Market Economy Essay Example | Topics and Well Written Essays - 1250 words

Market Economy - Essay Example Along these lines, the market will just rely upon the evaluating, which influences their recurrence for request of certain items. For example, when a few costs of certain products are decreased, the clients could demand expanding the amount popular. This method could be utilized by business sectors to shape their interest for items in the market, contingent upon the market view of the items and evaluating (Gregory and Robert 2004).â to a limited extent A, there is have to have an attention on the gave information, which would be utilized in plotting the interest bend. Given the condition P = 10 †0.5 Q, there ought to be an expressed satisfactory evaluating and amount that will be utilized by the buyers. The estimating will directly affect the amount sought after, as they are firmly related. Utilizing the present cost of ? 6.50, the condition will be indicated as follows; P = 10 †0.5 Q This will be trailed by a replacement of the value, which is P ? 6.50 = 10 †0.5 Q 6 .50 †10 = - 0.5 Q - 3. 50 = - 0.5 Q 3. 50 = 0.5 Q 2 *3. 50 = 0.5 Q *2 7=1Q Q = 7 When the evaluating of the home brew club is at ? 6.50, the participation as per the previously mentioned condition will be seven. This implies, the participation will be at 7, when the estimating is at ? 6.50. Utilizing the above condition, there is a potential bend that could be determined, given the evaluating range from ? 0 to ? 10. The valuing and participation will have change, contingent upon the bend and inclination of the interest. For example, numerous individuals will build their participation when the valuing is low. estimating amount 0 20 1 18 2 16 3 14 4 12 5 10 6 8 7 6 8 4 9 2 10 0 In plotting an interest plan, there are different contemplations that ought to be considered. The First factor is the evaluating of the home brew club. The subsequent thought is the interest for the administrations of the home brew club. At the point when the cost of the club is at 10, there would be a pot ential zero participation. In any case, when the cost of the club is at 0, the participation is probably going to be at 20. The flexibility of the home brew club is clear in their evaluating. The most noteworthy evaluating is meant at 10, which brings a zero participation. Notwithstanding, when the club chooses to decrease its valuing to zero, the participation will be full at 20. To improve a reflection on the elast5city of the club in evaluating, there is have to concentrate on the harmony point. The harmony point is the place the lines block. This is the point at which the cost is at ? 6, and the participation will be signified at 8. To a limited extent B, there are a few contemplations that could be utilized to roll out the great improvements in the valuing and interest for the administrations of home brew club. In the principal occasion, when a substitute club starts a decrease of the evaluating from ? 5 to ? 4.50, there are potential changes that could be found. Since home bre w is charging ? 6.50. With two visits to home brew club, the client will spend ? 13.00. Nonetheless, heading off to the substitute charging ? 4.50 will be ideal as the client would make three visits which will be charged a ? 13.50. ? 5.00 ? 4.50 2 3 In this chart, it is apparent that an individual would lean toward three visits to a substitute club, than spend the proportional on two visits top home brew club. In the subsequent situation, there is an adjustment in the yearly salary which is a 10 percent expansion. With such an expansion, there is a potential increment in the

Optimism Speech free essay sample

â€Å"So†¦what would you say you are searching for? † The sales rep says to me. Out of nowhere, I see this charming shirt toward the side of my eye. Before I could even mention to her what I needed to take a stab at, she looked at me straight in the eye and stated, â€Å"I don’t figure you can fit in our clothing†¦Ã¢â‚¬  I looked at her straight in the eye, to make sure she can see my failure and hurt. Would you like to know what I said? Alright. No doubt, that’s what I said. I wager that set her in her proper place. â€Å"So†¦how do you hope to fit into a prom dress? † I replay that again and again in my mind. How was I expected to fit in a prom dress? Size 0 in pants. Gracious no doubt, that was anything but difficult to track down. On the off chance that you make an interpretation of it into the children area. Take a stab at looking for dress. â€Å"Oh, that’s charming. We will compose a custom exposition test on Idealism Speech or then again any comparative point explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page † You state to yourself. You go give it a shot, and BAM! It would appear that a potato sack with sleeves. What do you do? In the event that you’re like me, and you despise individuals criticizing your weight, you’ll return home and eat each unfortunate thing you have in sight. You know the feeling†¦that scrumptious bit of chocolate cake you made your cousin for her birthday? That may be passed when you finish your sack of potato chips. The following day I wake up and grin. I feel increasingly filled, and I feel confident. I stroll into the washroom and onto the scale†¦the numbers were dishearteningâ€95. lbs. I moaned as I ventured of the scale. I investigate the mirror and look at my stomach. Level. Clearly, that’s not the issue, yet in the event that dozing spoils my weight, I wonder what strolling does. I’ve conversed with my companions about this, too. Envision you informing your closest companions regarding how you’re attempting to get fit as a fiddle, rather than agonizing over your weight. At that point abruptly, you get hindered by another cohort, â€Å"You don’t need to work out! You’re a twig! † It might appear to be a commendation, however they don’t realize that I’d love to arrive at 100 lbs. before I graduate. Be that as it may, I understood something†¦something important.As I was lying in my bed ( which was normally the time I’d be somewhere down in thought, considering about the marvels of life) I went over all the weight affronts I’ve got in my mind. At that point I reached the conclusionâ€what on the planet am I doing? I strolled into my wardrobe and selected a shirt and checked the brand. Recall that store where the woman said they wouldn’t have my size? Well look here. A shirt with the brand name on top of it. I got somewhat more cheerful. The following day, I proceeded to take a stab at prom dresses. I took a gander at the photos I took on my telephone. Who says I can’t locate a dress? Furthermore, that night I stepped on the scale once and for all. 7 lbs was the outcome. Prepare to be blown away. I didn’t give a flying huge estimated shirt, medium dress, or size 3 jeans the amount I gauged, in light of the fact that I realized I was sound. Confidenceâ€the confidence to succeed. Optimismâ€the inclination to anticipate the most ideal result; to wish to succeed; positive. It’s something I didn’t have. I didn’t have that individual attribute that individuals could convey so well. Optimism†¦I never truly comprehended the significance. Particularly when composing this discourse. At the point when found out about the discourse, I solidified. My psyche flew back to sixth grade. The day I needed to do my first discourse. My brain was hustling, directing sentiments toward myself like â€Å"I got this, man.I got this. I’m going to do this, I’m going to do extraordinary, this will be sweet, and†¦. gracious god, goodness god, I’m going to fall flat. I’m going to suck. † Those equivalent things went through my head as I was composing this. In any case, at that point I recalled that I COULD really do this. That is to say, how hard would it be able to be? Remaining before your classmates†¦being judged†¦on each move you make†¦okay, it’s not THAT genuine. I understood that about seven days back. What am I stressed over? This discourse showed me somethingâ€with positive thinking, I can get assurance. Also, with that assurance, I can do extraordinary things, and even locate a charming shirt in a size little.

GuideSpark

GuideSpark INTRODUCTIONMartin: Hi, today we are in Menlo Park in the GuideSpark office. Keith, who are you and what do you do?Keith: So I’m Keith Kitani and I’m the CEO and one of the co-founders of GuideSpark, a company that is really designed to help organizations communicate and connect with their employees better through video and mobile communications.Martin: And what did you do before? Because you‘ve had something like a really rollercoaster life over the last fifteen years or so.Keith: Exactly. It’s my second startup. I was originally, a long time ago an electrical engineer but went back to business school and changed my direction. But I started a company in the late nineties, it was a company called Presedia that we sold Macromedia that was then bought by Adobe and that was Adobe Connect so it was really in the eLearning and communication space and decided that while I loved Adobe and that company that I wanted to start over and so we started this company 2008.Martin: How did yo u come up with the idea for GuideSpark?Keith: Well, I’d like to tell you that I just came up with it one day and all of a sudden it was rocket ship but unfortunately that wasn’t the case. So we started this company in 2008 and originally around the idea of helping people with financial education and financial health but that was right before the recession and that was not a great time to sell wellness products. So that was a tough time for a couple of years.But what ended up happening is we started talking to customers and customers really pointed us in a direction about helping them communicate better with their employees, around things like benefits and compensation programs. And so the way we came up with the idea overnight is that we kept listening to customers over the years of time and finally realized we had a big huge market opportunity and really around 2012 the company really started to grow very fast.Martin: Especially yourstory’s very interesting because you did a big pivot of your business model. Can you elaborate on how the business model was looking before and after?Keith: So, we were in an area of financial health, of financial education and financial wellness and that’s a business actually we are back in but at the time it was not a great time for HR. So we were actually running out of cash so we had to really find a business that we could really have that would sell to customers. So we talked to a lot of prospects and customers and found that they had this need to communicate more effectively around benefits and compensation. So they spent a ton of money here in the US on benefits and it’s hard for employees to really understand the value of those programs and so we were able to create video and mobile education around it and it worked well.BUSINESS MODEL OF GUIDESPARKMartin: Let’s talk about your business model for GuideSpark. Basically and currently who are your customers and what type of value proposition are you doing to them? Keith: We have an interesting customer base that has been around different startups and companies. But our customer base â€" we have over 600 customers, they range in size from 100 employees all the way up to the large Fortune 10 companies. And in fact we’re now in 20 percent of the Fortune 500 so it doesn’t matter what size company you are.The other thing interesting about our business is that we have almost every industry; so we have city governments, we have high tech companies, we have trucking companies, we have mining companies, we have pretty much every industry. And so if you think about it, every company has employees, every company has to communicate to those employees and we’re really starting to hit all of those different people.Martin: Mainly in the US because of the different kinds of regulations for benefits?Keith: Yes, so we’re US-based but we’re supporting some of our multinationals internationally. But the real value proposition is if you think about how companies communicate today, it’s really the same way they’ve been doing it for the last ten, twenty, fifty years. It is employee manuals, it’s PowerPoint presentations, it is long text emails and if you think about how you connect and get information in your daily lives it’s probably video, mobile, interactive. And so what we’re doing is really helping companies transform their traditional communications into these new forms of communication that really are more effective in engaging employees.Martin: And do you see some kind of increase in conversion rates from showing employees that information and then to really sign up to a specific benefit program?Keith: Absolutely, that’s one of our key value propositions but there are a lot more value propositions around that. So increased participation in programs is one of them but also reduced call center time, reduced travel, there are a lot of different opportunities that have been incredibly valuable for corporate companies to utilize.Martin: After you pivoted the business, how was it like to acquire the first customers? How did you tackle them?Keith: The way we pivoted the business and it’s interesting when people say ‘pivoted’, it feels like it should be a sharp turn. And for me it took a while because for many years we were telling every investor, every employee, every customer how financial wellness is the greatest thing in the world, so it takes a little while. Because we were listening to customers it actually wasn’t that hard to actually get them to sell because they would tell us what they wanted and then like any small company would say, “Hey that’s great that’s what we do”, as we started to sell it and started really to refine that offering and that value proposition.Martin: Did you first focus only on the Bay area in terms of customers or did you say, “Okay, let’s sell it nationwide?”Keith: So what I would say is for the first year or so we focused on the Bay Area but very, very quickly we realized it didn’t matter where you are. You are a company, you need to communicate and so we quickly grew all across the country because we’re able to really access them through telephone.Martin: How are you currently managing the customer relationships and trying to re-nurture them? So are you doing something like conferences with them or monthly walk-ins or steady calls?Keith: We do a variety of things: we certainly have an annual customer conference. But we also have a customer success team and our customer success and account management team check in at least quarterly with our customers to really you start doing business reviews because our goal is to make sure that our solutions adding value to their business. We are subscription-based model and so if we’renot continuing adding value they’re going to cancel. So it’s very important for us to constantly be in contact with them to make sure that our system and our solution is adding value to that them and their business.Martin: So you said that you’re based on a subscription model, how did you decide how to price your model?Keith: That’s always the hardest question when in a new market. Generally, if you’re in a market that already exists you can start to price off other people. But what I would say is it was kind of iterative. We had an idea of what this might cost and then you start to test in the marketplace and try to get an understanding of our value. And so we’ve been able to arrive at a good place in terms of different prices for different company sizes and different sizes of library.Martin: So over the last 18 to 24 months you’ve been growing extremely fast, did you perceive any types of growing pains or some obstacles that you say, “Wow, that was really hard for us. And this is how we solved it.”Keith: Solving it, seems like we’re constantly growing so I’m not sure if we fully solved it. To give you an idea in the last three years we’ve grown fro m about 10 employees to three hundred and so you can imagine that there are growing pains every step of the way there and it’s systems and processes that break. The other thing that’s hard is also people. If you think about their skill sets, initial managers two years ago would have teams of two or three people, and now they could have 15 and it’s a totally different job, totally different skill set. And so for us it’s really making sure that we’re examining each stage of our business what’s right at that stage. And it can be tough because you have processes that you just implemented and you sit back and go, “Well maybe that’s not the right one” or you have a system that breaks.I mean this funny story that I always talk about is we found out that our payroll vendor had a maximum capacity of a hundred and fifty paychecks and how did we find that out? We ran a hundred and fifty-two. But when I first started with that payroll company last thing I was thinking about is what’s your maximum and you just run some paper checks and then you can find a new system. So I think it’s been a lot of kind of learning along the way. But the key thing for us is to make sure you realize that that’s part of what your business is that you can’t be too locked in because of that growth rate you have to constantly realize that business is going to change, systems are going to change, processes going to change and people have to grow and evolve.Martin: You’re mainly based in the Bay Area but you have other offices, so how are you trying to solve the recruiting issues that you’re currently facing because in the Bay Area because the unemployment seems to be very low. What kind of measures are you taking to raise offers for extending your growth?Keith: We’ve been very successful in getting people to join here in the Bay Area but it’s incredibly competitive. And so what we’ve done is we’ve selectivelyadded some offices, so we have a Boston office and a New York office primarily for sales. That’s not only for us to attract great people but also a lot of customers on the East Coast and so it’s a great opportunity for us to grow there. And we just added Portland so we wanted to addâ€" one of the other types of roles we have today are for designers and writers and a lot of creative people and so we’re adding office up to Portland and planning a big presence there. So all of those will supplement the Bay Area, we think talent here is just great place for us but we also needed to realize that we have a huge growth targets and we’ve got to complement elsewhere.Martin: And are you also planning to enter international clients because from my understanding the benefit system or the offerings are very country or regional specific and so once you’d like to enter India or China or some other country, I would guess you would need to produce a new content?Keith: So we do support multinationals. So we have companies like Adobe, where w e support them internationally. So we have different content for each of their regions so somebody in Japan see something different than US, somebody in the UK see something different than in India. So we already have that model and we could translate content to about 15 different languages but realize that benefit programs are different, compensation programs are different but communication is still necessary no matter what language or what country you’re in.ADVICE TO ENTREPRENEURS FROM KEITH KITANI In Menlo Park (CA), we meet CEO and Co-Founder of GuideSpark, Keith Kitani. Keith talks about his story how he came up with the idea and founded GuideSpark, how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Hi, today we are in Menlo Park in the GuideSpark office. Keith, who are you and what do you do?Keith: So I’m Keith Kitani and I’m the CEO and one of the co-founders of GuideSpark, a company that is really designed to help organizations communicate and connect with their employees better through video and mobile communications.Martin: And what did you do before? Because you‘ve had something like a really rollercoaster life over the last fifteen years or so.Keith: Exactly. It’s my second startup. I was originally, a long time ago an electrical engineer but went back to business school and changed my direction. But I started a company in the late nineties, it was a company called Presedia that we sold Macromed ia that was then bought by Adobe and that was Adobe Connect so it was really in the eLearning and communication space and decided that while I loved Adobe and that company that I wanted to start over and so we started this company 2008.Martin: How did you come up with the idea for GuideSpark?Keith: Well, I’d like to tell you that I just came up with it one day and all of a sudden it was rocket ship but unfortunately that wasn’t the case. So we started this company in 2008 and originally around the idea of helping people with financial education and financial health but that was right before the recession and that was not a great time to sell wellness products. So that was a tough time for a couple of years.But what ended up happening is we started talking to customers and customers really pointed us in a direction about helping them communicate better with their employees, around things like benefits and compensation programs. And so the way we came up with the idea overnight is that we kept listening to customers over the years of time and finally realized we had a big huge market opportunity and really around 2012 the company really started to grow very fast.Martin: Especially yourstory’s very interesting because you did a big pivot of your business model. Can you elaborate on how the business model was looking before and after?Keith: So, we were in an area of financial health, of financial education and financial wellness and that’s a business actually we are back in but at the time it was not a great time for HR. So we were actually running out of cash so we had to really find a business that we could really have that would sell to customers. So we talked to a lot of prospects and customers and found that they had this need to communicate more effectively around benefits and compensation. So they spent a ton of money here in the US on benefits and it’s hard for employees to really understand the value of those programs and so we were able to crea te video and mobile education around it and it worked well.BUSINESS MODEL OF GUIDESPARKMartin: Let’s talk about your business model for GuideSpark. Basically and currently who are your customers and what type of value proposition are you doing to them?Keith: We have an interesting customer base that has been around different startups and companies. But our customer base â€" we have over 600 customers, they range in size from 100 employees all the way up to the large Fortune 10 companies. And in fact we’re now in 20 percent of the Fortune 500 so it doesn’t matter what size company you are.The other thing interesting about our business is that we have almost every industry; so we have city governments, we have high tech companies, we have trucking companies, we have mining companies, we have pretty much every industry. And so if you think about it, every company has employees, every company has to communicate to those employees and we’re really starting to hit all of those dif ferent people.Martin: Mainly in the US because of the different kinds of regulations for benefits?Keith: Yes, so we’re US-based but we’re supporting some of our multinationals internationally. But the real value proposition is if you think about how companies communicate today, it’s really the same way they’ve been doing it for the last ten, twenty, fifty years. It is employee manuals, it’s PowerPoint presentations, it is long text emails and if you think about how you connect and get information in your daily lives it’s probably video, mobile, interactive. And so what we’re doing is really helping companies transform their traditional communications into these new forms of communication that really are more effective in engaging employees.Martin: And do you see some kind of increase in conversion rates from showing employees that information and then to really sign up to a specific benefit program?Keith: Absolutely, that’s one of our key value propositions but there are a lot more value propositions around that. So increased participation in programs is one of them but also reduced call center time, reduced travel, there are a lot of different opportunities that have been incredibly valuable for corporate companies to utilize.Martin: After you pivoted the business, how was it like to acquire the first customers? How did you tackle them?Keith: The way we pivoted the business and it’s interesting when people say ‘pivoted’, it feels like it should be a sharp turn. And for me it took a while because for many years we were telling every investor, every employee, every customer how financial wellness is the greatest thing in the world, so it takes a little while. Because we were listening to customers it actually wasn’t that hard to actually get them to sell because they would tell us what they wanted and then like any small company would say, “Hey that’s great that’s what we do”, as we started to sell it and started really to refine that offering and that value proposition.Martin: Did you first focus only on the Bay area in terms of customers or did you say, “Okay, let’s sell it nationwide?”Keith: So what I would say is for the first year or so we focused on the Bay Area but very, very quickly we realized it didn’t matter where you are. You are a company, you need to communicate and so we quickly grew all across the country because we’re able to really access them through telephone.Martin: How are you currently managing the customer relationships and trying to re-nurture them? So are you doing something like conferences with them or monthly walk-ins or steady calls?Keith: We do a variety of things: we certainly have an annual customer conference. But we also have a customer success team and our customer success and account management team check in at least quarterly with our customers to really you start doing business reviews because our goal is to make sure that our solutions adding value to their business. We are subscription-based model and so if we’renot continuing adding value they’re going to cancel. So it’s very important for us to constantly be in contact with them to make sure that our system and our solution is adding value to that them and their business.Martin: So you said that you’re based on a subscription model, how did you decide how to price your model?Keith: That’s always the hardest question when in a new market. Generally, if you’re in a market that already exists you can start to price off other people. But what I would say is it was kind of iterative. We had an idea of what this might cost and then you start to test in the marketplace and try to get an understanding of our value. And so we’ve been able to arrive at a good place in terms of different prices for different company sizes and different sizes of library.Martin: So over the last 18 to 24 months you’ve been growing extremely fast, did you perceive any types of growing pains or som e obstacles that you say, “Wow, that was really hard for us. And this is how we solved it.”Keith: Solving it, seems like we’re constantly growing so I’m not sure if we fully solved it. To give you an idea in the last three years we’ve grown from about 10 employees to three hundred and so you can imagine that there are growing pains every step of the way there and it’s systems and processes that break. The other thing that’s hard is also people. If you think about their skill sets, initial managers two years ago would have teams of two or three people, and now they could have 15 and it’s a totally different job, totally different skill set. And so for us it’s really making sure that we’re examining each stage of our business what’s right at that stage. And it can be tough because you have processes that you just implemented and you sit back and go, “Well maybe that’s not the right one” or you have a system that breaks.I mean this funny story that I always talk about is we found out that our payroll vendor had a maximum capacity of a hundred and fifty paychecks and how did we find that out? We ran a hundred and fifty-two. But when I first started with that payroll company last thing I was thinking about is what’s your maximum and you just run some paper checks and then you can find a new system. So I think it’s been a lot of kind of learning along the way. But the key thing for us is to make sure you realize that that’s part of what your business is that you can’t be too locked in because of that growth rate you have to constantly realize that business is going to change, systems are going to change, processes going to change and people have to grow and evolve.Martin: You’re mainly based in the Bay Area but you have other offices, so how are you trying to solve the recruiting issues that you’re currently facing because in the Bay Area because the unemployment seems to be very low. What kind of measures are you taking to ra ise offers for extending your growth?Keith: We’ve been very successful in getting people to join here in the Bay Area but it’s incredibly competitive. And so what we’ve done is we’ve selectivelyadded some offices, so we have a Boston office and a New York office primarily for sales. That’s not only for us to attract great people but also a lot of customers on the East Coast and so it’s a great opportunity for us to grow there. And we just added Portland so we wanted to addâ€" one of the other types of roles we have today are for designers and writers and a lot of creative people and so we’re adding office up to Portland and planning a big presence there. So all of those will supplement the Bay Area, we think talent here is just great place for us but we also needed to realize that we have a huge growth targets and we’ve got to complement elsewhere.Martin: And are you also planning to enter international clients because from my understanding the benefit system or the offerings are very country or regional specific and so once you’d like to enter India or China or some other country, I would guess you would need to produce a new content?Keith: So we do support multinationals. So we have companies like Adobe, where we support them internationally. So we have different content for each of their regions so somebody in Japan see something different than US, somebody in the UK see something different than in India. So we already have that model and we could translate content to about 15 different languages but realize that benefit programs are different, compensation programs are different but communication is still necessary no matter what language or what country you’re in.ADVICE TO ENTREPRENEURS FROM KEITH KITANIMartin: Keith, let’s talk about the learnings that you generated from your first two companies, maybe there were some other companies. What have been your major learnings?Keith: There’s a long list of learnings and mostly learned th e hard way. I touched on one of them already. I think the key is  to always be open to change. I think when you’re in business and business is growing and especially at the early stages you have to be very flexible. We had to pivot our business now at this chief growth stage we have to really make sure that our systems and processes are right and constantly re-look. I think one of the key things is to always be flexible.The other one for me is, you know,  you’ve got to be passionate about what you do  and you got to really realize it’s a long road. In GuideSpark here, the first four years we had almost no growth. I was telling you earlier we went from zero to four employees in the first three years. And it was like three to four employees and that’s all we had. And then all of a sudden, we took off. I think it’s about being passionate about what you want to go accomplish and sticking with it. Entrepreneurship can be hard at times.Martin: What do you like most about entrepr eneurship?Keith: I really like building, building products, building teams, building organizations. I think I’ve loved being at a larger companies like Adobe but I just get excited about building something new and that’s what I’m get to do here at GuideSpark. It’s fantastic, I love what I’m doing.Martin: Great. Keith, thank you so much for your time and sharing. It was a pleasure.Keith: Thank you.Martin: And next time if you’re thinking about what should you do next and you really enjoy entrepreneurship, just go out there and build a great company. Thank you.

Public Expenditure and Economic Growth in India - 13502 Words

PUBLIC EXPENDITURE AND ECONOMIC GROWTH WHAT IS PUBLIC EXPENDITURE? MEANING: Public expenditure refers to Government expenditure i.e. Government spending. It is incurred by Central, State and Local governments of a country. Spending by government , municipality, or any local authority. It covers things such as health, education or social services and is funded by tax revenue. It is one of the element that make up aggregate expenditure. Government spending or government expenditure is classified by economists into three main types. Government acquisition of goods and services for current use to directly satisfy individual or collective needs of the members of the community is classed as government final consumption expenditure.†¦show more content†¦Output is generally measured in terms of GNP. THEORIES RELATED TO PUBLIC EXPENDITURE AND ECONOMIC GROWTH Adam Smith wrote in the Wealth of Nations that the government should restrict their activities to; 1. Defense against foreign aggression. 2. Maintenance of internal peace and order. 3. Public development work. All other functions besides these were considered beyond the scope of the state expenditure on them was treated as unjust wasteful. But there had been a spectacular expansion in the functions of state this resulted in phenomenal increase in public expenditure for this we shall take a look at contribution by Adolph Wagner Peacock-Wiseman hypothesis. Adolph Wagners Law of Increasing State Activity Adolph Wagner, the German economist made an in depth study relating to rise in government expenditure in the late 19thcentury. Based on his study, he propounded a law called The Law of Increasing State Activity. Wagner’s law states that as the economy develops over time, the activities and functions of the government increase. According to Adolph Wagner, Comprehensive comparisons of different countries and different times show that among progressive peoples (societies), with which alone we are concerned; an increase regularly takes place in the activity of both the Central Government and Local Governments constantly undertake new functions while they perform both old and new functions more efficiently and moreShow MoreRelatedEconomic Growth Comparison Bangladesh and India1593 Words   |  7 PagesPattern and Sources of Economic Growth, comparison between Bangladesh and India. Introduction: GDP (Gross Domestic Product) is indicator of a nation’s economic Growth- Measured by the market value of all officially recognized final goods and services produced within a country in a given period. Through GDP growth we can measure the economic growth, especially very much useful indicating tools for measuring growth in the least developed countries (LDCs), like Bangladesh, Haiti, Samoa, AfghanistanRead MoreThe Indian Economic Reforms Of The Economy1603 Words   |  7 PagesThe Indian economic reforms of 1991 are a prime example of radical changes in the economic policies of India from a conservative to an orthodox one. Prior to the reforms, the country followed the system of regularising imports and replacing them with domestic products, with the state playing the dominant role in economy. However serious macroeconomic and debt payment crisis forced the government to implement radical policies in the form of the Economic Reforms of 1991. Situation Prior 1991- PriorRead MoreFiscal Policy And Fiscal Policies1046 Words   |  5 Pagestaxes and expenditure that can influence the overall economic condition of the nation. 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Code of Ethics Research Paper - 1763 Words

Module 6 – Code of Ethics Implementation Plan Paper Edward G. Udell, Sr. Grand Canyon University: LDR-800 Ethical Dilemmas and Stewardship April 4, 2012 Code of Ethics Implementation Plan Paper General overview of organizational ethics policies The organizational ethics polices of this organization is based on developing an ethical climate. This climate is one where everyone---leadership, staff, contractors, vendors, customers, and the public---is treated with the utmost respect. This organization has a zero tolerance for rude and/or discourteous actions, or any signs of disrespect. No type of aggressive behavior, whether in person, writing, by phone, computer, or any device, or failing to assist when danger is present, is†¦show more content†¦3. All employees will endeavor to manage their time wisely by properly balancing personal obligations, employment duties, and family responsibilities, to avoid tardiness or absenteeism. Those employees that are habitually tardy or absent will receive discipline according to the Employee Handbook. 4. All employees will be honest and responsible in their work, speech, and all communications, including personal and organizational finances, never seeking special favors, or borrowing from other employees or from those doing business with this organization. 5. All employees will avoid gossip, or speaking ill of anyone connected with this organization. 6. All employees will be open in attitude and action toward all persons regardless of race, creed, social class, religious beliefs, lifestyle, or position or influence within the organization and community. 7. All employees will seek to be honest in all dealings, using wisdom, courage, and integrity, reporting any acting otherwise to their supervisor or other leader if the supervisor is involved. Those who are not honest in dealings will face immediate termination, and whatever justice is required. 8. 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Alexander the Great †Essay 6 Free Essays

Alexander the Great is often thought of as the greatest military commander that the world has ever seen. He was born in July of 356 B. C to King Philip II of Macedonia and Olympias. We will write a custom essay sample on Alexander the Great – Essay 6 or any similar topic only for you Order Now Since his youth, Alexander was tutored and trained by great philosophers such as Aristotle and Leonidas. His legacy of greatness started with the taming of the wild horse, Bucephalus. Alexander of Macedonia is worthy of the title, Great, due to his strategic military operations, his expansion of the Greek Empire, and the cultural diffusion of the Greeks across the world. Alexander the Great is recognized as one of the greatest commanders that world has ever seen, if not the greatest. Alexander first led troops as a mere teenager and became king afterwards due to the assassination of his father. He decided to expand the Greek Empire, which his dad, King Philip, started but couldn’t finish. At just the age of twenty years old, he set out with a massive army to conquer the east. During his time of campaign, he never lost a singer battle and was hailed as a hero and god for overcoming the Persian Empire. Alexander the Great expanded the Greek Empire to be from the Ionian Sea to a part of Northern India. He formed the largest empire of the time that the world was yet to see. This alone make him deserving of the title â€Å"Great†, but Alexander also played an important role in the cultural diffusion of Greek ideas. Alexander the Great spread the Greek culture throughout the world. The start of western culture came with the Greeks, and Alexander made it achieve global dominance by spreading it throughout the vast empire that he formed. He introduced the notion that the government should be for everyone, no just the wealthy. He is also considered to be a pioneer in urban planning and established around twenty cities, such as Alexandria, that became important trade centers and locations of many cultures. The local culture was further changed by Alexander’s Greek-influenced city planning techniques, which established towns with a central market square, school, offices, shops, a public theater, and gym. It was changes such as these that led to the Hellenistic period of Greece after the death of Alexander, which is marked with increasing urbanization. His empire contained many cultures because he allowed the nations he conquered to practice any religion they wanted. He also incorporated some of the ideas of other nation into Greek culture making it stronger and lasting. As Alexander the Great made his way back to Greece, after conquering a part of India, he was stricken with severe fever and died in Babylon at the age of thirty-two. He had achieved so many accomplishments that few could measure up to. His legacy had influence on many cultures and nations and led to many developments in the economy and changes to the government. He redesigned history and was an inspiration to future military leaders like Julius Caesar. It is through these accomplishments that he proved worthy of being called the â€Å"Great†. Alexander the Great changed the historical development of his country. While his father has made major changes inroads in expanded Macrdonia beyond the Balkan Peninusula, it was Alexander who expanded the sphere of influence well beyond even his father’s great expectations. Alexander also carried the message of Greek democracy to Asia and into the dark continent of Africa, the journey that the concept would have never taken place. It was Alexander who introduced the individual freely participating in government, and it was this idea that government was for everyone, not simply for the wealthy. This influenced not only the historical development of his own country, but also inspired other countries to establish the same systems of government. How to cite Alexander the Great – Essay 6, Essays

Pizza Hut Essay Example

Pizza Hut Paper Corporately known as Pizza Hut, Inc, it is a subsidiary of Yum! Brands, Inc. Pizza Hut, the first International Chain Restaurant in Bangladesh, opened its flagship restaurant in 2003 at Gulshan in Dhaka. From the day of its launching Pizza Hut remains the acknowledged leader of the Pizza Industry, evident from the continuous crowds the restaurant successfully draws in. Pizza Hut has over 15,000 outlets across 100 countries. Following its grand success in Dhaka, the Chittagong outlet was opened in September 2005 and later on in Cox’sbazar as well. Transcom Foods Limited (TFL) started its journey in 2003 as a franchisee of Pizza Hut, the first International Chain Restaurant in Bangladesh, and went on to sign the contract to become the franchisee of Kentucky Fried Chicken (KFC) in the year 2006. Both Pizza Hut and KFC are subsidiaries of the world’s largest restaurant company Yum! Restaurants International. In a span of ten years, TFL has opened 5 Pizza Hut and 11 KFC outlets so far throughout the country. Pizza Hut Franchise Information †¢ Initial Franchise Fee: $25,000 Total Investment: $1. 3M to $3M †¢ Net worth requirement: $1M †¢ Cash liquidity requirement: $360K †¢ Pay an annual 6. 5% royalty on your profit. †¢ Must commit to building at least 3 restaurants over 3 years †¢ Term of Franchise Agreement: 20 years Sources: http://en. wikipedia. org/wiki/Pizza_Hut http://www. pizzahut. com/ http://www. pizzahutfranchise. com/ http://www. startupbizhub. com/how-to-start-your-pizza-hut-franchi sing-business. htm http://www. startingfranchise. in/2012/11/Opening-Pizza-Hut-Franchise-India. html Menu of Pizza Hut Item Name |Price(Taka) |Item Name |Price(Taka) | |Pizza 2person |940 |Mushroom |450 | |Pizza 4person |1750 |Chicken Mushroom |500 | |Pizza 6person |2320 |Shrimp Mushroom |500 | |Pasta 2person |1050 |Garlic Bread |130 | |Pasta 4person |2080 |Garlic Bread platter |280 | |Arabiatta |400 |Spicy Garlic Mushroom |380 | |Chicken Arabitta |450 |Garden salad |200 | |Hawaiian salad |220 |Red n hot |1150/1500 | |Pasta mint salad |300 |Latin spicy hot, chicken Italia |1300/1650 | |Garden salad |200 |Hawaiian salad |220 | |Salad bar |400 |Cheese lover, veggie lover |250-1200 | |Onion rings |220 |Creamy spinach mushroom |500 | |Shrimp cocktail |280 |Spicy garlic mushroom |380 | |Potato shell with filler |300 |Bolognaise with meatball |450 | |Spanish delight |1150/1500 |Beef lover, BBQ chicken |300-1350 | |Garlic bread platter |280 |Beef Arabiatta |450 | |Veggie supreme |300-1350 |Chicken exotica, spicy beef 300-1350 | |Rustica |300-1350 |Chicken classic |380-1700 | |Seafood symphony |380-1700 |Latin Spicy hot |380-1700 | We will write a custom essay sample on Pizza Hut specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Pizza Hut specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Pizza Hut specifically for you FOR ONLY $16.38 $13.9/page Hire Writer More menus of Pizza Hut Beef LoverBBQ  ChickenVeggie Lover Chicken Hawaiian Veggie SupremeChicken SupremeBeef Pepperoni Seafood Symphony Salads Breads Pasta [pic][pic] [pic][pic] [pic][pic] SWOT analysis of Pizza Hut Strengths: †¢ Innovative range of pizzas under one roof †¢ Part of the largest restaurant chain in the world Food attracts people of various ranges from young to old. †¢ Over 18,000 franchises around the world †¢ Pizza Hut sits on top of global full-service restaurant tree †¢ Quick home delivery services. †¢ Sound financial situation and international turnover. †¢ Hygienic food and quick service. †¢ Famous television advertising †¢ They are ISO(International Standard Organization) Certified Weaknesses: †¢ High price for every menu. †¢ Franchise management. †¢ Loyal customers are feeling that the satisfaction of the pizzas is declining. †¢ There are complex computer systems and internal conflicts from fran chisees. †¢ There is a lack of an organic pizzas, which will limit the target market. They are providing less range of products comparatively with high prices. They are more focused on Western taste instead of Eastern and Asian. †¢ Obviously, Pizza Hut is not the low cost producer. They rely on their quality pizza and good service to account for their higher prices †¢ Rising competition undermines Pizza Hut as consumers go for greater convenience †¢ Rising cheese costs threaten margins Opportunities: †¢ New Pizzas with different crust sizes and flavours. †¢ Pizza Hut expands Indian market menu and looks to old favourite to bolster sales. †¢ Diversification of new products can increase their market shares. †¢ Venture more into home delivery. Pizza hut can come up with the new products considering taste of people as like McDonalds †¢ They can reduce their prices because of more resources. Threats: †¢ Threat from Dominos pizza, also fro m Mc Donald’s who have tried to introduce a new meal that is a Pizza called: McPizza. †¢ Other local restaurants can affect their market share by providing pizzas with lower price. †¢ Bird flu. †¢ Health conscious people. †¢ Social factors can affect their image as a Western organization. [pic] Type: Subsidiary Industry: Fast food restaurant Founded: 1930 in North Corbin, Kentucky (original) 1952 at 3900 South State St, Salt Lake City, Utah (franchise) Founder(s): Harland Sanders Headquarters:1441 Gardiner Lane, Louisville, Kentucky, United States (Operational Headquarters) 1209 North Orange St, Wilmington, Delaware, United States (Incorporation) Number of locations: 18,000 (2012) Key people: David C. Novak, Chairman and CEO of Yum! Brands Roger Eaton, Chairman and CEO of KFC Products: Fried chicken, chicken burgers (chicken sandwiches US), wraps, French fries, soft drinks, salads, desserts, breakfast Revenue: US$15 billion (2011) Parent Yum! Brands What made us great is still what makes us great. KFC Corporation, based in Louisville, Kentucky, is one of the few brands in America that can boast a rich, decades-long history of success and innovation. It all started with one cook who created a soon-to-be world famous recipe more than 70 years ago, a list of secret herbs and spices scratched out on the back of the door to his kitchen. That cook was Colonel Harland Sanders of course, and now KFC is the worlds most popular chicken restaurant chain, specializing in that same Original Recipe, along with Extra Crispy chicken, home-style sides and buttermilk biscuits. There are more than 18,000 KFC outlets in 120 countries and territories around the world. Transcom Foods Limited (TFL) started its journey in 2003 as a franchisee of Pizza Hut, the first International Chain Restaurant in Bangladesh, and went on to sign the contract to become the franchisee of Kentucky Fried Chicken (KFC) in the year 2006. Both Pizza Hut and KFC are subsidiaries of the world’s largest restaurant company Yum! Restaurants International. In a span of ten years, TFL has opened 5 Pizza Hut and 11 KFC outlets so far throughout the country. KFC Franchise Information †¢ Initial Franchise Fee: $45,000 †¢ Total Investment: $1. 2M to $1. 8M †¢ Net Worth: $1. 5M to $2. 5M †¢ Liquid asset: $750,000 †¢ Royalty Fee: 5% †¢ Advertising Fee: (Local 2. 5% of gross revenues National Cooperative Advertising 4. 5% of gross revenues) †¢ Renewal Fee: $6,750 †¢ Term of Agreement: 20 years Sources: 1) http://en. wikipedia. org/wiki/KFC 2) http://www. kfc. com/about/ 3) http://www. kfcfranchise. com/faqs-qsr-restaurant. hp 4) http://www. thefranchisemall. com/franchises/details/10004-0-kfc. htm 5) http://www. franchisedirect. com/foodfranchises/kfc-franchise-07095/ufoc/ Menu of KFC |Item Name |Price(Taka) |Item Name |Price(Taka) | |Chicken Snacker |100 |Potato Wedges |125 | |Chicke n Snacker box |170 |Chicken rice meal |190 | |Strips Snack |190 Spicy Thai Chicken rice |300 | |Snack Box (1pic chicken Fries) |170 |Hot Zinger meal |375/395 | |Popcorn Chicken |160 |Zinger meal |370/390 | |Boneless chicken strips |200/395 |Curry crunch chicken |290/575/1145/1700 | |Hot wings |150/290 |2pcs chicken fries meal |350 | |Bucket meal |2350 |Krushers |140/170/180/190/200 | |Bucket Hot crispy |830/1250 |Desserts |80-150 | |Hot zinger |250 |Veggie zinger |210 | |Mixed rice |85 |Chicken zinger |240 | |Combo 1/2/3/4/5 |250/300/600/1200/999 |Burgers |240/250/210 | |Sides |30-125 |Packaged water |80-90 | |tea |50 |Coffee |60 | More menus of KFC: KrushersSoft DrinkGame Box Chicken BucketBox masterChicken Thali Veg FingerColeslawFriesSnack Box  Corn on the cobSundae Soft Twirl Zing KongSnacker(chicken veggie)Brownie Sundae SWOT analysis of KFC Strengths: Second best global brand in fast food industry in terms of value ($ 6 billion) †¢ KFC customer base remained loyal to the KFC brand because of its unique taste. †¢ World’s largest restaurant company in terms of system restaurants. †¢ Chicken made with the same secret blend of 11 Ranks(herbs and spices highest among all chicken restaurant chains for its convenience. †¢ Menu variety and strong trademarks recipes. †¢ KFC has continued to dominate the dinner and take out segment of the Industry. †¢ Existing in the local market for years, therefore, knowing people’s tastes and whims. †¢ They are ISO (International Standard Organization) certified. Weaknesses: Losing market share as other Chicken chain increased sales at a faster rate. †¢ Lack of knowledge about their customers. †¢ Question of over franchising leads to loss of control and quality. †¢ Lack of focus on RD. †¢ Unhealthy food menu †¢ High employee turnover †¢ Lack of strong marketing efforts †¢ The company has entered so many markets in the past in the United Sta tes that its growth rate was about only one percent an year. †¢ The company is said to not to pay attention to its resource and development. Opportunities: †¢ Introducing new products to its only chicken range. †¢ Introducing new services and technologies. †¢ Increasing demand for healthier food. With more investments the company can definitely make its position stronger in the food industry †¢ Home meal delivery. †¢ Employment opportunities for part time seeker especially for university goings. †¢   Ã‚  Focusing on more nutrition’s. Threats: †¢ Bird flu †¢ Saturated fast food markets in the developed economies. †¢ Trend towards healthy eating. †¢ Local fast food restaurant chains. †¢ Government regulations. †¢ Change in tastes. †¢ Currency fluctuations. †¢ Lawsuits against KFC. [pic] Type: Public Traded as: SET: CPF Industry: Food and Beverage Founded: January 17, 1978 Headquarters: Bangkok, Thailan d Key People: Adirek Sriratak, ( President CEO) Products: Animal Feed, Animal Breeder, Meat and Food Parent: Charoen Pokphand Group Charoen Pokphand Foods Public Company Limited is Thailands largest agribusiness firm. It is a publicly traded subsidiary of the Charoen Pokphand Group. Charoen Pokphand Foods Public Company Limited (CPF), a company of the CP Group, is the leading agro-industrial and food conglomerate in Thailand. The greater part of the Company production bases is in Thailand with some operating overseas. The Company’s core business lines are livestock and aquaculture. The livestock operations include chicken broiler, chicken layer, duck and swine. For aquaculture business, the two main marine animals are shrimp and fish. C. P. Bangladesh Company Ltd. is a sister concern of C. P. Group Thailand. C. P. Bangladesh Co. , Ltd. s incorporated in Bangladesh on 14th January 1999 doing business in the Agricultural industry, Poultry sector. Though C. P. Bangladesh Co. , Ltd is not in Bangladesh many years, but in this shorter period it has established its own Feed mills, Breeder Farm, Hatcheries, G. P. farm, fish feed mill all over the country. C. P. Bangladesh Co. , Ltd has established with a vision â€Å"To be a leader in Agro-business industry in Bangladesh† and each day it is getting closer to its vision. C. P. Bangladesh Co. , Ltd now produce Poultry feed (both layer and broiler), breeder feed, fish feed and cattle feed, and also animal health medicine. [pic] C. P. Bangladesh Co. Ltd. is a sister concern of C. P. Group Thailand. C. P. Bangladesh Co. Ltd. is incorporated in Bangladesh on 14th January 1999 doing business in the Agricultural industry, Poultry sector. Though C. P. Bangladesh Co. Ltd. is not in Bangladesh many years, but in this shorter period it has established its own Feed mills, Breeder Farm, Hatcheries, G. P. farm, fish feed mill all over the country. They direct invested in Bangladesh by giving the tax to government (Ministry of commerce) without any licensing and franchising. They have established a production factory house in â€Å"Hemayetpur† and supply the materials for the fried chicken in the different branch in Dhaka and Chittagong. C. P. Bangladesh Company Limited was established since 1998 under operation in Agro-Industrial and Food Business by dedication of providing high quality of animal feed mill, farming operation and also processing tasteful, nutritional and hygienic food products under branding of ‘‘FIVE STAR CHICKEN’’ that deliver to all customers in Bangladesh. It Started on April 7, 2008 with a mission- â€Å"Kitchen of Bangladesh. In Bangladesh they have started their fried chicken business through licensing with an amount of TK 250,000. Currently they are operating their fried chicken business across Bangladesh with their 201 branches among them 104 branches are in Dhaka. The Charoen Pokphand Group is the largest business conglomerate in Thailand. Its largest subsidiary is Charoen Pokphand Foods, which achieved 116. 5 billion baht in revenue in 2005, earning a profit of 6. 747 billion baht. Apart from agribusiness, the family-owned conglomerates interests range from retailing, as the franchisee of Thailands 7-Eleven stores, to telecommunications, as the owner of True Corporation, a mobile telephone service provider, Internet service provider, and cable television company. CP Subsidiaries also include PRC registered Super Brand Mall Lotus center chain. The company has grown into a global business, with more than 250 subsidiaries in 20 countries, including China, where it is known as the Chia Tai Group. CP fried chicken’s methodologies of the business in Bangladesh are as follows: †¢ This is a Foreign Direct Investment (FDI). †¢ Operating as a licensing company in Bangladesh. †¢ Initial licensing Fee: TK 250,000 †¢ Renewal Fees: Not disclosed. Sources: 1) http://www. cpfworldwide. com 2) http://en. wikipedia. org/wiki/Charoen_Pokphand_Foods 3) From Street corner retailers. Menu of CP fried chicken Item Name |Price (Tk) |Item Name |Price (Tk) | | Jumbo set |790 |Wing |60 | |Party set |460 |Happy hot Dog |60 | |Breast |115 |Masala chicken |55 | |Thigh |90 |Spicy chicken |50 | |Leg |60 |Chicken ball |25 | |Chicken sausage |25 |Hot wings |25 | SWOT analysis of CP fried chicken Strengths: Low price compare to KFC Pizza Hut in Bangladesh. †¢ More branches than KFC Pizza Hut in Bangladesh. †¢ More convenience than KFC Pizza Hut in Bangladesh †¢ Horizontal raw material sources in Bangladesh. †¢ Sound financial situation and international turnover. †¢ Food attracts people of various ranges from young to old. †¢ Existing in the local market for years, therefore, knowing people’s tastes and whims. Weakness: †¢ Don’t have exclusive decorations compare to pizza Hut KFC. †¢ Loyal customers are feeling that the satisfaction of the pizzas is declining. †¢ Lack of monitoring controlling system. †¢ Lack of focus on RD. †¢ Lack of strong marketing efforts. Lack of knowl edge about their customers. †¢ Lack of menu varieties. Opportunities: †¢ They can reduce their prices because of their horizontal sources of raw materials. †¢ With more investments the company can definitely make its position stronger in the food industry †¢ Home meal delivery. †¢ They can attract more people with their consisting lower prices. Threats: †¢ Bird flu. †¢ Health conscious people. †¢ Local fast food restaurant chains. †¢ Government regulations. †¢ They need have more product offerings compare to KFC Pizza Hut †¢ Their services should be improved. Franchising Franchising is the practice of using another firms successful business model. The word franchise is of Anglo-French derivation from franc meaning free, and is used both as a noun and as a (transitive) verb. For the franchisor, the franchise is an alternative to building chain stores to distribute goods that avoids the investments and liability of a chain. The franchisors success depends on the success of the franchisees. The franchisee is said to have a greater incentive than a direct employee because he or she has a direct stake in the business. Essentially, and in terms of distribution, the franchisor is a supplier who allows an operator, or a franchisee, to use the suppliers trademark and distribute the suppliers goods. In return, the operator pays the supplier a fee. Thirty three countries, including the United States, and Australia, have laws that explicitly regulate franchising, with the majority of all other countries having laws which have a direct or indirect impact on franchising. Foreign Direct Investment 🙠 FDI) According to the International Monetary Fund, foreign direct investment, commonly known as FDI, refers to an investment made to acquire lasting or long-term interest in enterprises operating outside of the economy of the investor. The investment is direct because the investor, which could be a foreign person, company or group of entities, is seeking to control, manage, or have significant influence over the foreign enterprise. Licensing: Licensing is the process of leasing a legally protected (that is, trademarked or copyrighted) entity – a name, likeness, logo, trademark, graphic design, slogan, signature, character, or a combination of several of these elements. The entity, known as the property or intellectual property, is then used in conjunction with a product. Many major companies and the media consider licensing a significant marketing tool. Interpretations of our analysis Yummy! Let’s go for Pizza Hut or KFC or CP. Yes, these words are becoming very common for city people in Bangladesh. What more can somebody ask for! In the context of Bangladesh, whenever we talk about party or to hang around with friends or families in many cases Pizza Hut or KFC or CP gets priority among all other choices we have. Though their food items are little bit more expensive than our traditional foods, but still we love it. This time we are not having any of their food items, we are just going to have an analysis of these three companies. For the purpose of our analysis, we had to gather information’s both from the primary and secondary sources. Collecting information’s from the secondary sources were easy compare to primary sources. While we went to collect raw data from the primary sources, we found the managers of those restaurants very uncomfortable of sharing any information’s and that made our journey very difficult. After being refused from them, we went to their corporate offices but still got denied. Since we had to complete our analysis, somehow we did manage some of the information’s about these companies and which we believe can be helpful for concluding our analysis. From the information’s we have found, both Pizza Hut KFC were originated from U. S. A, and currently Transcom Foods Limited (TFL) had brought both Pizza Hut KFC into Bangladesh though franchising and off-course with the help of world’s largest restaurant company named â€Å"Yum! Restaurants International† It’s kind of revolution for the food industry in our country. Transcom Foods Limited (TFL) started its journey in 2003 as a franchisee of Pizza Hut, the first International Chain Restaurant in Bangladesh, and went on to sign the contract to become the franchisee of Kentucky Fried Chicken (KFC) in the year 2006. In a span of ten years, TFL has opened 5 Pizza Hut and 11 KFC outlets so far throughout the country. Very surprisingly their popularity is increasing in our country da y by day even though their product offerings are different. The way they are dominating the world’s restaurant industry through their product and service offerings, similarly they are dominating in our country as well. Most of the time, they are trying to reach the higher income people. Whereas CP (Charoen Pokphand) is another food company which has targeted all classes of people in our country. Basically CP has originated from Thailand and started it’s business in our country as an agro based industry. But later on, in the year of 2008, they had expanded their business in food industry through licensing. In Bangladesh they have started their fried chicken business through licensing with an amount of TK 250,000. Currently they are operating their fried chicken business across Bangladesh with their 201 branches among them 104 branches are in Dhaka. Even though they are having more branches compare to Pizza Hut KFC, but their product offerings and service quality especially, their locations and the environments are not that good like Pizza Hut KFC. Their internal and external decoration is also different and looks less exclusive than Pizza Hut KFC. But CP’s food prices are way cheaper than Pizza Hut KFC. Moreover, CP’s initial investments and expenses are less than Pizza Hut KFC. From the above mentioned analysis, we can say that, both Pizza Hut KFC are fulfilling peoples demand by assuring their product service qualities as well as environments whereas, CP is not covering any of those issues rather they are more focusing on cheaper product price. Price Comparison with other countries: |Item Name |Bangladesh |India |U. S. A | |KFC 8 pcs Bucket |Tk 830. 00 |Rs 350. 00 |$ 10. 9 | | | |350*1. 25=Tk 437. 5 |10. 99*76. 54=Tk 841. 17 | |KFC 12 pcs Bucket |Tk 1,250. 00 |Rs 500. 00 |$ 16. 49 | | | |500*1. 25=Tk 625. 00 |16. 49*76. 54=Tk 1,262. 14 | |Pizza Hut |Tk 460. 00 |Rs 315. 00 |$ 7 | |Classic Margherita(M) | |315*1. 25= Tk 393. 75 |7*76. 54= Tk 535. 8 | |Pizza Hut |Tk 1200. 00 |Rs 490. 00 |$ 11. 99 | |Veggie Lovers | |490*1. 25= Tk 612. 5 |11. 99*76. 54= Tk 917. 71 | |CP |Tk 790. 00 |Rs 290. 00 | | |Jumbo Set | |290*1. 25= Tk 362. 5 | | Comparative analysis of these three com panies: Company Franchising Cost |Licensing Cost |Initial Investment |Location |Loyalty |Popularity |Product Price |Service |Customer Level | |Pizza Hut | High |N/A |Very High |Moderate |Very High |High |Very High |Excellent |High upper middle | |KFC |Very High |N/A |Very High |Moderate |Very High |Very High |High |Excellent |High, upper middle middle | |CP |N/A |Low |Moderate |Excellent |Moderate |Moderate |Moderate |Low |Middle low | | Company |Product quality |Product Variety |Product offerings |Availability |Home delivery |Inspection |Environment |Customer Satisfaction | |Pizza Hut |Excellent |Various |Active |Very Few |Yes |Frequent |Excellent |Very Good | |KFC |Excellent |Various |Very active |Few |Yes |Frequent |Excellent |Very good | |CP |Good |Limited |Stable |Available |N/A |Les Frequent |Moderate |Good | |