Family Tie The Four Sides of Webster - Free Essay Example

Sample details Pages: 7 Words: 2147 Downloads: 4 Date added: 2019/02/15 Category Society Essay Level High school Tags: Family Essay Did you like this example? DNA, or deoxyribonucleic acid, is what makes everyone on earth unique. DNA can separate different groups of people, but it can also bring people together. In the travelogue Meeting the Family: One Man’s Journey Through His Human Ancestry, the author Donovan Webster discovers that he shares DNA with four different groups of people, including the Hadzabe Bushmen of Tanzania, Lebanese Arabs, tribal Uzbeks of central Asia, and Spanish Basques. Don’t waste time! Our writers will create an original "Family Tie: The Four Sides of Webster" essay for you Create order These groups are vastly different from one another, and yet they face similar issues. Each of these peoples must determine how to make a living in this contemporary world to survive. These groups, that all exist in one person, have had to face modern pressures and social issues to survive in the modern age, including finding clean drinking water, technological advancements, and violent terrorist organizations. The first part of Webster’s trip was the Great Rift Valley in Tanzania, home of the Hadzabe Bushmen. This is where he met Julius, a man whom he is distantly related to. Both men share the M168 marker. Julius showed Webster the way of life in the Hadzabe tribe. The Hadzabe people make a living by hunting and gathering. Julius said that they prefer to â€Å"live purely inside nature,† and not partake in manufacturing, farming or husbandry. Most parents do not send their children to school because they do not wish for their children to sleep under metal roofs. Even water is something they prefer to get from rivers or streams, although they have a cistern for water on their land that was built by the Tanzanian government. Since the water has gone through the metal, they prefer not to drink it. This purely natural lifestyle is quite unique to the Hadzabe people, especially when compared to the other three groups that Webster is related to. Hunting and gathering would not be considered a modern lifestyle by most people. Some people wonder why the Hadzabe continue to live this way even though the world is now full of new inventions and technologies. The explanation is simple: although not many people still hunt and gather, it is something that has worked for the Hadzabe people for hundreds, perhaps thousands, of years, so they do not feel the need to change. One could argue that their resistance to change is why the Tanzanian government protects the land the Hadzabe tribe lives on. With the huge population explosion and technological changes, the Hadzabe are left as some of the last hunter gatherers in Africa. The government feels that they need to protect their land to preserve their nearly extinct way of life and culture. One problem faced by the Hadzabe tribe is that other tribes such as the Datoga and the Masai are on their land illegally. This is a major problem for the Hadzabe because these other tribes are allowing their animals to graze in their fields, which takes away resources from the Hadzabe and drives away their game. To deal with this, Julius told Webster that he has gone to the Tanzanian government multiple times , but they still have yet to do anything about it. This is because the Datoga are more educated than the Hadzabe are, and they are more popular with the government. Having foreigners on their lands is a problem also faced by the Lebanese Arabs. The Lebanese have to deal with Israelis and Syrians crossing their border, and Palestinian refugees. The Datoga and Masai, and the Israelis, Syrians, and Palestinians cause different issues for other tribes they interact with; these issues put stress on the tribes and cause problems for them such as taking away resources and attracting violence from neighboring countries. Living in a world that is far more contemporary and modern than their own culture and lifestyle may pose problems for the Hadzabe, but they are continuing to try and have these issues resolved. When Webster first met Julius and was getting to know him, Julius said, â€Å"In some ways we must accommodate the outside world as it comes closer and closer to our home. But in other ways, we choose to leave the outside world alone. And this is fine too.† In saying this, Julius means that the Hadzabe will continue to preserve their way of life even in the face of change. Lebanon was a stark contrast to the Great Rift Valley of Tanzania. The hotel Webster stays in while he is in Beirut is a prime example of modernity in Lebanon because he is offered a choice of water or tea while checking in, which makes the hotel feel very welcoming and contemporary. This was not the case in Tanzania because they are already facing issues with just finding clean water, and tea would most likely be considered a luxury item. Also, the decorations and furniture the hotel used were very sleek and new age. Although the author’s hotel is in Beirut, Webster came to visit the Lebanese Arabs, who live in Baalbek and its Bekaa Valley. When Webster first arrived in Baalbek, he saw people working in fields, donkeys carrying woven baskets full of vegetables, and trucks full of potatoes, sugar beets, onions, and several other crops. Webster met a man in the Bekaa Valley named Mohamed, who farmed his land in the warm seasons and then moved back to Baalbek with his family in the winter. Mohamed said that although he does not do this, some people grow drugs such as marijuana and hashish to make money. Farming seems to be the most common way of earning a living among the Lebanese Arabs. Since they live so close to the valley, or in some cases in the valley itself, farming is the perfect choice for these people with land and farm resources being plentifully available. They were also possibly raised by farmers, so maybe they are just continuing their family practice. They, like the Hadzabe, live off the land, albeit in different ways. It is interesting that both Lebanon and Tanzania have groups of people that are slightly similar in lifestyle because they are two remarkably different countries in many aspects. Like the Hadzabe, the Lebanese Arabs are facing many different problems, but most of them are social problems. Mohamed told Webster that it had become harder to farm the lands in the Bekaa Valley, the reason being that it is owned and farmed mainly by non-Muslims who have more influence with politicians. Mentioned previously is another major issue that Lebanon faces: people of neighboring countries crossing their borders. Palestinian refugees are seeking asylum and moving to the southern regions of Lebanon. Since Palestine and Israel are less than friendly with each other, the Israelis also cross over and bring with them lots of violence. The Syrians cross over because they claim that they are trying to help establish peace. Unfortunately, Lebanon has been trapped in a cycle of violence that shows no signs of letting up. This violence is similar to what the Spanish Basques experience due to the Euskadi Ta Askatasuna, or ETA. The Spanish Basques face many kinds of threats from this terrorist group, and it causes many problems for them. One way that the Lebanese have tried to deal with this is by heavily arming themselves. Others try to ignore all the tension and violence and simply try to live peacefully, raise their families, and enjoy living in beautiful Lebanon. The next part of the trip brings Webster to Samarkand, Uzbekistan to explore the lives of tribal Uzbeks. Of all the places the author visits, Samarkand appears to be the most diverse in terms of ways to make a living. Webster mentions nomadic peoples, a factory, and an electricity plant. Golbor, Webster’s driver, says that some of the nomads sell carpets to make a living. They put new carpets that they have woven in the road so that cars runover them and make them appear older. New carpets are not as valuable as old ones, so doing this brings in more money for them to support themselves. Letting people run over carpets that they have woven by hand seems very counterintuitive, but it has clearly proven to be beneficial, otherwise they wouldn’t do it. When Webster finally makes it into the city, he meets a man named Dilshod. Dilshod offers to be his tour guide in exchange for money, a proposition which Webster eventually agrees to, albeit a little reluctantly. Tourism is how Dilshod earns a living. His father has been sick, he still lives at home, and there is a girl he wants to marry. With Dilshod, Webster meets a saleswoman in the local bazaar who sells him green tea and leaves from a tree that supposedly cures headaches. Commerce is the way that most people, people from all different walks of life, make their money. There are many ways to make a living in Samarkand, but there are also several issues in Samarkand. Recently, Samarkand has fallen on hard times both politically and commercially. An example of this is that the airport was closed to commercial flights. This hurts the economy and all industries in Uzbekistan, including the tourism industry that Dilshod is a part of. Being so out of favor has likely put immense pressure on Samarkand. One of these pressures is for the government accepting new ideas for their current system of government. The current type of government in Uzbekistan is a presidential republic, which is the same kind of government in the United States. Although they are a republic, they are also very authoritarian, meaning they have a pre sident, but there are no elections for the people to vote for who they want, and the president remains in power indefinitely. Uzbekistan could respond to this pressure to adapt their political system by gradually democratizing. They could do this several ways, such as holding elections for officials and creating set amounts of time for officials to serve. Doing this could help Uzbekistan regain both political and commercial favor. The final stop of this tour was Bilbao, Spain. This is where Webster has come to meet the last group of his extended family. Several decades ago, Bilbao was in rough shape due to trade boycotts that left their economy in shambles. Since then, they have been able to revamp their economy by focusing on tourism, communications, education, and advertising (Webster 263). All the careers from these industries are how people make a living in Bilbao. As mentioned before, the main problem faced by the Spanish Basques is the ETA. The ETA is responsible for many kidnappings and bombings in the area. (add sentence about why they are doing this) Webster spoke to two men who had very different opinions about the ETA. The first man, Federico, disliked the ETA and said that they are terrorists who do not solve any problems that they’re objecting to with their actions. Federico also said that are just destroying things and killing people because they are frustrated. Federico is justified in sa ying that the ETA is not solving problems, they are just creating more in a violent manner. The second man, Miguel, supported what the ETA is trying to accomplish, saying that they are just fighting for freedom to make their own choices in life. It is intriguing that there are two completely different opinions and yet they are both Basques, both from the same group with the same values. In an attempt to deal with the ETA, the Spanish government has implemented increased policing, as well as arresting some of the higher-ranking members of the ETA. Doing this has led to the weakening of the organization, but unfortunately the violent attacks have continued despite the efforts to suppress the ETA. The Hadzabe Bushmen of Tanzania, Lebanese Arabs, tribal Uzbeks in central Asia, and Spanish Basques all have their own ways of making a living. They also have a variety of modern pressures and social issues that they deal with in a variety of ways. All of these people live different lives because of the different circumstances they experience. Webster is one man who is tied to all four of these groups, and he learned to accept and embrace them all, despite their differences. If we all learn to realize this as well, then hopefully we will be able to be less judgemental of people who are different from us. ? Works Cited â€Å"Authoritarianism.† Wikipedia, Wikimedia Foundation, 13 Nov. 2018, en.wikipedia.org/wiki/Authoritarianism. Britannica, The Editors of Encyclopedia. â€Å"Authoritarianism.† Encyclopedia Britannica, Encyclopedia Britannica, Inc., 2 Nov. 2017, www.britannica.com/topic/authoritarianism. The Editors of Encyclopedia Britannica. â€Å"ETA.† Encyclopedia Britannica, Encyclopedia Britannica Inc., 2 May 2018. Web. 14 November 2018. https://www.britannica.com/topic/ETA â€Å"The World Factbook: UZBEKISTAN.† Central Intelligence Agency, Central Intelligence Agency, 6 Nov. 2018, www.cia.gov/llibrary/publications/the-world-factbook/geos/uz.html. Webster, Donovan. Meet the Family: One Man’s Journey Through His Human Ancestry. National Geographic, 2010. Print.

The Ethics Of The Bioethics - 1126 Words

Ethics makes many people nervous it shows that there is no right or wrong answer when it pertains to healthcare and the wellbeing of a patient. In the 1960’s, it was proven that bioethics was the cornerstone of ethical issues and all of them were driven by problems stemming from advances in medicine and biology. These issues were moving from the old ways of medical ethics which brought about bioethics to capture these complexities. Bioethics captured this wide net moving from intimate doctor relationships at the patient’s bedside to making public decisions regarding healthcare. Bioethics engages in debates when it concerns patient confidentiality and how the patient would want to be treated. This is why bioethics committees or consultation was introduced in the healthcare sector. They were brought about to ease the burden off of doctors and healthcare staff in regards to patients and family members when issues such as life sustaining and advance directives. They give the family members and opportunity to grieve when it is hard for them to let go of their loved ones. The committees made objective is for the benefit of the facility with an obligation to establish definite convenience between hospital staff and their patients. This brief interview will tell us what a bioethics committee does, how it functions and what it takes to make rational decisions and recommendations. The interviewer will also give insight as to what the chair person views would be beneficial as wellShow MoreRelatedThe Ethics Of The Bioethics1094 Words   |  5 PagesIntroduction. â€Å"Bioethics† has been used in the last twenty years to describe a study of ways in which decisions in medicine and science touch our health, lives, as well our society, and environment. 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Cost Control and Cost Reduction Essay Sample free essay sample

In the current economic clime. most administrations must confront up to a drawn-out period of utmost competition and support limitations. This is peculiarly the instance if the past few old ages have been focused on growing. service betterment or reorganization ( i. e. cost efficiency has non been a recent precedence ) . Such force per unit areas require an attack that reduces costs in a strategic. disciplined. and sustainable mode – delivered at gait. In our position serious cost decrease is far more than a loose collection of single. local activities. It is besides more than a finance undertaking. an operational undertaking or a localized procedure function undertaking. In our experience. successful cost decrease requires a programme attack. managed in full alliance with the corporate scheme. across all countries of the concern. It relies on an educated. intelligent argument that recognises the demand for alteration. the appetency for alteration and the ability to alter. Cost decrease is a challenging. high hazard activity. It must be recognised that cutting costs is a challenging. high hazard activity. that executed severely can at the really least neglect to present. and at worst significantly undermine an organisation’s concern ends and service unity. Once there is the acknowledgment that important cost decrease is necessary. there are a figure of booby traps administrations should avoid: Approach Draconian Top Down Reductions. Indiscriminate. arbitrary decreases. usually in staff or high profile undertakings. must be avoided. Such action is frequently driven by a desire to be seen to move. ( â€Å"We must make something – lets do this now† ) . without taking into history downstream impact. wider dependences or strategic impact. Inadequate Buy-in. Insufficient input. engagement and buy-in by employees who are best placed to place nest eggs and will subsequently hold to accomplish them. Design Over Analysis. Prolonged analysis of the chances. even on the obvious speedy wins. Analysis should be advanced to the point where the determination is clear. non to the point where no more analysis is possible. Enterprise Overload. Too many enterprises underway and planned. with assorted messages on why. when and how. taking to hapless bringing or important impact on business-as-usual activity. Big Bang. Too much trust on a little figure of big. complex undertakings. presenting benefits in the long term. This introduces a high hazard of failure or obsolescence. Result Strategy Delivery At-Risk. Cost decreases weaken the nucleus capablenesss required to accomplish specific strategic ends. For illustration. voluntary redundancy programmes can take to unintended harm to core service offerings. Musical Chairs. The amount of the promised head count decreases turns out to be far less than the net Group alteration in caput count. due to organizational alterations. ill-defined budget allotments. alterations from staff to impermanent resources etc. These are merely a choice of the assorted booby traps that can bechance major cost decrease programmes. These demand to be borne in head in set uping the attack. and come oning through the programme lifecycle. Eight Stages to presenting sustainable. strategic cost decrease. Our attack is built around the constitution of programmatic alteration. delivered through a high public presentation cardinal programme squad. working through a clear eight phase end-to-end procedure. There are many methodological analysiss a vailable in the market topographic point for cost decrease. but all excessively frequently these are focused on content creative activity and non the direction of the lifecycle. i. e all the manner through to delivered and audited cost nest eggs. The key. in our head. is to guarantee that the procedure starts early plenty by associating into the corporate scheme. and coatings tardily plenty – through to when benefits have been delivered. audited and sustained. The eight phases encompass: Review Corporate Strategy. Update and understand the relevant elements of corporate scheme for the cost decrease programme. Establish Cost Base. Construct a high degree apprehension of the organizational cost baseline. captured in a common definition and format. Set High Level Targets. Establish the operating and capital disbursement marks. that meet the senior stakeholder demands. yet remain executable in mention to the existent cost base. Map and Assess Cost Drivers. Make a elaborate cost dataset and associated cost drivers prosodies. to let insightful analysis of the organizational efficiency. Identify Current and Potential Initiatives. These can be identified from internal argument. cost driver informations crunching. external benchmarking. and external best pattern reappraisal. Prioritise A ; Optimise Initiatives. Filter. categorise. polish the enterprises. prioritise on value. timescale. hazard and so optimize overall portfolio. This recognises that the old measure will in all likeliness place many more enterprises than can realistically be managed. Manage. Deliver A ; Audit. Inaugural bringing. advancement coverage. programme confidence. cost decrease audit. Sustain A ; Adjust. Sustain cost decreases station bringing. Guarantee the administration learns and adjusts from the programme bringing. This attack has been built from the Moorhouse team’s experience in presenting complex programme alteration. including cost decrease programmes. across many sectors. Is the programme fit-for-purpose? As portion of this work. we have developed a simple diagnostic for any cost decrease programme planned or underway: Alliance. Is the cost decrease programme carefully targeted to guarantee that it aligns with. and complements. the organisation’s concern scheme. Data Driven. Is there a individual. checkered version of the fiscal and KPI informations. established as the baseline state of affairs and footing for ongoing measuring and comparing? Are cardinal determinations based on fact based analysis? Are at that place common coverage criterions? Programmatic. Is there an administration broad programme model established. supported. where the graduated table justifies. through a Cost Programme Management Office? Exhaustive. Has the programme reviewed every facet of the endeavor to place chances to intelligently cut down costs. instead than concentrate narrowly on staff decreases? Longevity. Has the sustainability of the possible cost decreases been assessed and cardinal enablers b uilt into the program. Balanced. Is the portfolio of cost decrease enterprises optimised so that it includes both speedy wins that provide short-run nest eggs and programme impulse. more acute alterations that improve the efficiency of the administration. and eventually more extremist longer term steps that go beyond efficiency nest eggs to rethinking both what is done and how value is created. Commitment. Is at that place full committedness and engagement of senior direction. through the full lifecycle? Assurance of the benefits bringing is critical One programme component with possibly greater relevancy than is usual is that of confidence – confidence of the programme attack and critically. of benefits bringing. That is to corroborate. through independent audit. that the programme end products have delivered existent nest eggs to the bottom line for the administration as a whole. and non merely moved cost from one section to another. Assurance will develop conformance across the programme every bit good as cross-sharing of the experiences of successful intercessions. Success depends on the right attack and lifecycle direction A ill thought through or incoherent aggregation of knee-jerk cost decrease undertakings will non merely cut down the possible benefits but can besides sabotage an organisation’s concern ends and service unity i. e. it has the possible to take you backwards. A programmatic attack to be decrease is. hence. critical. This ensures that a cost decrease programme generates lasting betterments in operating efficiency that are aligned with an organisation’s concern scheme ( as adjusted to reflect the economic conditions ) . When originating a cost decrease programme. administrations need to guarantee: The handiness of accurate. elaborate cost informations to underpin the programme. That there is a strong appetency for important challenge and alteration – backed by the committedness of senior direction through the life-time of the programme. That the programme is suitably resourced to pull off and present the cost decrease marks. With these pre-conditions and attachment to a disciplined attack. such as the one described in this article. administrations can place themselves non merely to run into the jussive mood of near-term cost decrease but besides to emerge as more efficient. nimble concepts ready for the unanticipated challenges of tomorrow.

Krispy Kreme Swot Analysis free essay sample

First, we will observe the operational characteristics of KKD. These factors will show positive indications of growth in Krispy Kreme. We will look at how many stores they have currently, how many they are planning to add (in the U. S and internationally), and the training and technology that differentiates them from others in the QSR industry. We then will evaluate the performance metrics, such as inventory turnover and days of inventory ratios, to compare how KKD compares to their competition. In order to find out how efficient Krispy Kreme is operating, our group intends to dentify where the QSR is positioned according to the industry life cycle. We will observe the SWOT analysis, then we will analyze their competitors to see where KKD stands in relation. This will give us the basis to develop recommendations about their current strategies. We begin the â€Å"SWOT† analysis by assessing KKD’s strengths, weaknesses, opportunities, and threats. We will write a custom essay sample on Krispy Kreme Swot Analysis or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page II.   The following SWOT analysis is intended to examine KKD’s internal strengths and weaknesses so we can link them to external opportunities and threats with the aim of developing a strategy they should pursue. Strengths are characteristics of the business or project that give it an advantage over other competitors. As a global organization, KKD has become a household name as they’ve branched into grocery and convenience stores and made doughnuts readily accessible. KKD offers a product that cannot be matched by any competitors when referring to taste, freshness, and the finest ingredients. Their affordable, high-quality doughnuts create a strong visual appeal and one-of-a-kind taste. Some of the key strengths offered by KKD are: * You are able to get a fresh out of the oven doughnut in the store. Consumers are allowed to watch the process of the doughnuts being made and can buy doughnuts immediately after they are made so they are as hot and fresh as possible. * KKD is a vertically integrated company. They use specialized doughnut making equipment and specific doughnut mixes in each store. Vertical integration ensures a very high-quality product. * Market research shows appeal extends to all major demographic groups including age and income. * Consistent expansion: Krispy Kreme is now in 21 countries. * Product sold at thousands of supermarkets, convenience stores, and retail outlets through U. S. This raises product awareness to the maximum number of target consumers. * Fundraising: Organizations are able to use Krispy Kreme for fundraising. They allow consumers to use their donuts to help raise money for different philanthropies. (Ex: Krispy Kreme run) * Offers free doughnut day once a year to increase sales. This day allows people who have been reluctant to spend money on the donuts to get a free taste and therefore increases their amount of consumers.   Weaknesses are characteristics that place the firm at a disadvantage relative to others. Some apparent weaknesses Krispy Kreme might have are: * Limited amount of â€Å"healthy† selections. * Limited menu: Lack Breakfast items. * Limited amount of non-snack food items. * Not innovative. * No major advertising: 100% reliance on reputation. * Opening additional locations but no focus on increasing current store performance. * International differences/preferences. * Lack of knowledge of what the customer wants (demographics, psychographics, behavioral segmentation). Most internationally located stores purchase their ingredients from local merchants rather than the Krispy Kreme Supply Chain. If KKD can find a cost effective way to provide these ingredients, they can capitalize on supply chain efficiencies to make a profit. Some opportunities for Krispy Kreme to leverage for growth would include: * Emerging markets and expansion abroad: International expansion has proven to bring better returns than expanding domestically. Asia and the Middle East both offer KKD a good market because of high levels of consumer sweet goods consumption and the popularity of Western brands in these International markets. Partnerships with sports teams and convenience stores. * Development of new menu items. * Add breakfast/healthier options to compete more directly with Dunkin Doughnuts, etc. * Innovation. * Product and services expansion. * Local open kiosks and in-store locations in airports, bookstores, and other retail outlets. * Product Diversification. New Mark ets. * Significant co-branding opportunities with local sports teams and movie theaters. * Increased snack consumption: During the past 20 years, more Americans are going out to eat. In today’s busy world, there is less time to prepare meals anymore. KKD believes there’s an opportunity in this trend that will increase the growth of doughnut sales.   Threats to an organization are described as elements in the environment that could cause trouble for the business or project. Some threats facing Krispy Kreme are: * Competition: Only 694 KKD stores compared to 10,000 Dunkin Donuts and 20,000 Starbucks Increasing competition from large and small doughnut chains, Krispy Kreme market share erodes slightly in highly competitive markets. * Price Wars: In the doughnut and pastry shop ndustry, price wars are generated in attempts to take away revenue from other restaurants and sustain growth. * Economic slowdown: External changes (government, politics, taxes, etc. ) * Ordering through the Internet: More and customers are ordering online, but Krispy Kreme does not offer online ordering of their donuts. They offer accessories online, such as coffee mugs and t-shirts. Dunkin Donuts offers more accessories including coffee, but no donu ts. * Healthy food trends: Krispy Kreme must constantly be aware of substitute products from many different areas of the market place. Such substitutes demanded today include healthier menu items include zero trans fats in all products. Going organic or using 100% natural ingredient items. III. INDUSTRY ANALYSIS Operational Characteristics Today, Krispy Kreme and its one-of-a-kind â€Å"Hot Light† which is a light that hangs inside the store window for people to know when the doughnuts have just come out of the oven. This â€Å"Hot Light† can be found in approximately 694 locations around the world and is in 234 locations in the United States. In 2002, KKD shipped their first international load of doughnut mix to Australia, and since then have added locations in over 20 countries. All KKD ingredients and store supplies are shipped from the company’s distribution warehouses in NC, IL, and CA. The KKD distribution center supplies all of the products needed to operate retail stores, from doughnut ingredients (mix, filling, glaze, sprinkles, etc. ) to cleaning supplies and uniforms. Production is done in the factory stores and completely automated, which cuts overhead costs and provides consistency in the products. KKD shops generally operate seven days a week, excluding some major holidays. Traditionally, domestic sales have been slower during the winter holiday season and the summer months. KKD opened five new company operated small retail shops in fiscal 2012 and three new company-operated shops in fiscal 2011, all of which were hot shops. They plan to open five to ten small retail shops in fiscal 2013, consisting mainly of small factory stores, all in the Southeastern United States. In the past three years, they have opened 92 stores (See Figure II). The ability to accommodate a drive-thru window is an important characteristic in most new shop locations, including both factory stores and satellite shops. Of the 85 shops, which serve on-premises customers, 79 have a drive-thru. Traditional factory stores generally are located in freestanding suburban locations generally ranging in size from approximately 2,400 to 8,000 square feet. The average size is 3,000 square feet. The stores typically have the capacity to produce between 2,800 and 16,000 dozen doughnuts daily. KKD is also investing in more technology to support the business. In 2012, KKD purchased new point-of-sale hardware for all of the company stores and implemented a new computer hardware system for all company and franchisee locations. KKD encourages team members to be courteous, helpful, knowledgeable and attentive, focusing intently on employee training. High levels of customer service and the maintenance of quality standards are enforced by frequently monitoring stores through a variety of methods, including random quality audits, known as â€Å"mystery shoppers† and a toll-free consumer telephone number. KKD offers a comprehensive manager training program for every position in the store, covering the critical skills required to operate a Krispy Kreme store and a training program. The manager-training program includes classroom instruction, computer-based training modules and in-shop training. The main competitors for Krispy Kreme are other quick service restaurants, such as Dunkin Donuts, Starbucks, Panera Bread, and Einstein Noah Bagels. Performance Metrics A company can measure its minimum inventory investment by its inventory turnover. This is the level of customer demand satisfied by the supply on hand. The inventory turnover tells an organization how many times they sell through the entire inventory in one year. The average day’s supply of inventory that is on hand tells you how many days your current inventory will last based on your sales levels. If a company is short on inventory, the warehousing costs will be lower, but there’s a risk of running out. In order to figure these values you need to figure your average inventory and know your costs of goods sold for the year. For the past three years (since 2010) Krispy Kreme has an inventory turnover ratio of 21. 26. They have average days where inventory is 16. 89 (see figures III and IV). Industry Life Cycle Most businesses evolve from the introduction stage, to the growth stage, maturity, and decline. It is important to understand the evolution of the Quick Service Restaurant (QSR) Industry that KKD competes in to accurately assess the strengths, weaknesses, opportunities, and threats speeding or slowing the firm’s growth. The introduction stage is dominated by the marketing of an innovation for the first time. Competition is minimal and returns are negative, as most companies must catch up on their investments in Ramp;D, marketing, and manufacturing. The growth stage is characterized by high profits and competition. During this stage organizations begin to differentiate their products based on value and quality. The maturity stage shows high sales accompanied by very strong price pressures. Profit margins often shrink as the customers begin to see the product as homogenous (always the same). The decline stage is shown by reduced profits and many companies have to decide whether to stay in the industry or cut their losses. Based on these key factors, we believe the QSR industry is in the maturity stage of the industry life cycle. This is due to a low level of innovation, fluctuating profit margins, and global expansion. IV. RECOMMENDED   Krispy Kreme must remain competitive in the Quick Service Restaurant (QSR) Industry. To be effective at this we believe the first thing they should focus on cost leadership. Cost leadership is based on high volume sales of low margin products/services (i. e. Wal-Mart). To achieve this, KKD must focus on increasing their sales. This can be done by analyzing their target market’s key buying habits at the lowest cost to Krispy Kreme. Next, KKD should decrease their prices and adjust Ramp;D, marketing and manufacturing to create a cost gap so they can save some money. KKD can leverage their economies of scale (complete automation of the doughnut making process, added capacity, and TQM) to create a long-term sustainable cost gap. We believe if KKD executives focus on cost leadership in the QSR industry, the company will benefit from increased revenues, retail operations, and increased interest in the brand name of Krispy Kreme.