Free Essay

The Head Shoppe Case Study

In: Business and Management

Submitted By Shaz158
Words 2953
Pages 12
ENTREPRENEURSHIP CASE STUDY
Faculty of Business and Information TechnologyinBusiness ManagementTHE HEAD SHOPPE | qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnm Table of Contents

1.0 Introduction 3 1.1 The Head Shoppe Limited 3 1.2 Personal Background 3 1.3 Strategic Options 3 2.0 Findings 4 2.1 Market 4 2.1.1 Target Market 4 2.1.2 Market Trend 4 2.1.3 Customer 5 2.2 Strategic Options 6 2.2.1 Geographic Expansion 6 2.2.2 Backward Integration 10 2.2.3 Diversification - Software Proposal 11 2.3 Major Problems 12 2.3.1 Shortage of hairstylist 12 3.0 Recommendation 13 3.1 Long Term – Geographic Expansion 13 3.2 Short Term – Diversification 15 3.3 Implementation 17 4.0 Conclusion 18

1.0 Introduction

1.1 The Head Shoppe Limited

The Head Shoppe Limited was the largest chain of hairstyling salons in the Canadian provinces, with salons in six major centres in Nova Scotia and New Brunswick and their annual sales approaching six million dollars.

1.2 Personal Background

The Head Shoppe Limited was first opened in 1968 by Wayne Drew. He was the son of a barber and had grown up in a small Nova Scotia town and entered his father’s trade at 18.

1.3 Strategic Options

The Head Shoppe has three strategic options to choose from in order to prolong their future business growth. One of the options is to expand their market geographically. Another options is to consider backward integration while lastly, The Head Shoppe need to consider whether to diversify their market to distribute computerized accounting system.

2.0 Findings

2.1 Market

2.1.1 Target Market

Market targeting is the process of evaluating each market segment’s attractiveness and selecting one or more segments to enter. While target market refers to a group of people or organizations for which an organization designs, implements and maintains a marketing mix intended to meet the needs of that group, resulting in mutually satisfying exchanges.

The Head Shoppe targets their market in the demographic segment, which is the age group, specifically between 18 to 45 years old. It represents the 60% of the total population and has the shortest cycle for repeat business. The average cycle for 18 to 45 years old is slightly less than six weeks, while the other age groups take as long as three months for repeat business.

2.1.2 Market Trend

The traditional men’s barber shops and women’s beauty salons had been almost totally being replaced by three types of salons, all which provide services to both sexes. First is the discount salon, which targeted the price-conscious consumers. Secondly is the full-line salon, which targeted the mainstream of consumers. Lastly is the up-scale salon, which targeted the small minority of consumers who were more conscious of personal image and concerned about being on the leading edge with changes in fashion and style. The target market of Head Shoppe, which is the age group of 18 to 45, is regular users of full-line salon.

2.1.3 Customer | 1985 | 1986 | 1987 | 1988 | 1989 | | $ | $ | $ | $ | $ | Revenue | 3,423,000 | 3,657,000 | 3,905,000 | 4,196,000 | 4,194,000 | Franchisee Revenue | (1,500,000) | (1,500,000) | (1,500,000) | (1,500,000) | (1,500,000) | Franchisee Fees received | (75,000) | (75,000) | (75,000) | (75,000) | (75,000) | Revenue | 1,848,000 | 2, 028, 000 | 2,330,000 | 2,621,000 | 2,619,000 | Average consumer spends | 25 | 25 | 25 | 25 | 25 | No. of clients | 73, 920 | 83,280 | 93,200 | 104,840 | 104,760 |

The table above shows the estimated number of clients of each year which divided by average price. The number of clients increase from 1985 to 1988 which shows the Head Shoppe is in a growth stage of the product life cycle however by 1989, there’s a slight decrease by 80 people which goes to show that The Head Shoppe Limited is now in a maturity stage of the product life cycle.

2.2 Strategic Options

There are three strategic options that Head Shoppe can consider if they want to achieve future growth. First one is geographic expansion to more regions, secondly is backward integration to be their own hair care product supplier and lastly diversify into distributing computerized accounting system.

2.2.1 Geographic Expansion

The Head Shoppe had been very successful with developing the existing chain of shops with the capabilities of the management, key success factors in the industry, and distinctive competencies being developed. Head Shoppe has 19 shops altogether by the year 1990 and are all located in the urban centre. Peter Mahoney, the director of operations for Head Shoppe, felt that further geographic expansion is essential going outside the Maritimes. By expanding the market, Head Shoppe can gain more market with the expansion of the business and sales will also increase as market share increase.
However, market in large urban centre in the region appeared to be saturated and shops in smaller centre could not be expected to produce the level of return necessary to make them attractive. Despite that, the supply of qualified hairstylists was inadequate although Head Shoppe already operated two hairstyling schools. Even though the market size in other region was bigger but there are competitors which were large established chains targeting the full-line segment and the other regions also have the problem of greater shortage of qualified hairstylists.

Populations of Major Urban Centres in Atlantic Canada

Areas | Total Population | Number of shopscurrently | Target Market(60% of the population) | Proposed new shops unit | Newfoundland | | Comer Brook | 22,718 | - | 13,631 | - | | Mount Pearl | 20,293 | - | 12,176 | - | | St John’s | 96,215 | - | 57,729 | 3 | New Brunswick | | Bathurst | 14,683 | - | 8,810 | - | | Fredericton | 44,722 | - | 26,833 | 1 | | Moncton/Riverview | 71,106 | 1 | 42,664 | 1 | | Saint John | 121,265 | 1 | 72,759 | 3 | Nova Scotia | | Glace Bay | 20,467 | - | 12,280 | - | | Halifax | 295,990 | 14 | 177,754 | - | | New Glasgow/Stellarton | 15,281 | 1 | 9,169 | - | | Sydney | 28,115 | 1 | 16,869 | - | | Truro | 12,124 | - | 7,274 | - | Prince Edward Island | | Charlottetown | 15,572 | - | 9,343 | - | Looking at the table above it is safe to say that there are four more areas where Head Shoppe can target their market at, namely St John’s, Fredericton, Moncton/Riverview and also Saint John. From the look of the large population of their target market in those areas, which is 60% of the total population, Head Shoppe can start their expansion with opening 1 more shop in Fredericton and Moncton/Riverview, and 3 more shops in Newfoundland’s St John’s and New Brunswick Saint John. Expansion in other areas can be started after expanding in those areas with bigger market.
In order to overcome the problem of shortage of qualified hairstylist, hairstyling schools can be set up in other region, especially those regions that have shorter supply of qualified hairstylists. The hairstyling schools should be open up in areas with large number of population, like Saint John which is one of the metropolitan areas.
Other than finding new hairstylists, Head Shoppe should also try to improve their staff’s productivity and maintain their staff turnover rate and continue being the lowest in turnover rate in the industry. From the extracts of Head Shoppe Management Report in Exhibit 1 given in the case study, we can see that the stylists were conscious of educations and seminars related to the profession and staff meetings were felt to be beneficial. Top quality education and seminars related to the profession was recommended and records for the education and seminars should be recorded for assessment purposes and ensure that the skills are appropriately applied. Meetings between management and staff should be conducted on a regularly monthly basis in all locations. Points of interest should be used to stimulate discussion and prevent boredom; manger should take note of the staff’s feedback and viewpoint as well.
Money was not first priority when it comes to the hairstylist’s job but job security was thought to be the most important aspect. Improving stylist’s sense of job security and motivate them from time to time is essential. Performance appraisal should be administered on a semi-annual basis to evaluate employee performance and determining increases in compensation, benefits and promotion to senior status. Factors Considered in Selection of a Hairstyling Salon | Rank | | Importance | 1 | Skill/Experience of Hairstylist | 96 | 2 | Convenience of Location | 45 | 3 | Specific Hairstylist | 44 | 4 | Price | 35 | 5 | Overall Quality of Service | 20 | 6 | Cut | 18 | 7 | Friendliness of Staff | 14 |

The above table shows the most important factor that affects clients in choosing a hair salon is the hairstylist’s skill and experience. This shows significance in setting up hairstyling schools and teaching the stylists the appropriate skills that they should have.
Convenience of location is ranked 2nd, so Head Shoppe should consider opening new shops in the urban shopping centre or suburban strip mall. Metropolitan areas like Saint John and Halifax are required to have more salons as they have more population. Other areas that Head Shoppe do not have a branch there yet should also be consider as they have potentials to gaining the market share as well. For example Fredericton, St John’s, Comer Brook and there’s more location that Head Shoppe can consider.

2.2.2 Backward Integration

By becoming one’s own supplier appeared to be worthy of serious consideration. This is because retail product sales had become a major new emphasis in the industry and dramatic growth was anticipated for the future. With a possible mark-up of 40% of the selling price, it was seen as a very attractive option to consider. Competitors were not much because product lines were distributed through very few supply companies, and each line was exclusively available through only one supplier. Head Shoppe represented about 18% of Maritime Beauty Products’ sales, which is the biggest supplier in the market with 35% of the market share. Product loyalty was high among consumers as well, so having the popular lines would be the key to success for Head Shoppe.

However, Head Shoppe might have a hard time with this as they are still new to the market, while Maritime Beauty Products already have experience. Securing the distribution rights are going to be difficult also as Maritime Beauty Products already had exclusive distribution rights for these product lines.
2.2.3 Diversification - Software Proposal Peter Mahoney view diversification out of the hairstyling industry has the most attractive possibility on this front which lay in the introduction of retail operating systems for computers.

The Head Shoppe had successfully introduced a computerized accounting system in early 1989, with a terminal in each salon. By the end of 1989, the system had already begun to return benefits in terms of improved record-keeping, reduced staff time required for accounting, employee satisfaction, and indications that the tracking of clients it allowed was improving repeat business.

When The Head Shoppe enters the contract with the designer of the system, Head Shoppe was given an option to be the exclusive distributor of the software and for similar systems to be designed for other segments of the retailing industry. There were only less than 1% of hairstyling salons in Canada that had computerized accounting systems and the same with other retailing operations. The Head Shoppe would get approximately $2,500 per system sold, even after allowance was made for the provision of training and trouble-shooting services. Discounts on the hardware could be provided to system purchasers who lacked the hardware necessary to implement the system as well.

Although Head Shoppe had successfully implemented the software system in its own operations, but its experience, expertise and success was limited to the hairdressing industry.

2.3 Major Problems

2.3.1 Shortage of hairstylist

The biggest problem in the hairstyling service industry was the shortages of qualified hairstylists. This is due to the low prestige associated with the profession and also the low income compared to other professions. Although a top hairstylist is able to earn as much as $70,000 per year, but most of the hairstylists only earned a little more than the minimum wage. All these reasons highly affected people’s decision when choosing a profession. Most hairstylists only had a high school education or less and that could be the reason of people having a negative perception with hairstylists. There was no significant change in the profession that will attract people to take up that job, and supply of qualified hairstylists was expected to continue to lag behind demand.

Qualified hairstylists in the region were still in short supply although Head Shoppe already has two schools operating. More efforts are to be done if Head Shoppe wants to attract more workers to be their hairstylists. Head Shoppe can try to give more fringe benefits as well as give training or educate the stylists on area related to the profession. This not only will attract more workforces but also avoid the current staff from moving to another competing salon.

3.0 Recommendation

3.1 Long Term – Geographic Expansion
It is recommended that Head Shoppe select option 1, which is geographic expansion in order to achieve profit and growth continuously in the long run. Population of Major Urban Centre in Atlantic Canada (Figures round off to one decimal point) | Area | Total Population | 60% of Population | St John’s | 96215 | 57729 | Fredericton | 44722 | 26833 | Moncton/Riverview | 71106 | 42664 | Saint John | 121265 | 72759 | Total | 333308 | 199985 |

For the target market with age 18-45 years old, which is 60% of the total population, it takes them an average cycle of 6 weeks for repeat business. There are 52 weeks in a year and if we want to calculate how many times the client comes for a haircut in a year, we’ll take 52 weeks divided by 6 weeks, which we will get 8.67 times in a year. It is stated that average client spent from $20 - $30 per month on hair care, including retail products. Assuming that all of the population goes to Head Shoppe for haircut and spending around $25, we will be getting $43,346,748.75 of revenue from that.

Working:
Total population of target market – 199,985 people
Average cycle for repeat business– 6 weeks
One Year – 52 weeks
52weeks/6weeks = 8.67 times in a year
Average spending of client - $25
Revenue in a year = 199,985 x 8.67 x $25 = $43,346,748.75

Compare this to the company’s 1989 revenue of $4,194,000; it is a very big difference. If Head Shoppe can expand their business to other areas and successfully get into the market, it is possible for them to gain revenue that is many times of the year 1989’s revenue.

3.2 Short Term – Diversification

Head Shoppe Company Limited Statement of Income For the period 1985 to 1989 (000s)

The Head Shoppe started implementing the computerized accounting system in early 1989; each salon had a terminal in it. The system begun to return benefits by the end of 1989, in terms of record keeping, reduced staff time required for accounting, employee satisfaction, and indications that the tracking of clients it allowed was improving repeat business. The proof can be seen from the Head Shoppe’s statement of income, where income has increased by $29,000 from year 1988 to 1989. Although revenue has decreased by $2000, but income from shop operations and income before tax has both improved by $33,000 and $38,000 after the system was implemented.
Head Shoppe was given the opportunity to become the exclusive Canadian for the system and for similar systems to be designed for other segments of the retailing industry. Less than 1% of hairstyling salons in Canada had computerized software, so the market for this software is pretty big as it not only has 99% of the hair styling industry but also other fields of retailing operations. Moreover, each system sold will get an approximately net return of $2,500, even when allowance was made for the provision of training and trouble-shooting service.
This proposal will only work probably in the short run only because once the 99% of the hairstyling industry and other retailing industry already bought the system; Head Shoppe will have a hard time in finding the buyers. Also if after 5 years later some competitors come up another more advance system, this accounting system that Head Shoppe has would prove to be worthless. Head Shoppe should try to gain as much profit as possible when they still have big opportunity in this market.

3.3 Implementation

Strategic Options \ Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | Diversification - Software Proposal | | | | | | | | | | | | | Geographic Expansion | | | | | | | | | | | | | St John's | | | | | | | | | | | | | Fredericton | | | | | | | | | | | | | Moncton/Riverview | | | | | | | | | | | | | Saint John | | | | | | | | | | | | |

Head Shoppe can start off with the software proposal and focus on it for the first 4 months. Meanwhile, geographical expansion can start on the fifth month and open the next shop after the next two months. Head Shoppe should begin with expanding into areas with bigger target market, which are St John’s in Newfoundland, Fredericton, Moncton/Riverview and Saint John in New Brunswick. More time will be needed for St John’s and Saint John as there are 3 proposed shops to be open in that area, while Fredericton and Moncton/Riverview only has one proposed shop each.

4.0 Conclusion

If Head Shoppe were to gain further profit and growth for its company, they have to consider investment for short term, that is diversify into distributing software and also generating revenue in the long term, which is expand their market geographically. Both strategic options were very profitable and Head Shoppe should not let this chance pass by them.…...

Similar Documents

Premium Essay

Beano’s Ice Cream Shoppe Case Analysis

...I. Challenges o After finding a partner who is willing to invest and become a partner in his business, Terry Smith is having difficulty in deciding whether he should make a counter offer to the proposal that his partner Barney Harris has made, to look for a new partner, or to walk away from the deal altogether. After re-evaluating the partnership proposal, Smith realized the real question was not whether the deal was good enough but whether the proposal will help him reach his goals. II. External environment o This Ice Cream Shoppe would be located in the southern region of the country in Gainesville, Florida with a population of 91,000 excluding students of the local university which enrolls about 38,000 students. Economically, marketing research shows that Gainesville can potentially surpass the average sales of some areas since it will be located in a college town. With many competitors in the frozen dessert industry in the area, Beano’s have received several competitive advantages in the industry because there are no national competitors of superpremium desserts, no local competitors have a place for customers to sit outside, and no local competitor has a policy of “giving back to the community”. With $40,000 invested in equipment for a Beano’s franchise shop, current use of technology seems to be of importance. o 5ForceM: New entrants: Increased competitive pressures from new entrants such as Starbucks, Colombo, TCBY, and Swensen’s; and new product development......

Words: 1013 - Pages: 5

Premium Essay

Case Study

...Chapter 5 IT Infrastructure and Emerging Technologies 203 Salesforce.Com: Cloud Ser vices Go Mainstream CASE STUDY S alesforce.com, one of the most disruptive technology companies of the past few years, has single-handedly shaken up the software industry with its innovative business model and resounding success. Salesforce provides customer relationship management (CRM) and other application software solutions in the form of software as a service leased over the Internet, as opposed to software bought and installed on machines locally. The company was founded in 1999 by former Oracle executive Marc Benioff, and has since grown to over 3,900 employees, 82,400 corporate customers, and 2.1 million subscribers. It earned $1.3 billion in revenue in 2009, making it one of the top 50 software companies in the world. Salesforce attributes its success to the many benefits of its on-demand model of software distribution. The on-demand model eliminates the need for large up-front hardware and software investments in systems and lengthy implementations on corporate computers. Subscriptions start as low as $9 per user per month for the pared-down Group version for small sales and marketing teams, with monthly subscriptions for more advanced versions for large enterprises starting around $65 per user. For example, the Minneapolis-based Haagen-Dazs Shoppe owned by Nestle USA calculated it would have had to spend $65,000 for a custom-designed database to help management stay in......

Words: 1958 - Pages: 8

Free Essay

Case Study Case Study Case Study

...This case study is an excellent example of how different types of parties can be brought together in a large scale transaction and how the original energy of those early meetings can be lost over time. I imagine that when Anthony Athanas was purchasing those old piers back in the 1960s many, if not all, of his colleagues, friends, and family members told him that he was off his rocker. I’m sure Athanas was looking at this land as his family’s ticket to financial prosperity and somewhat of a legacy that he could leave to his descendants for years and years to come. One of the items I wish the case would have divulged is the amount of money that Athanas had invested in the properties. For me this information would have given an insight to his net worth and how much he had riding on this investment. I assume it was substantial given his actions later in the process. Twenty years later Athanas’ dreams came true and all those naysayers were more than likely green with envy. The amount of pride Athanas’ had in his investment at that moment had to have been insurmountable. Being approached by a big time real estate development company and their extremely wealthy client, Hyatt Corporation, must have made Athanas feel larger than life and made him feel like something he isn’t, which is a developer himself. The case doesn’t give much insight into whether Athanas had any representation or anyone consulting him throughout the process. From the beginning, I saw this as matchup...

Words: 1190 - Pages: 5

Premium Essay

Beano’s Ice Cream Shoppe Case Analysis

...I. Challenges o After finding a partner who is willing to invest and become a partner in his business, Terry Smith is having difficulty in deciding whether he should make a counter offer to the proposal that his partner Barney Harris has made, to look for a new partner, or to walk away from the deal altogether. After re-evaluating the partnership proposal, Smith realized the real question was not whether the deal was good enough but whether the proposal will help him reach his goals. II. External environment o This Ice Cream Shoppe would be located in the southern region of the country in Gainesville, Florida with a population of 91,000 excluding students of the local university which enrolls about 38,000 students. Economically, marketing research shows that Gainesville can potentially surpass the average sales of some areas since it will be located in a college town. With many competitors in the frozen dessert industry in the area, Beano’s have received several competitive advantages in the industry because there are no national competitors of superpremium desserts, no local competitors have a place for customers to sit outside, and no local competitor has a policy of “giving back to the community”. With $40,000 invested in equipment for a Beano’s franchise shop, current use of technology seems to be of importance. o 5ForceM: New entrants: Increased competitive pressures from new entrants such as Starbucks, Colombo, TCBY, and Swensen’s; and new product......

Words: 319 - Pages: 2

Premium Essay

Case Study

...Select a case study from the University of Phoenix Material: Young and Middle Adulthood Case Studies located on the student website. Write a 700- to 1,050-word paper describing the influence the experiences have made on the person’s development. Address the following in your paper: Discuss the family, social, and intimate relationships of the person in the case study. Identify any role changes that have occurred. Explain the immediate and future effect of healthy or unhealthy habits practiced by this person. Include at least two peer-reviewed resources. Format your paper consistent with APA guidelines. University of Phoenix Material Young and Middle Adulthood Case Studies Read the following case studies in order to complete the Week Three Individual Assignment. Case Study 1: Jackson Jackson is a 25-year old male who has recently been admitted to a substance abuse program in Chicago, Illinois. He has been arrested several times for possession of a controlled substance but has not served any time in jail. He grew up in a single-parent household with his mother, Tina. Tina, 45, is employed as a high school teacher; his biological father is not involved in his life. Tina’s boyfriend, Michael, often attempts to serve as a father figure to Jackson. Jackson went to college immediately after high school, focused on a degree in chemistry. In high school, he was a good student who earned A’s and B’s in most courses. After a car accident, a slight head......

Words: 414 - Pages: 2

Premium Essay

Case Study

...Case Study Southwestern University Southwestern University (SWU), a large stage college in Stephenville, Texas, 20 miles southwest of the Dallas/Fort Worth metroplex, enrolls close to 20,000 students. In a typical town-gown relationship, the school is a dominant force in the small city, with more students during fall and spring than permanent residents. A longtime football powerhouse, SWU is a member for the Big Eleven conference and is usually in the top 20 in college football rankings. To bolster its chances of reaching the elusive and long-desired number-one ranking, in 2001, SWU hired the legendary BoPitterno as its head coach. One of Pitterno’s demands on joining SWU had been a new stadium. With attendance increasing, SWU administrators began to face the issue head-on. After 6 months of study, much political arm wrestling, and some serious financial analysis, Dr. Joel Wisner, president of Southwestern University, had reached a decision to expand the capacity at its on-campus stadium. Adding thousands of seats, including dozens of luxury skyboxes, would not please everyone. The influential Pitterno had argued the need for a first-class stadium, one with built-in dormitory rooms for his players and a palatial office appropriate for the coach of a future NCAA champion team. But the decision was made, and everyone, including the coach, would learn to live with it. The job now was to get construction going immediately after the 2007......

Words: 1096 - Pages: 5

Free Essay

Case Study

...Marcellis G. Jugo Ms. Maria Paz Magsalin BSBA-MKTG MGT3-10:30am-1:30pm/Friday Case: Gold Star Chili I. Company Profile: Gold Star Chili is a restaurant chain based in Cincinnati, Ohio, that sells Cincinnati chili. The original restaurant was established in the Cincinnati neighborhood of Mt. Washington in 1965 by four brothers from Jordan. Gold Star Chili is the "Official Chili" of the Cincinnati Bengals. Gold Star Chili was founded in 1965 by four Jordanian brothers in Mount Washington, originally under the name Hamburger Heaven. As the original name suggests, the original vision for their restaurant was primarily hamburgers. However, they also had a chili recipe that they began modifying, soon finding that customers were ordering the chili more than any of the other menu items. As a result, the brothers changed the restaurant name to Gold Star Chili and removed many of the other items from their menu. In 1993 Tony Pérez, then manager of the Cincinnati Reds and former member of the Big Red Machine, kicked off a promotion campaign for the restaurant. During his baseball years Pérez's nickname was "Big Dog", and since the chain was ready to promote their new foot long cheese coney, Gold Star saw a promotional opportunity, naming it "Big Doggie". For the promotion, the store offered customers 16-inch (410 mm) miniature Louisville Slugger baseball bats for US$1.99, and Pérez did various in-store signing sessions for fans. In the past, Gold Star Chili has also hired......

Words: 574 - Pages: 3

Premium Essay

The Nfl's Head Case

...The NFL’s Head Case The NFL and its teams have a professional medical staff that is assigned to each team. Their responsibility is to treat and evaluate players after an injury. While they claim that they only release players if they are completely free of symptoms and that also the players consent to feeling normal, the NFL should take on more responsibility with current and former players and acknowledge fact that they have knowingly allowed players to compete in games when they should have been kept on the sideline. There have been over 4100 former players who have been diagnosed with chronic traumatic encephalopathy (CTE) which also includes illnesses like dementia and Alzheimer’s disease. There have been several suicide related deaths that have left many unanswered questions. Some have even left suicide notes that requested that their brain to be researched. Additionally, medical research has been able to show connection through several studies that head injuries, especially repeated, can cause traumatic brain damage. The main point of this research paper is to argue that repeated head injuries suffered by current and former NFL players are directly related to the neurological problems and the deaths of Junior Seau, Jovan Belcher and others, while also presenting the reactive measures that are taking place to prevent future occurrences in regards to rules and equipment.   Every NFL football team is assigned a medical staff that is a paid member(s) of the organization.......

Words: 2271 - Pages: 10

Premium Essay

The Nfl's Head Case

...The NFL’s Head Case The NFL and its teams have a professional medical staff that is assigned to each team. Their responsibility is to treat and evaluate players after an injury. While they claim that they only release players if they are completely free of symptoms and that also the players consent to feeling normal, the NFL should take on more responsibility with current and former players and acknowledge fact that they have knowingly allowed players to compete in games when they should have been kept on the sideline. There have been over 4100 former players who have been diagnosed with chronic traumatic encephalopathy (CTE) which also includes illnesses like dementia and Alzheimer’s disease. There have been several suicide related deaths that have left many unanswered questions. Some have even left suicide notes that requested that their brain to be researched. Additionally, medical research has been able to show connection through several studies that head injuries, especially repeated, can cause traumatic brain damage. The main point of this research paper is to argue that repeated head injuries suffered by current and former NFL players are directly related to the neurological problems and the deaths of Junior Seau, Jovan Belcher and others, while also presenting the reactive measures that are taking place to prevent future occurrences in regards to rules and equipment.   Every NFL football team is assigned a medical staff that is a paid member(s) of the organization.......

Words: 2270 - Pages: 10

Free Essay

Case Study

...Performance Appraisal Problems at DDI Group Activity Case Study Downbrody Drinks International (DDI) manufactures take away hot drinks which are sold in grocery stores, garages and supermarkets across Europe through their specialised dispensing machines. They also manufacture and distribute soft drinks such as their successful “Orange Energy”, “Spring Rose” and other carbonated products. DDI was originally established as a small Irish drinks and snack foods company in 1972 serving the local and UK markets. Over the years it expanded its Irish production facility focussing more and more upon drinks products. In 2001 it became a subsidiary of the global multinational Dunder Keisler Drinks and Foods Incorporated (DKDF). DKDF produces a range of food and drinks products across the so-called “fast-moving consumer goods” spectrum of products. The DDI manufacturing site in southern Ireland is now also the DDI worldwide head quarters. At the DDI Irish site the firm employs around 1,300 staff. Of these 1,000 are factory-workers and 300 based in head office. The major DDI corporate support functions are located at head office including human resources, finance, marketing, sales, product development and logistics (shipping and distributions management). Most factory staff are members of the GWLU (General Workers Labour Union) whereas only about a third of the staff at head office are in a Labour Union. Union members at Head Office are represented by the Clerical and Office......

Words: 1501 - Pages: 7

Premium Essay

Case Study

...Running Head: Case Study 1 Case Study #1 Clinical Psychology: Severe Depression Princess Coles ABS 200 Introductions to Applied Behavioral Sciences Instructor Weniger 08/4/2015 Severe depression is one of the many mental illnesses that affect one out of ten Americans. Severe depression involves, extreme or constant feeling of sadness, loss of interest in activities and even relationships. Those suffering from depression might even struggle with the feeling of worthlessness and repeated thoughts of suicide. Therefore the effects are not only psychological but physical as well. According to Kessler author of Twelve-month and lifetime prevalence and lifetime morbid risk of anxiety and mood disorders in the United States International Journal Of Methods In Psychiatric Research, (3), 169. About 17% of people are likely to experience some kind of depression at some point in their lives. I have chosen this topic of interest because it is important to help those suffering from depression understand that there is help and that with treatment they can lead a more positive way of thinking. Some mental health problems are caused by dysfunctional ‘ways of thinking’-either about self or the world (e.g. in major depression) and many anxiety disorders are characterized by a bias towards processing threatening or anxiety relevant information. Cognitive behavioral therapy is generally perceived as an evidence based and cost effective form of treatment that can...

Words: 517 - Pages: 3

Premium Essay

Case Study

...Graded Unit 1 – Case Study The following answers are related to an "issue" from a practice case study. The issue was based on the following extract from case study: "At least two members of staff spend more than 70% of their time out of the office visiting clients ……………… There is some tension between these two employees and members of the administrative staff, with each blaming the other for not passing on messages or acting upon them." Both answers are regarding the same issue extracted from case study, however the first one is a very good answer (gaining 6 out of 7) and the second answer is poorer (gaining just 2 out of 7). Read through both of them to gain an understanding of what is required, in general, regarding the structure/content/knowledge a student must show to do well. Answer 1 Using ICT to communicate with the staff members that are out of the office (issue clearly identified – 1 mark) The relationship between the staff who spend most of their time on the road and the staff in the office is poor. The tension between the staff has been deteriorating over time and instead of seeking ways of trying to solve the communication issues, both sides are spending a lot of time blaming the other. (issue developed - 1 mark) (One mark is awarded for clear identification of the issue, another mark is awarded for development of the issue.) a. Unfortunately, the customers are suffering because of this arguing, if we do not resolve this, then...

Words: 641 - Pages: 3

Free Essay

Case Study

...    Running head: PAIN CASE STUDY              Case Study: Pain  Amit Dhir, Omeid Heidari, Sean Mayer, Ololade Ikuomola & Adam Boyce  NR110.542 Physiological/Pathophysiological Basis for Advanced Nursing Practice I  09/29/2015  Johns Hopkins University School of Nursing                            On our honor, we pledge that we have neither given nor received any unauthorized  assistance on this assignment.   1      Running head: PAIN CASE STUDY    CASE STUDY  Pain     Use this document in documenting your response to the Patient Case Questions.     CHIEF COMPLAINT  “My back is killing me. The pain is mostly sharp and stabbing, and sometimes it’s a dull ache.  You’ve got to do something. Those Tramadol pills aren’t cutting it and they’ve bound me up.” “I  am not sleeping because of the pain.”     MEDICAL HISTORY  P.M. is a retired, 81­year­old male being seen for a routine health maintenance visit. He has a  history of lower back pain, morbid obesity, hypertension, hypothyroid, occipital lobe stroke,  bilateral total knee arthroplasty, GERD and sleep apnea. Now reporting pain in feet. He has been  a smoker for the past 64 years, reporting 1­2 ppd. He is accompanied by his wife of 62 years.     CURRENT MEDICATIONS  Tramadol 50­100 mg p.o. Q 12 hrs prn back pain  Atenolol 25 mg p.o. Q a.m.  Levothyroxine sodium 125 mcg p.o. Q a.m.  Clopidogrel 75 mg p.p. Q a.m.  Ibuprofen 600 mg ii p.o. prn knee pain  Aspirin 650 mg p.o...

Words: 6003 - Pages: 25

Premium Essay

Running Head: Dell Direct Case Study

...process of understanding consumer behaviours on personal computers and other equipment that relates to computer. With the increase in the number of companies with similar computer services, Dell need to focus on its marketing strategy in order to establish the best market segment. This essay will focus on how Dell should use the exploratory research design understand consumer behaviours on purchase of personal computers. The essay will also evaluate on the current company’s marketing strategy and determine its applicability towards survival and growth in the market. Discussion The most vital aspect in the current personal computer market is to develop products that serve needs of consumers. Dell Computer Company must develop a research study and determine how household consumers purchase personal computers. This will help the company come up with a marketing strategy for marketing its products. Reaching the target population is the most necessary aspect an organization that want to market its product should do. Exploratory research is the best marketing research design that most companies that want to develop their marketing strategies apply. The approach helps the company understand different aspects that an organization may use to develop sound marketing strategy. With Dell Computer Company, evidence shows that exploratory research approach is the appropriate design to understand how household consumers purchase computers, (Musil, 2011). Most researchers apply......

Words: 839 - Pages: 4

Premium Essay

Case Study

... CeeCee retail fashion case study Industry overview Over the last decade, the European clothing market has grown by almost 20% (as measured by sales revenue). However, this headline sales figure hides many of the underlying tensions involved when competing in this market sector. The clothing market has suffered from strong deflationary pressures due to the influx of `value’ retailers and intense competition. `Value’ retailers are defined as low price retailers which import low cost clothing manufactured principally in Asia. These `value’ retailers include some high street chains as well as supermarket chains that sell clothing. Generally, it is accepted that there are three tiers of clothing retailers, which are: couture houses and top designer labels high street retailers of fashion clothing `value’ retailers (as defined above) which retail at the inexpensive end of the market. There are a wide variety of retailers which compete in high street and shopping centres all over Europe (and some globally) whose prices, quality and branding varies greatly. Historically, clothing-only retailers dominated the market, taking nearly two thirds of all sales, with large department stores coming second. More recently large supermarket retailers, known principally for their grocery lines, have gained market share with a major push into non-food sales. Furthermore, in an increasingly competitive market, `value’ retailers are also growing quickly. The major force for change in the clothing...

Words: 8364 - Pages: 34