa, he hears tales of an incredible man, who runs a trading post deep in the Congo. The accountant at the first station said, “He [Kurtz] is a remarkable person.... Sends in as much ivory as all the others put together....'; (Conrad 33-34) The bricklayer at the second station calls Kurtz an “universal genius'; (43). Marlowe himself tells us that Kurtz is an educated man, who had originally been commissioned to bring civilization and light into this, one of the darkest and vilest places on the Earth. Furthermore, the International Society for the Suppression of Savage Customs has asked to Kurtz to submit a report, for the future reference of the Society. Marlowe, himself, has reads the report and refers to it as a “beautiful piece of writing';; yet, through Kurtz’s rhetoric on how the superior white man has a responsibility to civilize and help the primitive natives, the report ends with a phrase scrawled in unsteady handwriting and it reads, “Exterminate all the brutes!'; (66) The last entry into his report gives a hint at what has become to the “remarkable'; Mr.

William Penn and the Quakers :: essays research papers

William Penn and the Quakers The Quakers, also known as the Society of Friends was religious group that founded Pennsylvania. William Penn, one of the leaders, worked with the Quakers, Indians and the other population to make an ideal world for him, his followers, and the other people in his environment. With his efforts, and the help of others, the Quakers left a huge impact on Pennsylvania and the entire nation. The Quakers are a religion that originated in England in protest of the Anglican Church's practices. The man in charge of this religious revolution was George Fox.1 He believed that God didn't live in churches as much as he lived in people's hearts.2 In that state of mind, he went out into the world in search of his true religion. He argued with priests, slept in fields, and spent days and nights trying to find followers. His first followers were mostly young people and women. Besides freedom of religion, they wanted freedom of speech, worship and assembly, refusal to go to war or take oath, and equality of the sexes and social classes.3 In England, between the years of 1650 and 1700, more than 15,000 Quakers were fined and/or imprisoned; 366 were killed.4 The reason why the Quakers were put through such torture was because their beliefs and culture was different from the Anglican Church. At that time, any religion that was practiced in England other than the Anglican Church would be persecuted. They believed that religion shouldn't be practiced in a church as much as in your heart. The differences that were between the Quakers and the Anglican Christians was that the Anglicans practiced strict discipline in their prayers. They would go to prayer every morning, and ask for forgiveness of their sins. They believed that the sacred authority was the Bible, the only way to make your way to heaven was to go to sermon; they should glorify God in the world; and pay no attention to the irrationality of God. They didn't believe men could achieve anything for themselves; only God could do that. The Quakers, on the other hand, believed that God should be in your spirit, not in sermon, and that your sacred authority shouldn't be a book, it should be your inner light, the force that drives you through you life. They believed you shouldn't be servants of God, but to be friends of God.

Describe the characteristics of the different types of schools in relation to educational stage(s) and school governance Essay

The two schools I shall be discussing are Parkstone Grammar School, and Canford Heath Infant School. I have chosen these schools, as they are very different, not only in their age ranges but also in the processes in which they admit their students. Parkstone Grammar School is a selective all girls academy school in Poole, Dorset. (Academy meaning â€Å"a school directly funded by the governments Department of Education, but independent of local government control.† â€Å"An academy may receive additional support from personal or corporate sponsors, but must meet the same National Curriculum core subject requirements as other state schools and be subject to inspection by Ofsted.† Source Wikipedia) The school provides for girls aged between 11 and 18, teaching key stages 3, 4 and 5. The selection process to determine which girls will be eligible to be considered for an admission place is formatted by means of three exams, one verbal reasoning and two non-verbal reasoning. The girls who meet the appropriate level of ability in these tests can then apply for a place at the school via the local borough. The places are then considered and decided by the schools Governors’ Admissions panel following the criteria shown below. a)Eligible girls who are classed as â€Å"looked after† or have previously been â€Å"looked after†. b)Eligible girls who live within the Borough of Poole. c)Eligible girls who live outside the Borough of Poole, in rank order of the entrance test scores, with those girls obtaining highest scores given higher priority. Parkstone Grammar School has a substantial governing body who describe their role as â€Å"A critical friend† to the school. The governing body, or school governors are responsible for the admissions to the school, as previously mentioned and the recruitment of staff. They also have control over the school funds in order to ensure the teachers and students have the resources they require. Parkstone Grammar School receives most of its funding from the local  authority, receiving  £15464 for 2011-2012. This money is then used to support learning in numerous ways, such as, curriculum support, work experience and SEN. The school also receives The school also receives funding from local companies who sponsor and support the school by providing equipment and help fund building projects such as a new sports hall, for example. In contrast to the Grammar school, Canford Heath Infant School is a state run primary school, providing education for ages 4-7, which covers the Early Years Foundation Stages (EYFS) and Key Stage 1 and 2. The admissions policy is very different to the Grammar, all admissions for the infant school are organised by Poole Borough. Poole admissions conduct and equal preference admissions system, where parents select 3 choices which are considered together, but the highest ranked preference is offered subject to availability. Similarly to the Grammar school though the admissions consider the following criteria when the school is over-subscribed. a)A child in care or who was previously a child in care. b) Pupils who live within the schools catchment area. c)Pupils who live outside the catchment area in the following order 1)Pupils who have sibling who’s already enrolled in the school 2)Pupils who have a significant medical or psychological condition 3)All other pupils As with the Grammar school, Canford Heath Infant School has a governing body which has certain legal duties and responsibilities to ensure that the school provides the correct services to parents and the children attending the school. Canford Heath Infant School governing body consists of five types of governor. 1)LEA – Appointed by the local authority 2)Parent – Elected by parents 3)Community Governor – Elected by the governing body 4)Staff governor – elected by the staff 5)Associate governor – elected by the governing body As with the Grammar school funding is a vital necessity. Canford Heath Infant School is mainly funded the local authority but also has a parent support group who work with the school to provide extra funds for school trips, discos, book bags and library books. Although these schools are very different in their admission procedures and the age of children attending, both schools follow similar structural criteria. For admissions, funding and academic, most importantly both have governing bodies that support the whole school and provide essential guidance, advice and ensuring schools provide equality of opportunity for everyone, by setting values, aims and objectives, agreeing school improvement strategy’s, which involves approving budgets and agreeing staffing. So therefore, in conclusion, despite the differences these schools are effectively run in the same manner, with the same goals and objectives.

Economic Downturn in East Asia

A large economic downturn in East Asia threatens to end its nearly 30 year run of high growth rates. The crisis has caused Asian currencies to fall 50-60%, stock markets to decline 40%, banks to close, and property values to drop. The crisis was brought on by currency devauations, bad banking practices, high foreigh debt, loose government regulation, and corruption. Due to East Asian countries has prompted other countries to worry about the affect on their own economies and offer aid to the financially troubled nations (Sanger 1). The East Asian crisis has affected almost all of he Asian nations, but the three hardest hit countries are Thailand, Indonesia, The panic began in Thailand in May of 1997 when speculators, worried about Thailand†s slowing economy, exces sive debt, and political instability devalued the baht as they fled for market-driven currencies like the American dollar. Indonesia†s evonomy soom fell soon after when the rupiah hit a record low against the U. S. dollar. Indonesia is plagued by more than $70 billion worth of bad debts and a corrupt and ineffcient government. Thailand and Indonesia also suffer from eing overbuilt during real estate booms that reven2 were the result of huge influxes of cash by ooptimistic foreign debt, decreasing exports, and weakening currency (Lochhead 4-5). Other major countries touched by the crisis are Japan, China, Malaysia, and the Philippines. Japan†s economy is burdened by 300 billion in bad back loans and a recession. Chinese bank may carry badd banks loans of up to $1trillion. The banks lend 66% of China†s investment capital to state-run industries that only produce 12% of China†s Malaysia and the Philippines are both faced with devvalued currencies nd lowered stock markets (Lochhead 5). The implicationsof the Asian financial crisis are many. A declining Asian economy will reduce demand for U. S. and other countries† exports. The devalued currencies of East Asia will make Asian imprts seen cheap and will lead to increased American imports, thus increasing our trade deficit (Lochhead 2). A worldwide banking emerge could result if the embattled Asian economies failed to pay back thier loans to the U. S. and other countries (Duffy 2). If the Asian economies fall further, in a desire to raise cash, they might sell the hundreds of billion dollars of U. S. reasuries they now own, leading to higher interest An article in the Economist reported that the Asian economic turmoil and trhe layoffs that may result, could instigate increased discontent and possibly give rise to violent strikes, riots, and greater political instability. Since the financial turmoil causes instability in the world market, several solutions have been porposed designed to restore the health of the Asian economy. The int4ernational Monetary Fund is offering $60 billion in aid packages to Thailand, Indonesia, and South Korea. The aid will be used for converting short-term debt to long-term debt nd to keep currencies from falling lower in the world market. Lower currency values make repaying loans to other nations more difficult. The aid packages are tied to measures that will ensure that the recipient countries reform their economies, some of the measures the nations must follow are increasing taxes to decrease budget deficits, ending corruption, increasing bank banking regulations, and improving accounting information so investors Closing insolvent banks, selling of inefficient state enterprises, and increasing interest rates to slow growth and encourage stability. Hopefully these market reforms will allow East Asia to improve its economic outlook. Since most of the Asian nations have balanced budgets, low inflation, cheap labor, pro business governments, and high savings rates, the long-term outlook for these countries is very good. The financial crisis, instead of destroying the Asian tigers, will merely serve as a much needed lesson in debt management, orderly growth, competent accounting practices, and efficient government. Considereing the size of Asias contribution to the world economy, a rapid recovery will be greatly anticipated.

Figaro Coffee Essay

* We will be the preferred brand of specialty coffee of the international business traveler. Our products and unique style of service will leave a lasting impression among our customers. * We will be the investment of choice in the countries where our brand is represented thereby providing attractive returns to all our shareholders. * We will be a model employer that inspires its stakeholders to be better than its leaders because the opportunities for career and personal growth will drive them to excel. * We will be the most admired training facilities for coffee education making us the best training ground for those who want to establish a career or business on coffee and†¦ * We will be remembered as a committed advocate of corporate social responsibility by championing the cause of coffee to help farmers live a better life. * To cater to the different taste preferences, Figaro offers a wide selection of hot or cold coffee and tea concoctions, accompanying pastries and savory meals. * We recommend you try them all to encounter the unique delight each has to offer. Corporate Mission * We provide excellent coffee and gracious service creating a memorable experience for people who appreciate high quality coffee and demand for exceptional service. * Figaro’s distinctive store design, unique ambiance and style of service satisfy the global customer. * Figaro creates long-term value for its owners and business partners through profitable operations and business sustainability and dignity of life for its employees. * We will always practice good governance and actively pursue the cause of socio-cultural and environmental concerns. * We will always give you quality service, quality products & value for your money. SECTION 3 PRODUCT/SERVICE 3. 1 ABOUT THE COMPANY AND THE PRODUCT The Figaro Coffee Company is a popular specialty coffee store in the Philippines that is 100 percent Filipino-owned. Established in 1993, it is based on the concept of a complete store where â€Å"Filipinos can get the perfect coffee and all the necessary accoutrements for coffee making† that can compete internationally. From only two employees, a managing partner and a kiosk in the Makati Mall of the Ayala Centre, the company now has 64 outlets encompassing kiosks and cafes (including international branches). The company’s product line includes specialty roasted coffees and various coffee-related paraphernalia sold at retail. Aside from the superior-tasting coffee that a customer can enjoy in the Figaro Cafes, the company also offers a host of freshly roasted beans on retail. Among the selection is Barako and from the time it was introduced in 1999, Figaro Barako has become a bestseller. The ‘Save the Barako’ cause has somehow given the coffee added value as a portion of the bean sales is channelled back to into a project to promote the revival of the Barako. The project encompasses awareness programs, new plantings, research, and targeted marketing, and is coordinated with the Figaro Coffee Foundation. Meanwhile, as the consumption of Barako increases, a greater need arises to keep the production going which gives all the more reason why Barako needs to be saved from extinction. The continued increased demand for Barako on the other hand allows the advantage of bringing the price of Barako to a viable level that benefits both the farmer and the retailer. Through Figaro’s customer-loyalty scheme called Coffee Club, the company organizes farm tours twice a year wherein coffee enthusiasts show the process of coffee harvesting and planting. Since the company is primarily a coffee distributor and coffee shop operator, it did not have prior experience in actually growing coffee for commercial production. 3. 2 PRODUCT’S UNIQUE FEAUTURES Our Passion for Coffee. Our Beans are Always Freshly Roasted. Coffee beans need to be roasted to bring out their irresistible flavor and aromatics. The sooner a roasted bean gets into a cup, the better the flavor. Freshness is very important to us. We roast our beans in world class quality roasters, carefully watched over by roasting experts who make sure each bean is done perfectly. Once roasted, the beans are packed and sent to the stores immediately to ensure freshness. We make sure that every cup of coffee our customers enjoy is made of the best quality, perfectly roasted beans. After all, you deserve only the best from Figaro. Share our Passion Today, Figaro boasts 64 cafes in the Philippines. It is one of the fastest-growing coffee chains, in just over 17 years of experience in the art and business of coffee. We believe in catering to upscale coffee lovers, offering coffees expertly roasted and brewed according to the standards of French and Italian cafes. Figaro offers an ideal business opportunity that assures superior returns compared to an independent business of similar scope. After penetrating the international market, we are now keeping a critical eye on expanding in our home-market, which will zero in mostly on business districts around the country as we want more and more people to experience the sophisticated European coffee culture through our local barako coffee. 3. 3 STAGE OF DEVELOPMENT As the company started to get recognition as a major coffee chain, especially with the arrival in the country of international coffee brands such as Starbucks, Figaro was in search of the popular Barako coffee. Quite serendipitously, Figaro’s CEO Pacita Juan met Father Roger Bagao, a coffee farmer/priest in Tagaytay City who headed a farmer’s coffee cooperative. Father Roger hailed from the southern province of Bohol and has made coffee his life. A member of the Divine Word Seminary (SVD) in Tagaytay, Father Roger chose to live among the coffee-farming people. He knew that to assist them to attain spiritual awakening or enrichment, he first had to learn what crops they grew, how they made their livelihood. This meant first helping them to fill their stomachs, and later reaching their souls. So COFFEE was it. He organized a farmers’ cooperative that ran a coffee mill known as SMSK. Pacita Juan met Father Roger and asked him to show Figaro the other side of coffee – farmers, different varieties and where they grew, coffee in the south, coffee in the mountains. When Pacita was looking for the native Barako, Father Roger could only tell her that this variety or species was no longer profitable as their yields were low and Nescafe (the biggest processor) would have no need for the Barako. This saddened Figaro, as Barako is an important part of Philippine coffee history. â€Å"How do we change the tide? † she asked Father Roger. â€Å"Can we start planting Barako? How do we tell people about this sad fate of this species that is so popular among our people? † These questions made Figaro, with the help of Father Roger, establish a foundation to address the needs of the Philippines Coffee Industry – now known as the Figaro Foundation Corporation. The first project of the foundation was general coffee awareness-driven: The Coffee Farm Tour is now held every January in Cavite or Batangas, two provinces appropriate for a day trip. The second project is Barako awareness-driven. The Barako is slowly being cut down due to its ‘low’ demand among big processors. However, there is growing demand for Barako from specialty roast and ground processors in the Philippines, and for export to the Middle East. A related foundation project is called ‘Barako Tree Planting’. Launched in 2000, this project is run every July or August. The key challenges facing the tree-planting project are where to get seedlings and where to get land. Luckily, Father Roger found land during 2000 and 2001. After 2001, however, the foundation met with some problems regarding land ownership and could no longer access the first plantings to check on progress. In the same year, Father Roger introduced Cavite State University (CaVSU) and its research head, Dr. Andy Mojica to the Figaro Foundation. Dr. Mojica would be one of the keys to Barako seedling propagation, and he would also be a major part of the Presidential Task Force on Coffee Rehabilitation prompted by Figaro’s persistent invitation. In January 2002, Figaro (now working with Dr. Mojica’s group) began to visit CaVSU for its Annual Farm Tour and also to work with them on Barako seedling supply, a task that used to be performed by Father Roger. Meanwhile, Father Roger went on a sabbatical in 2002 and Figaro was subsequently invited to be a member of the Presidential Task Force on Coffee Rehabilitation (see below). In this same period, the coffee town of Amadeo was visited by President Gloria Macapagal-Arroyo for the first-ever Pahimis festival to signal the start of today’s Filipino coffee revolution – a peaceful revolution of going back to coffee farms to increase production to turn the country from being a net coffee importer to a net exporter as it was until 1990. In Amadeo, Figaro met Mayor O. J. Ambagan who gladly offered his land for the next Figaro Tree Planting activity. In the same year, Leisure Farms, a first class farm community invited the Figaro Foundation to undertake another tree planting activity in Lemery, Batangas which would be provided with irrigation and all the care needed for a first class farm. These efforts have now grown into a series of projects with the local government of Amadeo such as the ‘Adopt-a-farm’ program, coffee farm tours, and the organization of a coffee cooperative to promote ‘Cafe Amadeo’ – a ‘monobranding’ exercise to promote Amadeo’s coffee roasters who used to sell under different brand names. More than just to sustain its core product or core business, Figaro has become the trailblazer on how ‘out of the box’ ideas can be used to encourage farmers to plant the Barako again, motivate local governments to do their part and get cooperatives working toward one goal. Through its partnership with the municipality of Amadeo, Figaro will be able to plant around 30,000 Barako trees in and around the Amadeo town providing farmers with a niche product that can be their ticket to higher selling prices and export potential of a value-added product branded with the Figaro name. 3. 4TRADEMARKS. 3. 5PRODUCT There are five commercially known coffee bean varieties worldwide: Arabica, Robusta, Excelsa, Stenophylla and Liberica. The most popular beans in use all over the world are Arabica and Robusta. The former has a more subtle and distinct flavour and is usually used for gourmet coffees. However, due to weather conditions, it cannot be natively grown in the Philippines except in some mountain areas, and therefore is mostly imported. Robusta on the other hand is grown in many parts of the country. Due to its more full-bodied flavour, Robusta is used mostly for instant coffee. The Excelsa and Stenophylla varieties are not cultivated commercially in the Philippines. Liberica is known to be an indigenous product in only three Asian countries, including the Philippines, making the bean a very unique and potentially lucrative product. The term ‘Barako’ in the Philippines has become a generic name for the coffee grown and roasted in the Batangas region (just north of Manila). In truth, Barako is the Philippine Liberica bean known for â€Å"its particularly strong taste, powerful body and a distinctly pungent odour. † Because of its homespun image, domestic demand for Barako had slacked off in favour of imported international Arabica and large-scale production of Robusta by and for large corporations. Saudi Arabia has been the only known export market for Barako. As a result, the Barako is now in danger of extinction. In addition to the decline in Barako production, prevailing low world prices for coffee have meant that many Filipino coffee farmers have begun to shift to other crops and some have chosen to sell their land. 3. 6 FACILITIES (PLANT LOCATION) 3. 7SUPPLIERS A. RAW MATERIALS AND SUPPLIES Figaro buys Filipino coffee from communities and farmers nationwide at an average of 39 tons or 39,000 kgs of coffee every year: THUS BENEFITTING†¦ * 57 farmers and their families or approximately 688 persons benefit YEARLY * Coffee harvested from nearly 115 hectares of coffee farms are sold YEARLY * An estimated amount of P 4 million pesos is generated from the purchase of coffee from farmers YEARLY * More children are sent to school, more families are enabled to buy food, medicines, and earn more savings. Farmers from Kalinga, Ifugao, Benguet, Batangas, Cavite, Negros, Davao, Sulu and Basilan are integrated into the supply chain of Figaro. WITH MORE FARMERS HARVESTING COFFEE, MORE FIGARO PATRONS CONTINUE TO ENJOY CUPS OF FIGARO COFFEE. B. TOOLS, MACHINERY AND EQUIPMENT The company does not own roasting facilities, but employs the facilities of a sister company, Boyd’s Coffee Company. Today, Boyd Coffee Co. (Phils. ) Inc. has established its significant presence in the Philippine coffee industry. Capitalizing on its unique qualities as a trendsetter and an expert, Boyd Coffee continues its tradition of providing Fresh Roasted Coffee and Total Coffee Solutions designed specifically for each client’s needs. C. ENVIRONMENTAL FACTORS The waning supply of Barako beans prompted the company to be more aggressive in securing supplies. The ‘Save the Barako’ campaign is its showpiece effort, and has earned the company a reputation as a company that cares for the coffee farmer. Figaro took up the cause of the Barako when everybody else thought it an Impossible task. But because of its belief in the cause, Figaro enjoined small groups who equally believed in the integrity of the cause and subsequently slowly built awareness towards a greater mass. Today, Barako has gained many supporters and made a dream a possibility, further proof that an inspired vision that is led by a credible company to sustain its own industry is the heart of corporate social responsibility. Ultimately, ‘Save the Barako’ has moved even the simplest coffee customer to help sustain this once-threatened variety – that is reward in itself. SECTION 4 MARKETING PLAN 4. 1 INDUSTRY PROFILE. Worth of the entire coffee industry in the Philippines : P21 Billion* Worth of gourmet coffee industry in the Philippines : 2. 1 Billion* Number of stores in the Philippines : STARBUCKS – 150 Figaro – 64 Bo’s Coffee – 40 Gloria Jeans- 38 Coffee Bean and Tea Leaf- 33 Seattle’s Best – 14 Number of coffee chain outlets – 400+ Growth rate of entire coffee industry : 7% annually Growth rate of gourmet coffee industry : 20% annually The amount needed by the government to sustain coffee industry : P200 million Total Coffee Demands: 65,000 tons, 2009;70,350 tons 2012,75,000 tons by 2015. Total Coffee Production : 30,000 tons Coffee Producing Provinces : 22 Coffee Varieties in the Philippines: Liberica, Robusta, Arabica and Excelsa Coffee has been around for more than 1,000 years. During that time, coffee has been considered a food, a medicine, an aphrodisiac, and even a wine. Today, however, coffee is known as a beverage to be savored and enjoyed. Such has coffee’s popularity grown through the centuries. Today, it can be safely assumed someone, somewhere is savoring a cup, a mug or any of coffee’s delightful and delicious preparations at almost every hour of the day. From sun up to sun down, its coffee time! All commercial varieties of coffee are available in the Philippines – Robusta accounting for 70% of the country’s total production, and Arabica with about 5-10%. Other varieties such as Excelsa and Liberica also thrives in the country and accounts for 15-20% of the total. Robusta is the chief source of the base for blending coffee and is important in the manufacture of soluble or instant coffee. Arabica remains the sole source of fine coffee. The Philippines produces approximately 1.3 percent of the total global coffee production. In our country, no morning is complete without coffee. We have our own Batangas barako to be proud of. Instant coffee then came into the scene, and lately, gourmet and specialty coffee with the introduction of foreign cafes such as Starbucks, Seattle’s Best, and the like. Coffee drinking has now become more than just a way to wake up one’s nerves, it has become a trend. * First, the world’s coffee shops make up the fastest growing part of the restaurant business, checking in with a 7% annual growth rate. * Second, that the world coffee production is estimated at 110 – 120 million bags per year. * Third, that 14 billion espresso coffees are consumed each year in Italy, reaching over 200,000 coffee bars, and still growing. * Fourth, that Americans consume 400 million cups of coffee per day, or equivalent 146,000,000,000 (146 Billion) cups per year; making the United States the leading consumer of coffee in the world. * Fifth, that Japan ranks number 3 in the world for coffee consumption. * Sixth, that coffee represents 75% of all the caffeine consumed in the United States. * And seventh, that cafe bars have total average sales that reach 230 cups a day. * It is now an accepted fact that majority of Filipinos take to coffee like they take to rice, and beer. * Take â€Å"BARAKO† for example, this native-grown coffee bean for example, this native-grown coffee bean is not only famous for its strong aroma, as pinoy coffee lovers would atleast. * Although not a common coffee variety, â€Å"BARAKO† is abundant in Southeast Asia, especially in the Philippines. * Believe it or not, it has the largest beans of all the coffee varieties in the world. Its taste is said to be superior to that of Robusta, and some Filipino coffee lovers prefer Barako to Arabica 4. 2 COMPETITION PROFILE Major Players in the Industry of coffee: Starbucks strength rested on four factors: retail expansion, product and service innovation, having an observed clean store, and being a brand associated with the specialty/gourmet coffee niche. The strongest attribute that consumers associate with the Starbucks brand is its being known for specialty/gourmet coffee. Starbucks is a widely-recognized brand. Its top-of-mind recall is high. It is both a household name and a buzzword. Seattle’s Best Coffee LLC has been roasting premium coffee since 1970 and today roasts more than 20 million pounds of coffee every year and millions of cups of our coffee are served every day. Seattle’s Best Coffee is a featured brand within Starbucks Corporation. The smooth taste of Seattle’s Best Coffee has appealed to Filipino taste buds. Their smooth and flavor-filled coffees are often partnered with equally sumptuous meals that engage the taste buds. Their pastries and pasta are equally delicious and keeps customers coming back for more. The UCC started as a store under the name of â€Å"Ueshima Tadao Shoten† in 1933. It became limited partnership in 1940 and on 1951, became â€Å"Ueshima Coffee Co. , Ltd. â€Å". The company introduced the world’s first canned coffee, â€Å"UCC Coffee with Milk†on April 1969 starting the trend for Japanese Canned Coffee. The Euro-Japanese fused food, free wi-fi internet, and various cafe concepts makes the UCC Cafe a very trusty hangout place for Filipinos. They have several branches in the country and eight other Asian countries. They have a very simple layout but favorable quality. The Coffee Bean & Tea Leaf is an American coffee chain, owned and operated by International Coffee & Tea, LLC, which has its corporate headquarters in Los Angeles, California. Coffee Bean and Tea Leaf has a very clean ambience, innovative coffee mixes and really good customer service. This makes them one of the frequented places for coffee and chilling out. Flavorful, reasonably priced and scenic, the Coffee Bean and Tea Leaf stores continue to draw in the coffee-loving crowds. Gloria Jean’s Coffees an Australian owned global specialty coffee company, and is a brand synonymous with coffee quality and leading franchise systems. Personalized service, fun coffee flavors and strategic locations (as one of the awarded foreign franchises in the country) make Gloria Jean’s stay at the top of its game as one of the country’s best coffee shops. The store atmosphere is also excellent and they maintain a loyal following. The Chocolate Macadamia Coffee is a local favorite. â€Å"Bo’s Coffee† is a registered trademark of the business name of a chain of specialty coffee shops that serves espresso beverages, specialty coffee beverages and others, in an ambiance that has been created to cater to a lifestyle market with discriminating taste. Bo’s Coffee Club is very high end coffee shop that has services and product tailored to suit the needs of high society coffee drinkers. They maintain excellent service and product done in good taste, literally and figuratively 4. 3 CUSTOMER PROFILE The typical and most committed coffee drinkers are 25 to 45 year old, affluent, educated adults. While baby boomers have driven the success of coffee shops, specialty coffee appeals to a diverse adult demographic, including college students and young adults. Larger companies may also sell coffee beans wholesale to commercial customers, such as grocery stores and restaurants. SIZE AND GROWTH 1. Do you drink coffee? All of our respondents said that they drink coffee. Reason why they drink coffee 40% of our respondents said that they drink coffee because of coffee’s stimulating properties and benefits that help them in everyday work, 28% Said that its taste, 18% to fit in with others while 14% said that it’s out of habit. 2. When do you prefer to drink coffee? Most of our respondents said that they drink coffee anytime. 3. Do you go to coffee shops? 78% of our respondents said they go to coffee shops to drink coffee and have pastime activities. Reason why yes? 30% of our respondents said that they like the coffee that the coffee shop serves, 25% said that to relax and have pass time their, 15% said that to fit in with others, 10% said that they like the products they sell. Reason why no? 20% of the respondents said that it’s out of their budget and 80% said that it’s just a waste of money. 4. What coffee shops you usually go? 76% of our respondents said they go to Starbucks, 12% go to Kopiroti, and 6% each for Seattle’s Best and Figaro. 5. Do you know Figaro? Majority of our respondents said they know Figaro. How they know Figaro? Most of our respondents said that they saw Figaro branches around the cities and some are word of mouth from friends. 3. How much you are willing to spend in a coffee shop? 52% of our respondents are willing to spend if the price of the coffee will range from P100-P150 4. What do you expect from a coffee shop? Everyone expects a great tasting coffee, clean environment, good service and because of the technology everyone wants a free WI-FI 5. What food you want a coffee shop to serve? Most respondents want bread as a partner to coffee because they only want to ear light foods in coffee shops. 4. 4. TARGET MARKET PROFILE Primary Target Market Our target market is the business executives and young professionals because they hold a big part of the market share in the coffee industry. They are the people that have the habit in drinking coffee and they are the ones who frequently go to coffee shops and for them that is their third home. Usually this people do meetings in coffee shops and conference because of the good ambiance and good surrounding. They choose coffee shops as their third home because they can concentrate in their meeting or business affair especially because of the minimal noise in the coffee shops. They want to hang up in coffee shops because of the comfortable environment and it is affordable. Secondary Target Market Our secondary target market is the class B and C. In the generation today students and foreigners usually go to coffee shops because for them they can study in coffee shops and they can relax and do pass time works. They prefer to study in coffee shops instead in their homes because they can study here for hours without being disturbed and they also choose it as their secondary relaxations place. 4. 5 PRICING PROFILE FIGARO| STARBUCKS| SEATTLE’S BEST| GLORIA JEANS| HOT DRINKSMacchiato85. 00Espresso85. 00 – 109. 00Cappuccino95. 00 – 119. 00Cafe Mocha105. 00 -135. 00White Chocolate Mocha115. 00Cafe Latte95. 00 – 119. 00Cafe Au Lait95. 00 – 119. 00Americano85. 00 – 119. 00Brewed Coffee85. 00 – 119. 00Chocolate Cookie Latte120. 00Caramel Cappuccino Light115. 00Butterscotch Vanilla Latte115. 00 8oz. Peach Latte120. 00 8oz. Strawberry Latte20. 00 8oz. Creme Brulee Latte120. 00Raspberry Mint Latte110. 00Other Hot DrinksHot Tea 85. 00 – 115. 00Hot Chocolate85. 00 – 105. 00Cafe Mocha Light115. 00Steamed Milk85. 00 – 105. 00Blueberry Muffin65. 00Cheese Muffin65. 00Chocolate Muffin65. 00Asado Pie59. 00Tuna Pie59. 00Carrot Loaf69. 00Pudding with Vanilla Sauce69. 00Food for the God’s59. 00Heavenly Cheese Roll59. 00OatmeaL Chocolate Chevvy55. 00Chocolate Cake119. 00My Little Oscar119. 00Dark Chocolate Raspberry Symphony130. 00Strawberry Cheesecake135. 00Chocolate Chip Cookie59. 00Oatmeal Raisin Cookie59. 00English Matrimonial Bar59. 00Banana Hazelnut Turnover79. 00Marble Cream Cheese Brownie70. 00Chocolate Eclair75. 00Tiramisu Eclair75. 00Pepperoni Calzone95. 00Supreme Calzone95. 00Blueberry Cheesecake Lite130. 00Blueberry Almond Puff79. 00| COFEE, TEA AND CLASSICSHot Brewed Coffee80. 00 – 120. 00Hot Brewed Tea90. 00 – 105. 00Iced Tea90. 00 – 120. 00Signature Hot Chocolate105. 00 – 140. 00Caffe Latte90. 00 – 130. 00Cappuccino90. 00 – 130. 00Caffe Mocha100. 00 – 145. 00White Chocolate Mocha115. 00 – 160. 00Caramel Macchiato115. 00 – 160. 00Blended CoffeeMocha125. 00 – 150. 00Caramel125. 00 – 150. 00Dark Mocha155. 00 – 180. 00Coffee Jelly145. 00 – 170. 00Java Chip145. 00 – 170. 00Mint Java ChipvariesHazelnut MochaVariesCreme Brulee FrappuccinovariesChai Frappuccino with Coffee JellyvariesBlack SesameGreen TeavariesBlended CreamCaramel Cream125. 00- 150. 00Chocolate Cream 120. 00 – 145. 00Strawberries and Cream145. 00 – 170. 00Chocolate Cream Chip120. 00 – 145. 00Blended Juice DrinkMango Passion Fruit 125. 00 – 150. 00Raspberry Black Currant 125. 00 – 150. 00Honey Glazed Doughnut40. 00Chunky Chocolate Chip Cookie50. 00Old Fashioned Oatmeal Cookie50. 00Double Chocolate Walnut Brownie50. 00Butterscotch Fudge Bar 50. 00Cinnamon Roll/ Swirl55. 00Ensaymada65. 00Danish65. 00Tuna, Corned Beef and ChickenPandesal55. 00Pork Adobo Roll70. 00Cheese Croissant70. 00Sausage Roll75. 00Italian Pocket95. 00Banoffee Pie105. 00Banana Loaf50. 00| THE PERFresh Brewed Coffee80. 00 – 105. 00Americano Perfect85. 00 – 110. 00Cappuccino95. 00 – 120. 00Breve105. 00 – 130. 00Chai Tea Latte 115. 00 -145. 00Hot Tea95. 00Ice Blended and DeliciousMocha125. 00 – 150. 00JavaChip145. 00 Double Chocolate Mint 135. 00 – 160. 00Chai Tea145. 00 – 170. 00Java Jelly145. 00 – 170. 00Classic Iced Tea90. 00 – 120. 00Naughty Toddy90. 00 – 110. 00Classic American Latte 100. 00 – 130. 00Americano95. 00 – 125. 00World’s Best Coffee MilkshakeClassic Javanilla Shake155. 00Milkshakes155. 00HOT, HSeattle’s Best Coffee LattesHot Classic American Latte90. 00 – 115. 00Caramel Latte110. 00 – 130. 00Vanilla Latte110. 00 – 130. 00Hazelnut Latte 110. 00 – 130. 00Almond Latte 110. 00 – 130. 00Raspberry Latte 110. 00 – 130. 00Seattle’s Best Coffee MochasClassic Mocha100. 00White Chocolate Mocha 120. 00 – 150. 00Raspberry Mocha Kiss120. 00 – 150. 00Almond Mocha Joy120. 00 – 150. 00| Espresso ClassicsCappuccino85. 00 – 110. 00Caffe Latte85. 00 – 110. 00Caffe Mocha95. 00 – 125. 00Espresso80. 00 – 125. 00Machiatto80. 00 – 125. 00Americano80. 00 – 105. 00Filtered Coffee of the Day75. 00 – 100. 00Espresso ExpressionsCaramelae110. 00 – 145. 00Mocha Caramelatte110. 00 – 145. 00White Chocolate Mocha110. 00 – 145. 00Chocolate Macadamia Latte110. 00 – 145. 00Irish Nut Creme110. 00 – 145. 00Very Vanilla Latte110. 00 – 145. 00Tea & ChocolateChai Tea Latte95. 00 – 125. 00Hot Tea85. 00 – 110. 00HotChocolate& Marshmallows115. 00 – 140. 00COLD DRINKSVery Vanilla Chiller135. 00 – 165. 00Creme Brulee135. 00 – 165. 00Cookies ‘n Cream125. 00 -150. 00Mint Chocolate Bomb125. 00 – 150. 00Cappuccino ChillersVanilla Caramel135. 00 – 165. 00Chocolate Macadami140. 00 – 170. 00Gourmet Iced ChocolatesStrawberries n’ Cream130. 00 – 155. 00Iced Chocolate130. 00 – 155. 00Over IceCappuccino Chiller115. 00 – 155. 00Iced Mocha115. 00 – 155. 00Iced Latte100. 00 – 125. 00Strawberry Smoothie135. 00 – 165. 00Mixed Berry Smoothie135. 00 – 165. 00Mango Smoothie135. 00 – 165. 00Tropical Coconut135. 00 – 165. 00Fruit ChillersStrawberry130. 00 – 150. 00Mango Chillers130. 00 – 150. 00| 6 4. 6 ADVERTISEMENT AND PROMOTIONS Marketing Tools| Program Activities| Expansion of Coffee Shop Branches| Figaro will expand its selected coffee shop branches by adding a â€Å"conference section†. Additional space needed will be rented and additional chairs, tables and conference room equipments such as projectors will be provided. Conference Section will be used by business executives and the like, on a rental per hour basis. These spaces will form part of the general area if not rented. Figaro will implement this plan on business cities like Makati, Ortigas and some parts of Quezon City. | Television for Entertainment| There will be Televisions on every branches of Figaro nationwide. This is to entertain customers through movies, basketball games etc. | Customer Advantage CardMagazine Advertisements| For every purchase a customer will earn points that can be converted to freebies like free tickets to movie houses upon reaching a certain point. Figaro will have a picture advertisement in Entrepreneur Magazine and other business magazines, advertising the â€Å"Conference Section† of Figaro. We will advertise on Lifestyle Magazines as well. | Newspaper Advertisements| Newspaper Advertisements in the form of pictures will also be provided in the leading newspapers in the Philippines during Sundays on Manila Bulletin and Philippine Star. We will also make press releases on these newspapers. | TV Show Segment Promotion| Figaro, after the successful implementation of the proposed expansion, will be featured in a TV Show where it can showcase it’s being â€Å"Second Comfort Zone†. | Social Networking Sites| Improvements to the official Facebook page will be made. Designs will be added based on the season- for example: Valentines, Summer, Christmas etc. Links to the official company website, official twitter account and to Figaro’s press releases will be provided. This page will also serve as a place where customers can post their comments and reviews. A twitter account will also be established. These networking sites will keep the online community informed regarding the improvements. | Leaflets| Leaflets will be made available on Figaro branches nationwide. | SECTION 5 OPERATING AND CONTROL SYSTEMS Figaro Support System From helping you secure your site to the thorough training of your employees, Figaro Coffee Company has a strong support system to aid you in the opening and ongoing operation of your business. a. Initial site assessment. b. Training in the Figaro System for the franchisee and the Initial branch staff. c. Site design and construction assistance. d. Comprehensive Store Operations Manual. e. An opening team assigned for the branch’s first month of operations. f. Continuous research and improvement of the Figaro product line. g. Regular field visits by the Figaro Operations Team to give in-site assistance.h. Continuous training programs. i. A network of regular communications with franchises. Pre-qualification The qualities we look for in a franchise include: 1. A passion for coffee and enthusiasm for the business. 2. A strict adherence to Franchise Standards, and a commitment of time and resources to the Figaro System. 3. A desire for a mutually beneficial business relationship. 4. The resources to invest a minimum of ? 5 to 7 million, depending on the business model most suitable to the site chosen by the franchise applicant. Application Process To get your own Figaro franchise system started: 1. E-mail a Letter of Intent containing name of interested party, expressing interest in a franchise and proposed site and location (if any) to Franchise Relations Manager: franchise@figarocoffee. com 2. Upon receipt of the Letter of Intent, we will schedule a Franchise Orientation Meeting with you to discuss the detailed procedures on how to secure a franchise. 3. Fill out the Franchise Qualification Form. 4. If qualified, you will be required to conduct a feasibility study of the selected site using our Market Study form.