Case: Pizza Chains of the United States and Pizza Hut Essay

Executive Summary Competing in the grocery store like a shot bunghole be re everyy complicated. The pizza pie pie pie manufacture is a 30+ Billion per form industry (Facts, 2010) Maintaining a steady position in this industry is rattling desperate to us be sure-fire in such a contesty commercialize environment. Deciding when to expand a order is real important. There ar decisions to be make for example whether management wants to vertically or horizontally integrate. What Resources give be motivatinged? Other decisions whitethorn be to add a in the raw product line to postulate with other companies already in the securities industry.Recognizing these issues early on help to check a way falling roll in the hay in the trade due to non recognizing rivalry when as it arises. So utmost to date dominos has absorb a remarkable job at staying ahead of the game. Being an trailblazer in give covering fire, later trade the HeatWave bag, and thus far wr ite downing into smart markets with vehement oven subs and pasta bowls. The latest of our strive for excellence has resulted in us revamping our recipe. sound like every angiotensin-converting enzyme else we deplete our weaknesses, save our strengths be where we prevail. We hasten a long supply chain and have integrated it preferably well. Our magnanimous dividing lineman to trade and implement these though our prerogatives have been relatively impressive.This is very unique to us indeed. We have everyplacecome m any(prenominal) obstacles. Since cc7 the economy has taken a downswing and has as yet to recover completely. We have adapted by reducing footings, adding menu items and integrated a natural recipe into our association to achieve frequently of a competitive gain in this every changing market. As Trends spay so do we. Even though we are doing spacious with the current changes, we need to take spacious wages of the momentum and enter into a new mar ket before a new contention rises up and blindly and takes us by surprise.The set pizza pie pie market has al or so exploded in the last few years with the States trying to uprise much for the buck. The cold pizza market put outs to coiffe well as consumers gallop to seek value and convenience and are trading down from lecture and restaurant pizza companies(Shea, 2010) to include us and our competitors. This is our chance to get into the frozen pizza market. With mug recognition only we should be victoryful and now that we have our new recipe behind us we should be able to be a strong contender.Expanding that even come on and non only pass frozen save reachering unfrozen pizza as well with new-made legislateping in my faith has a recipe for success. Imagine nodes grabbing a eye masks pizza while grocery shopping. They would be getting the corresponding over freshness we widen with turn up the need for sales talk. We could penetrate that market from nodes who normally adoptt order speech communication. Dominos has made these decisions before We made a diffuse of tough calls in edges of expanding our menu and changing our recipe(Veenendaal , & York, 2010) consort to Mr. Bran have on.This is some social function we obviously are getting really advantageously with. Without recognizing this new affright of competing with the frozen solid food isle we are destined to fall behind. display Dominos pizza first base began in 1960 from a pizza store cognize as DomiNicks. It was purchased by Tom Monaghan and his brother jam Monaghan for $900. James later s nonagenarian his half of the partnership to Tom for a Volkswagen Beetle. In 1965 Tom now the sole owner of the guild re arouses it to the name we recognize today as Dominos. The first Dominos pizza privilege originated from Ypsilanti, Michigan in 1967.In 1978 the Franchise had grew to over 200 stores. Then again only 5 years later in 1983 we hit some other bench mark in our com pany by reaching our vitamin C0th store and were international. Today round 90% of our companys domestic stores are franchised. We use our company owned stores as a testing ground for our new products and technologies which we then pass onto our franchisees. all over our 45-year history, Dominos has developed a simple business mould tapered on its core strength of delivering quality pizza in a prison termly manner.This business model includes a pitch-oriented store object with low capital requirements, a focused menu of pizza and complementary color side items, committed owner-operator franchisees and a vertically-integrated distri providedion system (Reuters, 2010). In 1993 we had to wear out a booming marketing advertize for delivery that was well known as the 30-min guarantee and redirected out emphasis on more on the Total Satisfaction Guarantee If for any reason you are dissatisfied youre your Dominos pizza dining experience, we ordain re-make your pizza or refund your money(Our Heritage, 2008). In the 1992 we rolled out bread sticks which had importee in that it was our first non-pizza menu item. Shorty after that in 1994 we introduced Buffalo locomote to our domestic stores. This a nonher technique used to complement our already easy pizza delivery business. When compared to others in the industry during this time we were sustaining our charge by offering more of a range of products with speedy delivery. Spinning off into the virulent locomote market allowed us to grab financial aid of universe more than just a pizza delivery business.We now had more variety with the same deal outable speed and service. With the dot com bubble overture to light in the 90s, we again led the way by getting in early on the dominos. com. The dot com bubble was a speculative bubble covering roughly 1995-2000(W dot-com bubble, 2010). We recognised this competitive advantage early and launch our first website in 1996, Dominos. com. Our business leade r to continue to recognize the importance of adapting to an ever changing market has been the pick out to us maintaining our current position today.In 1998 we launched another industry initiation by offering the first patented technology bag that keeps the pizza oven-hot to the customer verge. It was called the Dominos Heat Wave and was used heavily in advertisement to gain customer confidence in the delivery of a hot piping pizza directly to their door and is subdued used today. This added to our already strong brand recognition in the market and move to add more of a distance between us and our competitors.By taking full advantage of the opportunity to be an trailblazer to pizza delivery, we not only provided a service that was not yet formal in the market place early that established the brand name recognition for pizza delivery which is the key advantage over other competitors in the pizza delivery service. After most of the recent research that has been done today, it has come to our attention in todays market that customers would prefer a great tasting pizza over a speedy delivery.The fact that we have shifted our ideas to revamping our recipes was a great challenge for us this past year and has worked out rather well. This was expectant step from our tralatitious idea of being productive by competing to make a speedy delivery and cheaper pizza.Today we are competing by do a great pizza with the added convenience of delivery to the customer door step hot and fresh as well. We operate out business in three segments, domestic stores, domestic supply chain, and international. Our domestic stores are comprised of 4461 franchise stores and 466 company-owned stores, generated revenues of $493. 6 one million million and income from operations of 121. 5 million during the pecuniary year ended jan3, 2010. Our domestic supply chain segment, generated revenues of $763. 7 million and income from operations of $57. 0 million during 2009. Our internati onal segment generated revenues of $146.8 million, of which approximately 53% related to franchises royalties and fees, and generated income from operations of $66. 8million, of which approximately 91% related to franchise royalties and fees. This was all entropy taken from the 2009 dominos 10k. This records our expertness to compete. Our mission rehearsal says a lot about us as a company. exceptional franchisees and team members on a mission to be the surmount pizza delivery company in the world (Bloomburg business week, 2010) shows that even though we have focused on selling more pizza than any other competitor in the market we want to encourage a fun atmosphere.By encouraging our employees to work as part of a team, it not only encourages a successful work environment, further similarly polishs over the counter to our customers. This high energetic atmosphere surrounding our establishments has a great impact on the customers perspective and how they compass us and the v alue of not only the product we sell but our company as a whole. This is in line with our vision delegacy as well. One of our international vision statements of being number one in pizza, number one is people (Inside dominos, 2008) shows our commitment not only to making great pizza but ensuring our customers stay happy.Today more than ever people are addicted to fast food. It is a fast growing industry. Fast food is considered by most to be a food that is consumed on the go. clients today love style, taste perception, and have preferences that we as a role player in the pizza delivery sector must tap into to be successful. The pizza pie industry is a 30+ Billion per year industry (Facts, 2010) Maintaining a steady position in this industry is very imperative to us being successful in such a competitive market environment. We have made a prodigious step former by changing our game plan and mixing up our ingredients to get more of what Americans are in tune with.Americans eat approximately 100 acres of pizza each day or about 350 slices per abet (Facts, 2010). Understanding the current eating habits of our customers today is the key to being successful in tomorrow world. We have led the way by being an innovator and setting the standard in delivery when we first began and dont need to stop now only by spicing up our ingredients. We now have the momentum to achieve so much more and I highly recommend we take full opportunity of this get forward to encounter our customers and compete not only in pizza delivery industry, but in the frozen food isle as well.There are so many avenues of completion we could look at and I would like to take this opportunity to give youre my insights and the direction I take we should pursue to take our company far in to the future and deter other from entering our industry. Analysis-Debt Analysis In analyzing our debt, I have discovered that our greatest strength according to standard and short(p)s is our ability to contin ue to have reductions in debt. This gives us a affirmative upper hand in the market being that our competitors realize that we now have plenty of working capital.Our favorable view of DPZ reflects the expected benefits we see from the companys four-pronged strategy. Namely, its ongoing reductions in debt, the early success of efforts to gain domestic market appropriate via its in the raw Inspired pizza pie, a heightened focus on operational excellence and financial strength among its domestic franchisee base, and continuing international expansion. (S&p focus var., 2009). Hopefully this will help sustain our competitive differences among our disceptation.In looking at at the financials from moneycentral.com, I have discovered that our net earn border to be 5. 5% and protactinium rear ends net profit margin to be 5. 44%. This shows that we have a slighter higher consecrate on every dollar we have invested and thus leading us to have a stronger position than dad lavs.Acc ording to the 10k posted on investing. businessweek. com we have a strong cash settle and earnings current A substantial percentage of our earnings are generated by our committed, owner-operator franchisees finished royalty payments and revenues to our vertically-integrated supply chain system(United states securities, 2010).Our system has produced strong cash flow for us, this had led to our success enabling us to invest in the dominos pizza brand, our stores, and our supply chain centers, pay dividends, and repurchase share of common stock, and repurchases and retire outstanding principle on our fixed debt notes and deliver a better than average return for our stockholders. Our system is a very diversified franchise system. We have come a long way in our line of business. Being that we not only integrated a new recipe to integrate it into this whole supply chain has been quite impressive.With corporate deciding to change our ingredients in our pizza recipe to regain our custom er base has been more than a success and the number reflect on our 10k for 2009. This reflects to an extent that our new inspired pizza for the moment is working. impudently Inspired Pizza This new strategic decision to ramp up our recipe all came about after a study we conducted a study in 2009. We discovered that a lot of people did not like our pizza. With statement made like Dominos pizza crust, to me, taste like cardboard (burkitt, 2009). We had no other option but to change the way we made pizza dough and sauce recipes and launched new and inspired pizzas earlier this year. We reformulated our ideas to regain new and old customers. After measure the fact that we no longer have the lead in delivery and the taste of our pizza is a very important to our customers. This alerted us to the how our old strategic performance measurable up. This again gave us a much needed opportunity to give the customers something different.Our rival has decided to stay with their traditional sty le recipes and we now have the opportunity to surge forward and offer a more value to our customers with our new look and feel. We took a large gamble in our advertising campaign for our New Inspired Pizza by acknowledging our previous shortcomings of our pizza. This campaign included TV ads giving customers a snapshot of our new ingredients. We have encouraged many to try our new pizza and so far it has been a successful campaign.According to the data we collected I am pretty confident that the new pizzas have been a huge success, leading to 14% sales increase in the first derriere of 2010 at most locations overspreaded more than a year. The fact that the customer realizes we listened to them, and we changed our pizza shows our loyalty to how our customer feel. They reacted by returning. As of the quarter death march 28th, 2010 the companys domestic same store sales grew 14. 3% as a result of change magnitude store traffic from the successful introduction of its new and inspir ed pizza(Dominos pizza announces, 2010).There has been a lot of noise roughly the change to our pizza. I feel that it has obviously showed it was successful. Our President and chief executive director officer J. Patrick Doyle, has been quoted as stating a remarkably better pizza, and our honesty in how we told consumers about it, is paying off with a revitalized overall stratum with dominos leading that trend. We couldnt be more please with the success of our new and inspired pizza (Dominos pizza announces, 2010). This is a very important statement in that that not only demonstrates that our prexy is in full tune with what is going on in our company but he truly understood what we faced and has inspired to our competitors that we will not throw in the towel and that we will be titan to contend with if they decide to get into our market. He later added Our international course of instruction kept up its phenomenal growth trajectory again this quarter, with continued success in our real markets, along with new markets expected to cave in in Europe, Asia and Latin America yet in 2010.I think we have by far the best international story in the sector. (Dominos pizza revenue, 2010) . This is very significant in that is relays another message that we not only concerned about one contribution but multiple ones. We are very good at what we do. We show diversification and show the world we are global contenders. Sub contestation Another strength I see that we recognized approximately 2 years ago and was the idea to add oven baked sandwiches. This has led to our competitiveness in that we deliver not only pizza but hot oven baked sandwiches as well.Prices at just $4. 99 and available in 4 varieties offers competitiveness to more than just pizza sea chantey and papa johns but other fast food set up as well. popping johns does compete in this area with chicken strips but have failed to expand any further. They have desert pizzas but so far that decision has not affected our sales. guests ability to have the convenience of sitting at phratry and have us deliver their oven baked sandwich versus having to drive not only appeals to them on a convenience level but overly that they save gas as well.The president of dominos USA commented on the launch stating as of today, we are the largest sandwich delivery company in the nation. This launch springboards dominos in the lunch business by providing a product that is high quality, priced right and aimed at convenience-minded people without a lot of time. Of course, sandwiches are too available any time our stores are open (Dominos pizza extends, 2008). Reevaluation We have also reevaluated our domestic franchisee stores to change things up a bit. We have recognized the need for improved performance.We recognized the three dimensions of performance according to the Strategic management by bandford and westmost 1) summery measures that reflect the impact of integrated efforts across the en tire company, 2) measures that can be compared to competitors and 3) measures that account for longer periods of time(Bamford, West, & Reviews, 2009) We gave the stores a grade from A to D Based on sales, operating profits, and the strengths of their financials. This analyzed the summary of how the franchise stores measured up across our domestic market.This allows to recognized problems and fixes them without causing damages to our reputation. The franchises that scored the lowest were offered assistance and advise on how to regain back their customer base. This big push forward in the implementation of reevaluation and adjustments to our existing stores to how we do business is was much needed. We provided them with the option to be bought out. Due to our ability to repurchase these weaker franchisees locations, this led refranchises to its stronger operators. These were measured we considered important when comparing to our competitors.We did have to leave off down a number of s tores but the results we hope to achieve are higher sales for franchisees and a boost to company royalties as well. This all played in as a part of return on assets (ROA). After this strategic decision of realigning our stores this gave our existing stores more company profitability, and also focused on each stores strengths and weaknesses. Marketing Campaign Without an effective marketing campaign and getting the volume out that we got it, our changes would have been pointless. There comes a time when we realized changes needed to be made.The fact that we discovered customers were not completely satisfied with our pizza and reacted was a great move on our part to recognize it could damage us dramatically if changes were not made accordingly. This led to our drive to become better. In taking advantage of today technologically advances and using YouTube to relay the message that we got the message. It allowed customers to see exactly what we were doing to combat the flaws that they had pointed out. We were aware they were unhappy and this has helped in significantly getting the word out our pizza has changed and we do care about how our product taste.Weakness A huge weakness that I feel that we really need to consider and get on board with today is the ingress into the pizza into the frozen pizza industry. This has many potential upsides. This whitethorn be one of the best strategic moves we could make using the momentum we have with the revitalizing of our pizza. We need to show we can take on any competitor. Taking full advantage of the opportunity provided by the economy and using this to our advantage not only guarantees that we can be successful in the market but also seals the deal that when the economy picks up that we will remain fetching there.The customers have rushed the frozen food isles in grocery stores since it may be cheaper to purchase and microwave a pizza than ordering from delivery which in general tends to be more expensive. Providing piz zas cheaper savvy the customers attention when deciding where money gets the most for its value. We nevertheless provide a superior product but in my opinion we have to compete with price in this market to be successful and to do that we need to be in this market. We have to look further than our traditional competitors and broaden our horizon.This way of thinking and planning ahead assures we continue to be competitive and reestablished our ability to adapt to change. The Competition It is not dark who our biggest competitors are. The tradition pizza wars between us and pizza hut, and papa johns has been among the greatest. Today we not only compete with pizza hut as a top competitor but Papa john pizza as well. There are some other local anesthetic establishments that try to compete but for the most part domestically, these are the top two we need to be concerned about and devote our attention to analyzing our marketing approach.We need to remain vigilant and aggressive in asse ssing our competition and not forget that at any moment they could regain the momentum. So far we have sustained our position but to obtain sustainability in the market takes being very proactive and not underestimating the competition or taking for granted our current position. In comparing ourselves among other in the industry it is no secret that we must compete with papa johns and pizza hut to remain successful in our market. In analyzing the big three, dominos pizza they reported a 1.4% increase in domestic same store sales for the fourth quarter ending jan3rd (Morgan, 2010). 2009, pizza hut reported sales were down 9% for 2009(Morgan, 2010),and papa johns reported same-store sales were down . 5% this quarter (Morgan, 2010). These numbers have demonstrated our ability to regain our competitive separation. We have focused more on ramping up our recipe but it is saturated to gauge how to sustainable it is. Typically you see a few good weeks on any promotion, but this is such a d ifferent thing (Morgan, 2010). This approach should prove to be a successful market campaign but time will tell.Pizza hut has elected to go with more of a traditional approach focused on price competition, with a $10 any way you want it(Morgan, 2010) promotion. This shows their ability to at least acknowledge the market in that with a weaker economy customer want more the buck but in long bourn our ability to take time now to focus more on taste and excitement surrounding our company is a long term solution. Competing with price is fairly easy to implement but recipes take time and focus more on were a company want to go. Papa johns have also got caught up in this price war with pizza hut.Offering same price comparisons similar to what pizza hut offers. fixed Pizza In comparing ourselves with the frozen food industry which I feel we should consider a competitor, I have noticed a market that is quickly being dominated by a company Nestles(PK) who I think could soon be considered a serious competitor. By recognizing this threat now we can jump ahead of our traditional competition by entering into the market. Nestles add such brands as DiGiorno, Tombstone and atomic number 20 pizza kitchen when they recently acquisitioned Kraft(KFT) .They now own more than 50% of the frozen pizza market.this is more than there twice the share of their next major(ip) frozen pizza competitor Schans foods, maker of red baron, tonys and freshmetta brands, who pretty hold less than 25% share of the category(Shea, 2010). When analyzing and looking at the get sales generated in the 52 week ending august 9th, 2010 the brand digiorno generated sales of $591,262,700 and for the week ending may 17th,2009 generated $534,356,200. The following charts are reference from (Pizza sales 2009, 2010) Top 10 Frozen Pizza Brands (for the 52 weeks ending August 9, 2010) DiGiorno $591,262,700.Tombstone $270,412,700 Red Baron $256,308,000 California Pizza Kitchen $175,750,800 Totinos Party Pizza $1 52,630,700 Top 10 Brands of Frozen Pizza (for the 52 weeks ending May 17, 2009) Brand Name Dollar sales Unit Sales DiGiorno $534,356,200 100,464,200 Tombstone $254,147,400 69,809,980 Red Baron $245,141,600 62,940,960 California Pizza Kitchen $175,838,600 32,818,720 This shows that the frozen pizza industry is having a huge impact on our society today and they are demonstrating that they can achieve a significant growth of sales in a relatively short aggregate of time.Recommendations In researching out company and analyzing our success to date, and the current market conditions, I see a great opportunity for us to consider entry into the frozen pizza market and not only offer frozen but offer unfrozen daily made fresh pizzas as well. This will allow the consumer to take our pizza shoes and get the oven freshness that we can offer without delivery as well. This not only will complement our ramped up recipe but will take less time to cook when a customer is not interested in deliver y but rather take advantage of the convenience of cooking it themselves.Unfrozen pizza and made daily with fresh toppings will be a great advertising campaign as well. the frozen pizza market continues to perform well as consumers continue to seek value and convenience and are trading down from delivery and restaurant pizza companies(Shea, 2010) to include us and our competitors. For us to assume that this market doesnt affect us may be a big mistake on our part. I have seen no reason wherefore we couldnt penetrate that market effectively, especially with our brand recognition.So far we have done a great job at anticipating the market the knowing when to make changes and adapt or market to make successful changes that keep us on top of the market. We obviously understand our ability to adapt to change and get into other markets rather considerably. From hot wings to now hot oven sandwiches our implementations are rather efficient and are easily transitioned to our stores. I have e xplained that the market is very intense and failure for us to expand into other parts that affect our industry may be a big mistake. I also think that we can take advantage of reducing our prices as well.There is no reason why we cannot bundle our advertisement campaigns together and run them consecutively. Competing with pizza huts price not only may regain customers but also gives customer that differently shop for the cheapest delivery service a chance to taste our new pizza. With the time and effort we have put in the new taste of our pizza, I feel that we need to not only get the word out though commercials but through word of mouth as well being not only competitive with taste but price will be our another one of our tools to success. Citations.Facts. (2010). Retrieved from http//www. pizzaware. com/facts. htm http//www. dominosbiz. com/Biz- sedanlic-EN/Site+ topic/Secondary/About+Dominos/Diversity/ Inside dominos. (2008). Retrieved from http//www. dominospizza. co. nz/corpo rate/inside/visionmission. aspx Our Heritage. (2008). Retrieved from http//www. dominos. com/Public-EN/Site%2BContent/Secondary/Inside%2BDominos/Ou r%2BHeritage/ W dot-com bubble. (2010). Wikipedia, the free encyclopedia. Retrieved (2010, May 31) from http//en. wikipedia. org/wiki/Dot-com_bubble Reuters, T. (2010).Dominos pizza inc. marketwatch, Retrieved from http//www. marketwatch. com/investing/stock/dpz/profile S&p focus stock of the week. (2009). S&P The Outlook, Retrieved from http//www. spoutlookonline. com/NASApp/NetAdvantage/FocusStockOfTheWeek. do? &context=Company&docId=15485805 Dominos pizza announces first quarter 2010 financial results. (2010, may 04). Retrieved from http//finance. yahoo. com/news/Dominos-Pizza-Announces-First-prnews-3155025210. html? x=0&. v=1 burkitt, l. (2009, Dec 22). Dominos launches massive $75 million ad blitz.Forbes.com, Retrieved from http//www. forbes. com/2009/12/21/dominos-pizza-recipe-ad-campaign-cmo-network-dominos. html Veenendaal , P, & York, e. (2010). After roiling year, new domino. Advertising Age, Retrieved from http//adage. com/article? article_id=141334 Bamford, Charles, West, Page, & Reviews, Cram101. (2009). Outlines & highlights for strategic management. Academic Internet Pub Inc. Morgan, s. (2010, April 12). The Pizza portfolio. Smartmoney, Retrieved from http//www. smartmoney. com/investing/stocks/the-pizza-portfolio/? cid=1186 Shea, R.(2010, April 12).Nestle the new 800 pound gorilla in frozen foods. Seeking Alpha, Retrieved from http//seekingalpha. com/article/207736-nestle-the-new-800-pound-gorilla-in-fr ozen-foods Pizza sales 2009. (2010, Feb 18). Retrieved from https//www. aibonline. org/resources/statistics/2009pizza. htm Dominos pizza extends its menu. (2008, 2009 09). Retrieved from http//www. franchisekey. com/us/franchise-news/Domino-s-Pizza-extends-its-menu-. htm.Bloomburg business week. (2010, may 31). dominos pizza inc 10-k , Retrieved from http//investing. businessweek.com/research/stocks /financials/secfilings. asp? ticker=DPZUS United states securities and exchange outfit washington, d. c. 20549 form 10-k. (2010).Commission File Number 001-32242. (web), Retrieved from http//investing. businessweek. com/research/stocks/financials/drawFiling. asp? docKey=136-000119312510045334-2CPIO5V2KAG3763AONFHFPD3VN&docFormat=HTM&formType=10-K Dominos pizza revenue up 18. 4 per cent. (2010, may 06). New Statesman, Retrieved from http//www. newstatesman. com/business-food-and-drink/2010/05/quarter-store-international.

I’Ve Witnessed the Arrival of a Golden Age Essay

The article Ive witnessed the arrival of a well-off years was published 14th August, 2007 and compose by the Guardians Delhi correspondent, Randeep Ramesh. Throughout the article, Randeep Ramesh describes the development of India. Among other things he tells the story about some years ago when he visited an Indian softw ar millionaire, who shows him around the computer industry. The software millionaire comments on the correspondents education, be ca-ca he thinks it is a shame that he was not born in Indian for that cause that the British system makes scientists become journalists instead.The headline, Ive witnessed the arrival of a golden age is mainly factual, because it informs us. It actually tells that the writer has witnessed a golden age and what we will find within. The language which is used is formal or quite an a quotation. It tells us what we will find within. The structure of this article is fundamentally like whatsoever other article. It is structured with a lot of sections. It has a headline and beneath it there are three sentences which briefly thrust the reader a general idea of what the article is about and and so a little introduction which is an experience where a software millionaire shows him around.The memories from his gone are mentioned. Then it moves on to the body of the article which is a exposition of how India has developed and how he had witnessed the arrival of the golden age while he was living in Delhi. The body only sticks to one topic and that is India. In the ending there is a sum up which also enlighten the problem in the article. Besides that there is an interesting point in the three last sentences. That is, you see that India has put the past behind and this instant see a bright future coming and still is optimistic.The writer does not use a figurative language. Many of the sentences are gigantic and some complex etc. In the unselfconscious, no-nonsense manner of many educated Indians, the entrepreneur quizze d me on which university I had gone to (Cambridge) and the subject I had studied (physics), before triumphantly declaring that I had been born in the improper country. (p. 1, line 8-11) Language is formal, there is not used any kind of slang nor sarcasm or irony.There is much draw in to logos in the article because it is based on logic or flat coat and there are several facts. The article is argumentative for the reason that the reader becomes wiser and informed. The arguments which are used are objective and the choices of words are neutral. The purpose of writing the text could be that the Randeep Ramesh wants to influence the reader and distill his own opinion. He generally informs the reader and makes his point clear.

Autobiography Example

You harbor just stainless your 300-page autobiography. Please submit page 217. To be honest, I am a genuinely a busy person. I usually stay modern at progress to, and some propagation lose my time with my family because of work. However, there is one face that I always do two or three propagation in a year. I go to music concerts. Since I was spring chicken I always listened to music. I listened while studying, driving, getting ready to sleep. Music, especially the drums, has been my strength and friend all the time. The drumsticks, which sire been my hands friends since I was in seventh grade, are still the friends of my 47 year old hands.Of parentage my old sticks from my young age have been broken and changed m whatever times over, still I still consider my new sticks as the resembling sticks I used to have when I was young. It is rather unusual for pot to think that I love playing drums because my job is not a part time job or a freelance, and that they think of me a s a reticent, a perceptive, and a sensitive person who only cares slightly his work. Nine days ago, I organized a annulus, and since then our band have concerts annually. Of course the proceeds of our concert are not for our avouch profit making.We have our concerts to help other people through the gross sales of tickets and donations. I know that I can donate money personally, but I wanted to help others by doing things I enjoy and cling to other people. The audiences know that they not only enjoyed the concert, but also have contributed in aiding the needy. Our band consists of seven people each with diverse jobs CEO, doctor, engineer, composer. from each one member has successful work and is recognized in society, and even has busier lives than mine.We attain together, brought ab egress by sympathy for the underprivileged, and the love for music, reason and freedom, even though we work in different areas. Music does not restrict and split age, position, or appearance. We just enjoy the music with our hearts to forget any problems on our shoulders. We first started the band just to dissolve our stress from work and animation, and as time went by, it has expanded. We are now having concerts every year. Even though we are not professional musicians, many people, friends, family, have enjoyed our music for years and come and enjoy the concert.It seems that the audiences share our goals. They also get out the burdens of life and work, to just enjoy. The applause I hear from the stage while I shout, jump, and swing the sticks feels different from the greetings I receive at the hallway at work. I sometimes get very excited as if I was an idol star. Even though I think of myself as a professional drummer once in a while, I am really a businessman deep down. I love my job that and have never regretted my decision for it. I hear about people who chose their careers on the basis of success are the ones that regret their lives.It is different for me. Even tho ugh I chose my job to be successful wealthy and reputable, I very love my job and do my best. However, I have stacks of documents to go through, phone calls ringing every ten minutes, reprimands from the boss, and the room without windows can sometimes make me stressful and not efficient in work. During those times I grab my drum sticks bag from the third drawer of my desk, and walk out of my office, to head for the studio to swing my stresses away on the drum.

Amul Project

oAmul a make of success has managed to create a distinct and concrete image in the mind of the consumer. Its each(prenominal) happens due to sincere, hard work and team effort or amul society, amul was form in the year 1946 in the form of society by the imaginative Dr . kurien with a noble purpose to uplift the village farmers to sustainable thought by bringing them into the net of the society. Starting with a few liters of milk per day to millions and millions liters per day indicates the success of the society. t in turn fetches peachy return to update the village farmers. They comply with strict quality calibration norms and efficient distribution system and also they update themselves as per the ever-changing time. Through forward integration they started producing different milk product which atomic number 18 highly quality product as compared to their competitors despite being a rural organization they did not discount the importance of advertising they state heavily th rough different medias. the punch tonal pattern the taste of India paused amul as zenith level of popularity.Through amul is the market leader in the category they should not deduction the importance of technology and diversification. Globalization put a major contest before Amul because number of Competitors with their strong R & D technology are entering into India. Therefore, in order to retain its notice image and market share amul has to think strongly in the line of expansion in the form of capacity as well as market i. e. , making Amul a global company. They can capitalize the brand image of Amul by the process of diversification. They can diversify amul in the areas like Agro foods, Pharma etc..

Aging Literature

This literature review addresses several issues related to the study of aging. Theoretical perspectives, research methods, and stream controversies are reviewed. One issue that has beset the unwrapment of research on aging is a definition of old mount (Scanzoni & Scanzoni, 1988, p. 549). Research in the United Kingdom and the United States has found that the older a someone is in a chronological sense, the later is the chronological age at which that person runs to think old age begins.The concept of old age too is affected by social stratum lower-status persons, as an slip hunt down to think that old age begins in the fifties, while higher-status persons prevail to think that old age begins around age 65. Advances in health check science and technology have led to increased life spans for an change magnitude proportion of the population however, social development has not kept pacing (Scanzoni & Scanzoni, 1988, p. 549). Thus, many among the growing numbers of older peopl e lead progressively less rewarding lives.Further, the increasing numbers of persons in the population age 65 or older demand that research into aging develop methods that address the differences among age groupings within the 65 and over classification. There also is a subjective context to aging (Scanzoni & Scanzoni, 1988, p. 550). Younger people tend to perceiving old age differently from older people, at a ecumenical level, and at a specific level all persons do not age . . . ehavior will be evaluated in the context of ones base beliefs.If these basic beliefs are unrealistic or irrational, ones expectancies will likely also tend to be unrealistic and irrational. Adaptation enables an individual to understand the surrounding milieu (McDougall, 1995, pp. 26-27). Adaptation occurs through the functioning of the mental processes of assimilation and accommodation. Assimilation involves the scholarship and interpretation of new information within the context of existing friends hip and understanding. Accommodation is a more advanced process that involves the restructuring of mental judicature in order to include new nformation. The ecological approach to psychology is a functional approach. In this approach, psychological problems are construed as instances of adaptation. ecologic science defines perception as an awareness of ones environment. The focus in on a bes vertical finger. Vertical experience implies that an environment permits a being to both live and reproduce. The environment is inviolate to this definition of perception, because varieties of meaningful experience cannot be studied as instances of perception unless an environmental component is integral to the being

Lady Agnew of Lochnaw by John Singer Sargent

John Sargent was unrivalled of the most prominent portrait painters during the after-hours nineteenth and early twentieth centuries. Sargent was born in Italy to American pargonnts that go constantly throughout his childhood. Perhaps create portraits allowed him to get close to individuals since he did not during his childhood. There is no denying that Sargent was observant in the physical flesh out as hearty as the details of the subjects reputation because the subjects look as if they are ready to step out of the painting and join the world of the living. This is especially true of skirt Agnew of Lochnaw painted in eighteen ninety-three.The subject of the painting Lady Agnew of Lochnaw is Gertrude Vernon, the wife of Andrew Noel Agnew. He fit the painting soon after he inherited the barony in France. In the painting, Lady Agnew seems to be staring out into the eyes of the informant and even though she is in a relaxed pose, she is adorned formally. From her intense gaze, one(a) can tell that Lady Agnew is a strong person who is not afraid to look someone straight in the eye.Blue leafy vegetable silk fabric was used for the background in the painting. Even though Sargent uses to a greater extent green near the shadows, blue air is the predominant color. At first glisten one does not notice the tiny peach and uncontaminating flowers that are scattered throughout the fabric. However, they lend an elegant quality to the fabric because they bemuse an oriental look to the silk which overly comes from the orient.It is also expensive so it makes a statement of wealth. Sargent achieves the texture of silk in the background with his use of lights and darks which shows quality of his talent. The blue green color also compliments the soft white chiffon dress with the sheer sleeves. The lilac bleached satin sash blends with the faint hint of bump used in the peach flowers. The lightness of the color of Lady Agnews dress gives an ironic contrast of freed om and innocence.The Chair in which Lady Agnew is sitting is reminiscent of the furnishings of Marie Antoinette which is symbolic of her and her husbands new titles. The timberland of the chair is painted in a baste and gold slanting French provincial style. The elegance of the furniture is displayed in the light cream background with light blue and deep mauve colored flowers vainglorious the fabric the style of country French. The cream of the chair contrast the white of the dress, but the blue and pink still bring the colors together by complimenting the lilac sash.Lady Agnew wears very little jewelry, but the pieces she has elect are sophisticated. Around her neck she wears a deep rose colored undefined cameo necklace suspended from a gold chain. The cameo is encircled with jewels that appear to be diamonds. Again the wealth of the Agnews is displayed with the quality of the jewelry.She also wears a wide as yet delicate gold bracelet on the wrist that is slightly set up ov er the arm of the chair. The gold in the bracelet blends so well with the colors of the chair that it is barely noticeable. The understatement of the jewelry symbolizes the taste of the titled Agnews.When one gazes on a John Sargent portrait, such as Lady Agnew of Lochnaw, it is leisurely to see how he was such a renowned artist in this area. The realistic portraits and his use of color brought to life those who sat before him. Sargent could also present the subjects social status of his subject without beingness ostentatious.ReferencesSargent, J. (1893). Lady Agnew of Lochnaw.Wallace, N. (2005) Lady Agnew of Lochnaw. JSS Virtual Gallery. Retrieved April 29,2008 from http//www.jssgallery.org/Paintings/Lady_Agnew.htm

Honesty In Advertising? Insanity!

ad is really the most common art we see today. We see to go out of our way to see offensive movies or works of delicately art, but advertising images be e in truth(prenominal)where. We see them whether we want to or non, on billboards as we drive to work, on the walls of stores when we shop, in magazines and newspapers, on television, and on the products we use. We dismantle get them in the mail. Everything gets advertised. Advertising industry is the biggest one today. scarce what is contingency inside of advertising world? The characters in this ikon do not depict people with real mental illness.Mental illness is a in force(p) disease that affects millions of people. Thus begins Crazy hoi polloi, schizophrenic havedy that is very funny when its a satire on modern advertising. Film dialogue about two types of nut cases ones that are committed to institutions and the others who forecast they are normal and live on the other side of the wall. There are some arses of satire throughout a learn. First, this is the job itself and way of lifespan of admen. Lets face it, Steve, feel outs Emory Leeson, main character of the film to his associate, you and I lie for a living. Emory is a Madison Avenue burned-out adman suffering a breakdown.His wife has walked out of their suburban house, taking the furniture with her. Emory is suffering from writers block. Novelists have writers block, screams his partner, Steve. All you do is write little slogans to go with the pictures. (Canby) In a manic burst of energy, Emory creates a dozen new ad campaigns for everything from Volvo (boxy but good) to United Airlines (Most of our passengers get in that respect awake(p)). He calls it truth in advertising. Actually, the ads are not so more truthful as they are crass. But Leeson feels they forget tap into the habitual mindset of the common man.This is funny stuff, but Emorys boss doesnt think so. Steve gently carts him away to a private mental hospital. Ano ther target of satirizing is the advertising itself. Whether it is truthful or dishonest, consumer eats catchy slogans. You arsehole say the right thing about a product and nobody depart listen. Youve got to say it in such a way that people will feel it in their gut. Because if they dont feel it, nothing will happen. Emorys truthful campaigns someways reach all of the national magazines and appear on television, where they become fast hits. Leesons instincts are proven to be correct.People love them and sales zoom. But his boss and his crew cant grasp this truth concept. So they ask Emory to come back. He agrees to do more ads only if his friends his fellow asylum inmates can help. Soon the asylum tip overs into a productive business center. They are energized and shake by Emery, who unwittingly wins back his former companys interest after an unintended truthful ad campaign makes headlines. One more satirized point, which depicts clearly that there are no big differences bet ween admen and clients of mental hospitals at all, is that twain of them making their job very well.Moreover, advertising ideas of insane people turn out to be more effective. Using the theme of sanity and insanity, film achieves the satire in comical situations, which articulate erected issues of modern advertising. Crazy People is equivalent to those commercials that pretend to be sending themselves up. Its upside-down ad campaigns wouldnt localise a smile in a college humor magazine, at least(prenominal) in part because they knowingly celebrate the system they are alleged(a) to be satirizing.The concept is high but fraudulent. Interesting, that the director of film, Tony Bill verbalize in interview he is counting on the controversy that is sure to be stirred up over Crazy People because of the situation that all the advertising in the film was used without permission or consultation. (Babbis) Conclusively, one trend in advertising, around no doubt for long time that has bec ome particularly shameless of late is to say exactly the contrary of what a company or product actually does.The implication is that at present people will accept anything you tell them. Pioneer of advertising social lion Burnett said, Regardless of the moral issue, dishonesty in advertising has proved very unprofitable. But perhaps everybody knows, consumers and advertisers alike, that anything anyone says doesnt matter any more. Finally, I think film accomplished with its goal and if it was ridiculing modern advertising, Crazy people have do it in a very funny and humorous way.

Mozart: Symphony #33 in B Flat, Allegro Assai Analysis

E- Essay II Mozart Symphony 33 In B Flat, K 319 1. Allegro Assai Form Analysis Sonata Form (Time)(Form)(2 or 3 reasons for placing stratum here) EXPOSITION 0. 00Theme 1 product line Light, simple, sequencing and repetition TEXTURE aerial to suddenly unplumbed DYNAMICS Contrast from piano to Subito forte unison Major with short minor excerpts 135Bridge business line Modulates, real short TEXTURE Continues to go from giddy to heavy 205Theme IIMELODY New darker pedigree TEXTURE Thicker texture, more(prenominal) action unity Minor and moves to Major 219 heartbeat Ends in a V to I CadenceDEVELOPMENT 229 growing MELODY Playful, thematic development of T1, passed around the orchestra TEXTURE Light, gradually gets thicker and very heavy HARMONY Major, modulates ever in instrumental sections 328CADENCE V to I End in Development melody 1 RECAPITULATION 44Theme 1MELODY reprise of Theme 1 TEXTURE Almost identical to beginning HARMONY Major with short Minor Excerpts 516BridgeMELODY Repeat of Bride 1 TEXTURE Light to Heavy contrast 547Theme IIMelody Repeat of Theme II TEXTURE Continues to go from Light to Heavy 557 stop Theme MELODY New Material Based on break off of Theme II Texture Similar Textures with contrast from light to heavy ending in light 622 Final Cadenza determination in a Major key transition from V to IThis beak by Mozart is one of 41 that he wrote and is a Prime instance of typical Sonata Form. I thought this was interesting when I found out(p) how correct this piece was in following the form because of Mozarts Background. Knowing of his youthful innovative nature I would have predicted a slight distancing from the typical form. But aspects within the piece such as the bridge constantly being traded between parts and modulating helps show Mozarts struggle with himself and his employers.Mozarts dedication to his harmony is what kept him going but restrained him at the same time, for he knew of his talents. This can be seen with the consta nt sudden switching between light and peaceful melodies to sudden heavy and almost forceful textures of the same melody. This rightfully can let one see the internal struggle he had between his music and the outside world, and both the peace and stress it caused him.

Greek Empire and the Renaissance: Shaping the New World

Other pull factors such as cerebrations of political, economic, and social freedom along with trade and exploration of nations hat were an inborn part of the europiuman conversion lead to the questioning the Catholic perform building and its powers over the people, which ultimately led to the desire for a new agency to practice these freedoms. The Greek conglomerate reached its political peak as a result of simple trial and error. Originally, they began as a monarchy, developed into an oligarchy, and finally advanced into what is now known as the first tenor of democracy, or power of the people.They strongly believed that in order to be a strong, united, productive nation that there had to be an educated electorate, which eater became the central cerebration of what the founding fathers established this newly emerging nation on an idea of freedom. The Greek, a lot like America later on, were split up into various social classes slaves, non-slaves, men, and women. Women i n Greece were not entitled to a social life, much less a voice in politics, bit earlier picked up their social status along with everything else from their husbands. Likewise, the Roman Empire played a critical role in the discovery and foundation of the parvenue World.The Romans were the strongest, largest Empire throughout history due to heir advancement in technology, their form of government which was even able to withstand a weak leader, and their their compelling military which enabled them to conquer many nations, expanding the empire further than any other, spanning from jokester to England. As a result of the fall of the Roman Empire, the entirety of Europe experienced two to three-hundred years of little to no progress and sacred conflict. During this time, art and culture was being lost and the only knowledge leave was what survived in the monasteries education was scarce.This period was known as the Dark Ages, withal known as the Early Middle Ages, which then led to the Renaissance. The Renaissance was a rebirth of classical learning. Everything that was lost and forgotten during the Dark Ages was overture to light. During this time, European people gained a sense of hope and individualism rather than tradition. People began thinking for themselves for the first time in hundreds of years and began to research art, music, drama, philosophy, and most importantly exploration of the world and questioning of the Catholic Churchs confidence over the people.For example, The Roman Catholic Church taught that an individual could gain advance with God by what were called uncorrupted works. Martin Luther believed that he, as a breakner, was condemned in the eyes of God and that nothing could help him. Despite doing many good works, Luther found no peace of mind Lathers main complaint against the Catholic Church was that it was supporting a system that left sinners in sin and this was the institution that was meant to save lost souls In October 1517, Luther pinned his 95 Theses to a church door in Wattenberg. (Martin Luther. ) When our nodding fathers designed what was the foundation of our country, they brought ideas such as democracy from the Greek Empire and similar social practices such as the split classes. Likewise, practices such as religious freedom, intellect, and art, developed during the Renaissance, were influences that shaped the New World in a powerful way. During a time of desperation for freedom and a fresh start, founding fathers brought the strongest ideas from significant civilizations and time periods in European history, which essentially shaped what we know as the New World.

Creating Performance Goals and Measures for Your Charter School Essay

This document is designed to provide counselor-at-law and assistance in developing sound conclusions and measuring rods both educational and organizational for inclusion in your require agreement with Authorizing Agency. The drawing guidance focuses especially on providing deeper guidance for developing strong educational goals and mea veritables i.e., those that pull up stakes comprise the Academic and give lessonschild Non-Academic cognitive operation indicators of your hold agreement. This t command demands point attention because educational cognitive process indicators be often more challenging to state in meaningful, aim shapes than are non-educational measures, such as those focusing on organisational and Man hop onment Performance (the three category of operation indicators required for your charter agreement).However, the principles for developing all of these types of goals and measures are very similar thus, to the extent applic qualified, you shoul d follow the guidance in these pages for developing your non-educational goals and measures as well. I. General Criteria for Goals Goals should be saucySpecific and Tied to Standards Measurable Ambitious and Attainable Reflective of Your committal Time-Specific with Target Date1. Specific A well-defined goal essentialiness be specific, clearly and concisely stated, and easily understood. Academic goals should be fasten to academic standards that specify what students should This document was first developed by Margaret Lin as a guidance tool for the Charter develophouses Office of Ball land University (IN) to offer to the schools it oversees. It has been altered for distri notwithstandingion at the Annual Conference of the bailiwick Association of Charter enlighten Authorizers, Nov. 13-14, 2003, San Diego, CA. Many of the concepts, definitions and principles in these pages are adapted from the following sources Measuring Up How Chicagos Charter Schools fox Their Missions Count, by Margaret Lin (Leadership for Quality Education, 2001) filllines for Writing Charter School Accountability Plans, 2001-2002 (Charter Schools Institute, bring up University of New York), http//www.newyorkcharters.org/charterny/act_ operate.html and Some Expectations Regarding the Contents of Charter School Accountability Plans, partition of Columbia Public Charter School Board. sack out and be able to do, for each subject or content area and for each grade, age, or another(prenominal) grouping take aim. Equally main(prenominal), academic goals should be developed with unfluctuating knowledge of students baseline skill levels.2. Measurable A goal should be tied to metrical results to be achieved. Measurement is then simply an judging of success or failure in achieving the goal. 3. Ambitious and Attainable A goal should be challenging yet attainable and realistic. Academic goals should be based on a well-informed judging of your schools capacities and your studen ts baseline achievement levels. 4. Reflective of Your Mission A goal should be a natural outgrowth of your school mission, reflecting the schools determine and aspirations. 5. Time-Specific with Target Date A well-conceived goal should specify a sequence frame or target date for achievement. Ball State expects its charter schools to specify both long-term goals that each school expects to achieve by the end of its fourth year of operation, along with annual benchmarks that bequeath change the school, authorizer and other stakeholders to monitor and esteem the pace of move on.Definitions of Key legal injury To develop adequate education goals and measures, schools should begin with a clear mind of a few essential terms Goal A clear, measurable statement of what students leave know and be able to do in order to be considered educated after a certain aloofness of time attending the school. Standard A clear, measurable statement of what students will be expected to know (a co ntent standard) or be able to do (a makeance or skill standard) at a given over point in their development, usually each year and at graduation. (Standards are usually defined grade-by-grade and subject-by-subject, and are thus more specific than solely necessary to subscribe overarching school goals.)Assessment ( nearlytimes as well measure) A method, tool or system to evaluate and butt on student mount toward or mastery of a particular learning standard or goal. (Examples A like test, or a portfolio-judging system) Measure An application of an mensuratement that defines mature toward or attainment of a goal and indicates the level of performance that will constitute success.(Example Students at the Successful Charter School will improve their performance on the reading portion of the Stanford-9 by at least 3% per year, on average.) Assessments and by extension, measures should be valid, reliable, and demonstrate score consistency Valid Assesses the skill or knowle dge it is intended to evaluate. authoritative Provides consistent results when taken repeatedly by the student at a given point in his/her development, as well as by other students at the aforesaid(prenominal) point in development. Scoring conformity Produces consistent scores, ratings, results or responses when a particular assessment tool, scoring guide or rubric is used by divers(prenominal) evaluators to assess the same student performance or work sample.3II. Essential Principles to Guide the Development of Sound educational Goals and Measures Your mandate as the operator of a charter school is not just to teach well but also to demonstrate objectively in vogues that are clear, intelligible and credible to a variety of international audiences that you are doing so. Thus, you must measure and report academic progress precisely and extensively. Distinguish between goals and measures. Goals are the starting point, but require valid, reliable ways to measure and demonstrat e that you fuddle achieved them. Make sure that your goals are clear, specific and measurable. Your measures for attainment of those goals should let on how you will assess progress, and how much progress will constitute success. Educational goals must be connected to a well-defined set of learning standards for both content (what students should know) and performance (what students should be able to do).Such standards should embody for every subject or content area and each grade, age or other grouping level in the school. Focus on outcomes and evidence of learning, not inputs. For example, participation rates or the number of hours spend on an activity are not sufficient measures of success. Participation and investment of time arenecessary first steps, but they are inputs, not measures of learning and accomplishment. In developing goals for your accountability plan, focus on whats most important.Ten or fewer clear, well-chosen and cautiously measured educational goals (for bo th Academic and Student Non-Academic Performance) should allow you to provide a convincing story of your progress and achievements and will be more useful than listing a score of vague, trivial, redundant or hard-to-measure indicators. The measures you develop to assess achievement of each goal, if not based on standardized assessments, should be demonstrably valid and reliable. (The attached framework will provide some help in developing validity and reliability of assessments.)A office on Defining Standards Milestones on the Path to Broader School Goals Educational goals must be tied to clear content and performance standards specifying what you expect your students to know and be able to do in order to graduate or be promoted to the next level. These standards need only to be referenced in your accountability plan, but they form the foundation of your schools education program. As such, selecting and developing grade-bygrade, subject-by-subject standards is an essential compon ent of accountability planning that goes hand-in-hand with broader goal-setting. Of course, more of your school standards will be Indiana state standards.However, most schools have important aims beyond the state requirements, and developing these supplemental standards is a technically challenging task. It usually consists of several steps, including 1. Articulating desired characteristics of educated students at a general level or setting yourschools overarching goals 2. intermission these general qualities and goals into more concrete graduation or stifle standards and 3. Benchmarking these exit standards down into specific and measurable grade-age-level content and performance standards.2III. Practical steps for Developing Sound Educational Goals and Measures Define a set of goals that pull out what success will look like at your school. These goals should be carefully selected to reflect the breadth and depth of your mission, and should answer critical questions such as How will you know if your school is succeeding (or not)? What will be important characteristics of educated students at your school? What will students know and be able to do after a certain period of time? outline your goals in precise, declarative sentences.Example All students at the Excelencia Charter School will be proficient readers and writers of Spanish within four days of enrolling. Identify at least one and possibly multiple measures to assess and demonstrate progress toward each goal. These measures must indicate both (1) the level of performance you will expect your school or students to achieve, and (2) how much progress will indicate success. (It is not sufficient to say youll administer a certain type of assessment you must explain how you expect your students to perform on it to demonstrate progress and success.)Adapted from Accountability for Student Performance An Annotated Resource Guide for Shaping an Accountability Plan for Your Charter School (Charter Friends National Network, 2nd ed., 2001), p. 5, http//www.charterfriends.org/accountability.doc.You may develop different types of measures to assess (1) overbearing achievement (2) student growth or gains or (3) achievement compared to other schools. (The box below provides an example of different ways to measure achievement of the same goal.) For every goal, choose means of assessment that make non-attainment of the goal as objectively apparent as success. That is, the assessment(s) should tell you (and external audiences) promptly whether you have achieved a particular goal or not. Make sure that your measures of student learning are based on knowledge of your students baseline achievement levels. Without such knowledge, your measures will not be meaningful or realistic. Set long-term goals as well as intermediate (typically annual) benchmarks to assess progress.Administer assessments corresponding to this timeline to provide longitudinal data over the term of the charter. To have tim e to counter learning deficits that students may have upon ledger entry your school, you may consider setting certain goals for students who have been enrolled in your school for a certain period of time, such as students who have been in the school for at least one-third years. For every measure you develop, ask yourself, Will this measure be readily understandable and credible to person who doesnt spend a day or a hebdomad in our school getting to know us?Remember, your school will be judged by the media, community leaders and the public at large, in addition to your authorizer and parents. For measures not based on standardized tests, establishing external credibility typically requires demonstrating validity and reliability. (The attached framework offers an overview of one way for schools to do this.) Understand what data you will need to gather to support each measure. Remember, if you have no data, you have no case proving your schools achievements. Likewise, if you have i nsufficient data, you have an insufficient case.There is no single best way to measure achievement of a particular goal. As charter schools, you are free to choose measures that you prefer, provided that they are also meaningful and persuasive to external audiences. The following example shows how three different measures might be applied to a single learning goal. (These goals could be developed by one school or by three different schools that have the same goal.) Note that each measure describes how progress will be assessed and how much progress will constitute success. The third measure allows the school to assess skills beyond those measured on standardized tests, and would thus require some demonstration of validity and reliability or be used in addition to externally validated assessments.

Strategic Planning Case Study- Dunkin Donuts

strategicalal Hospitality Management A case analysis of Dunkin doughnuts with a charge on tools avail able for strategic formulation. April 2013 Abstract The quest essay is establish on the Quick Service Restaurants sucker (QSR)- Dunkin Donuts. The familiarity has been studied and a case study regarding the branch of the political party from 1950 till to twenty-four hours has been studied. harvest-time strategies of the caller-up contract been used to agnise how they reached the position of Americas extendedst QSR.The Legal, Moral and Ethical Issues of the company amaze in any case been studied and the solutions to those issues and the death penalty has been studied Contents Abstracti Introduction1 Strategic Planning1 The Process1 Dunkin Donuts3 Mission rumor3 Vision Statement3 Case Study3 yield Strategy4 ontogenesis Strategies used by Dunkin Donuts4 SWOT ANALYSIS9 Legal, Moral and Ethical Issues10 outcome and Recommendation11 Bibliography12 Part A Introduction Strategic Planning Strategic prep is a functioning that brings to life the mission and trance of he enterprise. A strategic plan, well crafted and of value, is driven from the top down considers the internal and away environment border only the byplay is the manoeuvre of the coachs of the headache, and is communicated to all in all the strain stakeholders, some(prenominal) inside and extraneous of the company. As a company get downs and as the communication channel enterprise environment becomes more than complex the need for strategic run becomes bang-uper. thither is a need for all state in the corporation to understand the direction and mission of the course.Companies consistently applying a disciplined approach to strategic planning are better prepared to originate as the grocery changes and as different market segments require different needs for the produces or services of the company. The Process There is no champion formula or dish up for strateg ic planning. There are however, principles and required stairs that perfect the value of strategic planning. The steps in the process described in this series of articles on strategic planning are presented below * incumbent Situation Analysis Segmentation Analysis * Strength, Weakness, Opportunities, and Threat Analysis * nubble Competencies Analysis * Key Success Factors * job Unit Strategy / wrinkle Plan * Balanced Score Card * Evaluation The choice, of the planning process that works best, should be driven by the kitchen-gardening of the organization, and by the value level of the participants. The strategic planning process must mirror the cultural values and remainders of the company. There are a piece of important steps to remember in the process of strategic planning.They include collecting a meaningful and broad data base, resourcefully opinion about separation, formation gaps, assessing core competencies, and understanding the identifying critical resources an d skills. An important distinction in the process is to recognize the difference between strategic planning and the work organism done, and strategic commending, or the creative, intuitive input. The planning element involves the data collection, goal setting, expectation definition and statement of direction.Strategic thinking includes the intuitive and creative elements. This thinking process takes into account and wait ons to leverage the values of the internal culture of the business and external characteristics of the market. Strategic planning can be a dispute process, particularly the first time it is undertaken in a company. With patience and tenacity as well as a strong team endeavor the strategic plan can be the beginning of improved and inevitable results for a company.At times when the business gets off track a strategic plan can champion direct the rec everywherey process. When strategic planning is treated as an ongoing process it becomes a competitive gain and an offensive assurance of improved day to day execution of the business practices. (Mathews & Lee) Use of an outside, independent facilitator can booster in the process and in the phylogenesis of a strategic plan. An outside resource can rear objectivity and serve as a devils abet as well as a sounding board for the point charged with plan development.In the final analysis the plan must take on the authorship and ownership of the owner and the escapers who must execute and follow the strategic plan. It must be their plan. The strategic plan, to be of real long-term value, must be treated as an ongoing business process. It must be reflective of the owners mission and pot. It must evolve and change to reflect ever-changing market and scotch conditions. It must be proactive to competitive, market and economic conditions. If those steps are followed, the strategic plan bequeath institutionalize a culture of continuous improvement and disciplined change.Strategic planning, wh en treated as a work in progress, rather than as a binder on a shelf, or a file in a computer, go outs business with a real and final stageing competitive advantage. It allow help look on and direct the quality of relationships with suppliers, employees, unions, clients, and bankers. To get your business to where you desire it to be, start with intention and drive to develop a useful and living strategic planning process. Give it strong support and startership from the top down. Develop and evolve it with participation and buy-in from the bottom up.Strategic planning is your companys road interpret to your vision. (Wheelin, 2005) Dunkin Donuts Dunkin Donuts is a business in food retail. They are the worlds largest coffee and baked goods chain. Dunkin Donuts have been in business since 1950 and have been franchising since 1995. This prerogative serves more than 2 million customers a day. Dunkin Donuts is owned by Dunkin Brands. Dunkin Brands has 2 companies in its portfolio which are Dunkin Donuts and Baskin Robins. It works under a 100% prerogative model and reduces parentage costs and can then concentrate more on menu and production innovation.Mission Statement Make and serve the freshest, intimately delicious coffee and donuts quickly and courteously in modern, well- Merchandized stores. Vision Statement America run on Dunkin Case Study From the beginning from a single restaurant in Quincy Massachusetts, Dunkin Donuts is now a world-wide brand with more than 10,000 locations in 32 countries. The evolution is testimony to the fact that people everywhere appreciate what Dunkin Donuts offers High Quality food and beverages served all day in a friendly, fast environment at a great value.In the United States, Dunkin Donuts has maintained steady, strategic and disciplined growth, hatchway wise restaurants in the core markets in the north east and in cities all end-to-end Mid Atlantic, Southern and Midwest states. (Donuts, 2011)They now have mor e than 7,000 restaurants in 36 states and the District of Columbia, Dunkin Donuts is an important part of life for millions of Americans. While Dunkin Donuts has across the country brand recognition, they have a square opportunity to expand the number of restaurants in the United States as well as all around the world.The company believes that they can double the footprint in the U. S to 15,000 Dunkin Donut Restaurants over the next 20 years. The company has a strong comportment internationally as well with more than 3000 Dunkin Donut Restaurants over 31 international countries across 4 continents. The company maintains stable global expanding upon, opening innovative restaurants in Europe, Asia, Middle East and Latin and South American countries. Dunkin Donuts has already opened more than 88 locations in Greater china and has nearly opened 900 shops in South Korea.In 2010, the brand Re-entered Russia with new restaurants in Moscow, and in 2012, the first set of Dunkin Donut R estaurants were opened in India and Guatemala. (Donuts, 2011) To action this highschool rate of growth across most of the world, and a vision to continue to achieve and steadily grow at a high rate Dunkin Donuts under the company Dunkin Brands has a strongly formu upstartd Growth Strategy. Growth Strategy Growing a business requires ongoing work in an environment of continually emerging global challenges.One of the most wakeless aspects of the growth process is the formation and distribution of competences indoors and among organizations. To a large extent, the challenges for businesses are innovation and internationalization to grow businesses. The goal of any business growth is to summation revenue and profitability with a reduced business cycle time that is more productive, innovative and export-led, delivers high-value products/services for customers and markets around the world. The following are major areas where businesses have to take initiatives to support growth sc hema * Market Growth Financial Transformational Initiatives * Supply Chain Management * Outsourcing imagination (Kumar, 2010) Growth Strategies used by Dunkin Donuts 1. growing comparable store gross revenue and profitability in Dunkin Donuts U. S. The companys largest in operation(p) segment, Dunkin Donuts U. S. experienced controlling comparable store gross sales growth in eight of the end ten fiscal years. The fiscal year 2011 with comparable store sales growth of 5. 1%, was the highest annual comparable store sales growth since 2005, and 7. 4% for the fourth quarter of 2011, which was the highest quarterly performance in the historical seven years.There is a strong intention to continue building on comparable store sales growth momentum and improving profitability through the following initiatives * Further add-on coffee and beverage sales. Since the late 1980s, the company has been transformed into a coffee-focused brand and have developed a significantly enhanced menu of beverage products. Approximately 60% of Dunkin Donuts U. S. franchisee-reported sales for fiscal 2011 were generated from coffee and some other beverages, which is believe to generate profitd customer visits to the stores and higher unit volumes, and which produce higher margins than their other products.They plan to increase the coffee and beverage revenue through continued new product innovations and related merchandising, including advertising campaigns such as America Runs on Dunkin in 2011 Dunkin Donuts created a product called the K- Cups, which is a 12$ box with 14 K-Cups. This product had been an idea from the customers themselves, as it is an easier and more convenient method. It is used in the Keurig create from raw material system. The company that makes them, Green Mountain Coffee Roasters Inc. , first announced its federation with Dunkin Donuts in February.Dunkins decision to sell the K-Cups only in its outlets will help drive customers at that place and perhap s lead them to make additional purchases. It could also keep the brand from becoming too omnipresent, which is widely believed to be a mistake made by Krispy Kreme Doughnuts Inc. when it started selling its products in fluff stations and grocery stores. * Continue to develop enhancements in restaurant operations. The company will continue to maintain a highly operations-focused culture to help the franchisees maximize the quality and consistency of their customers in-store experience, as well as to increase franchisee profitability.In support of this, there has been an initial enhancement and ongoing restaurant manager and crew training programs and developed new in-store planning and tracking applied science tools to assistant the franchisees. As a result, over 164,000 respondents, representing approximately 93% of all respondents, to the companys Guest Satisfaction Survey program in December 2011 rated their overall experience as Satisfied or super Satisfied. 2. Continue Dun kin Donuts U. S. Immediate store expansion The company believes there is a significant opportunity to grow the points of distribution for Dunkin Donuts in the U. S. iven the strong electromotive force outside of the Northeast region to increase the per-capita pe acquitration to levels closer to those in their core markets. The companys development strategy resulted in 243 net new U. S. store openings in fiscal 2011. In 2012, it is expected that their franchisees will open an additional 260 to 280 net new points of distribution in the U. S. , chiefly in existing developed markets. They believe that strategy of pore on contiguous growth has the potential to, over approximately the next 20 years, more than double our current U. S. footprint and reach a follow of 15,000 points of distribution in the U.S. The following table details the per-capita penetration levels in the U. S. regions. Region Population(ml) Stores Penetration Core 36. 0 3 768 19 560 Core 36. 0 3 Eastern Establishe d. 53. 8 2 227 124 160 Eastern Established. 53. 8 2 Eastern emerge 88. 7 891 199 600 891 Eastern Emerging 88. 7 891 199 western United States 130. 0 129 11 008 100 West 130. 0 129 11 Table 1 As per December, 2011 * Increase penetration in existing markets. In the traditional core markets of stark naked England and New York, there now is a Dunkin Donuts store for every 9,560 people.In the near term, there is an intention to focus the core development on other markets east of the Mississippi River, where currently there is only approximately one Dunkin Donuts store for every 99,600 people. In certain established Eastern U. S. markets outside of their core markets, such as Philadelphia, Chicago and South Florida, they have already achieved per-capita penetration of greater than one Dunkin Donuts store for every 24,160 people. * Expand into new markets using a disciplined approach. The Company believes that the Western part of the U. S. epresents a significant growth opportunity for Dunkin Donuts. However, a disciplined approach to development is the best one for the brand and franchisees. Specifically, in the near term, they intend to focus on development in markets that are adjacent to the existing base, and mostly move westward in an immediate fashion to less penetrated markets, providing for marketing and supply chain efficiencies within each new market. * Focus on store-level political economy. In recent years, they have undertaken significant initiatives to further enhance store-level economics for their ranchisees, * Reducing the cash investment for new stores. * Increasing beverage sales. * forbidding supply chain costs and implementing more efficient store care systems. The Company believes these initiatives have further increased franchisee profitability. Dunkin Donuts recently entered into an agreement with the franchisee-owned supply chain cooperative that provides for a three-year phase in of flat placard pricing across the franchise system, wh ich, coupled with the cost reductions noted above, should lead to cost savings across the entire franchise system.It is believed that this will be one of the drivers of the immediate development strategy, by improving store-level economics in all markets, but particularly in newer markets where their growth is stoogeed. Store-level economics have also continued to benefit from increased national marketing and from the creation of Dunkin K-Cups into their restaurants. 3. Drive Accelerated International Growth. They believe there is a significant opportunity to grow points of distribution Dunkin Donuts in international markets.Their international expansion strategy has resulted in more than 3,500 net new openings in the last ten years. The key Elements of the future Growth Strategies are * Grow in Their existing core markets. The Companys international development strategy for Dunkin Donuts includes growth in their existing core markets. Dunkin Donuts intends to focus on growth in S outh Korea and the Middle East, where they currently have 857 and 229 points of distribution, respectively. During fiscal 2012, the company is expected to open approximately 350- 450 new points of distribution internationally, principally in their existing markets.However, there can be no assurance that their franchisees will be successful in opening this number of, or any, additional points of distribution. * Capitalize on other markets with significant growth potential. Dunkin Donuts intends on expanding in certain international focus markets where the brand does not have a significant store armorial bearing, but where they believe there is consumer demand for the products as well as strong franchisee partners. In 2011, it was announced that an agreement with an experienced QSR franchisee to enter the Indian market with Dunkin Donuts brand.The agreement calls for the development of at least(prenominal) 500 Dunkin Donuts restaurants throughout India, the first of which is expecte d to open by the flash quarter of 2012. By teaming with local operators, it is believed they are better able to change the brands to local business practices and consumer preferences. * Further develop the franchisee support infrastructure. Dunkin Donuts plan to increase the focus on providing international franchisees with operational tools and services that can help them to efficiently operate in their markets and become more profitable.Dunkin Donuts plans to focus on improving on native-language restaurant training programs and updating existing restaurants for the new international retail restaurant designs. To accomplish this, we are dedicating additional resources to our restaurant operations support teams in key geographies in order to assist international franchisees in improving their store-level operations. (Brands, 2012) Segment Q2 2012 Comparable Store sales Growth Q1 2012 Comparable Store sales Growth Q2 2012 system of rules wideSales Growth Q1 2012 System wideSales Growth Dunkin Donuts U. S 4. 0% 7. 2% 7. % 11. 5% Dunkin Donuts International 3. 5% 2. 3% 1. 5% 4. 8% The long-term prospects of Dunkin Brands seem very impressive. Dunkin Brands is stipendiary as a percent of franchisee top-line and it bears basically no store operating costs itself. With only 36 company- owned points of distribution out of a total of 17,016 as of June 30, 2012, the company is less affected by store level costs and profitability and fluctuations in commodity costs than galore(postnominal) other QSR operators. (Saibus, 2012) SWOT ANALYSIS Strengths * High operating Profit leeway * Lower Costs than Industry High Brand Recognition * seemly Socially Responsible Weaknesses * High Debt * Low Return on fairness Ratio * High Interest Rate * Need to better manage Fixed assets Opportunity * Pay off some debt * Open more stores in the West * Capitalize on high customer inscription Threats * Low entry Barriers into Industry * Health Conscious society and Starbucks focusing on Health and Wellness * Krispy Kreme expands into the Global Market Part B Legal, Moral and Ethical Issues * Recently in news articles, it was reported that there were approximately 350 lawsuits between Dunkin and its franchisees.The company has been accused of aggressively targeting shop owners in an effort to terminate franchise agreements and in the process collect sizeable fees and penalties for alleged contract violations. Michelle King is Dunkins Director of Public dealings and he states that strongly encouraged Dunkin Brands to take a step foul and reconsider its policy of litigation and instead embrace its process of intermediation to settle disputes with franchise owners. He said, It is the right thing to do to grow the brand in an increasingly challenging and competitive environment.DDIFO is ready, willing and able to help see this process of mediation come to fruition. (Leiber, 2009) * Due to the sudden increase in the consciousness of health and wellness, Dunkin Do nuts has come across a moral dilemma as most of their Products go against the code of whole food. Their competitor Starbucks has taken a turn and concentrated more of kempt eating which has created a drop in the business of Dunkin Donuts, to overcome this the company has also started concentrating on health food and beverages. Dunkin Brands leaders have an added responsibleness to ensure that policies are communicated to employees and that business practices are designed to prevent incorrect conduct. They have a responsibility to build and maintain a culture of compliance by ensuring employees know that our integrity should never be compromised in order to achieve business results. The Code of Conduct provides employees and directors with guidance on doing the right thing. However, it is not an all inclusive list of dos and donts.The Overview sections outline the intended behavior and the Expectations and Examples of What to Watch Out For sections provide some examples of what e mployees and directors should and should not do. (Dunkin, 2012) Conclusion and Recommendation Strategic planning and guidance is what makes or breaks a company or Brand. Dunkin Donuts, The Company I have done my study on is a brand which I think has put a lot of thought into the planning of business. Their techniques and business perceive is what has brought them to be Americas most popular quick service restaurant chain.In this essay I have studied the growth strategies of the company and how from a single outlet in 1950, today it has a presence in most countries in the world. This is possible because of a proper vision that the company had and a set of strong Growth Strategies. The company has strongly believed in spreading and making their brand what people live by. I believe that Dunkin Donuts should aggressively target India, as it is expected to Grow over half a billion in Breakfast Food sales by 2016.The Asia pacific Region is growing rapidly and should be Targeted within t he next five years. The company should capitalize more on college campuses as what they serve is directly related to the average diet of a teenager. They should target this market in both America and abroad. Bibliography Brands, D. (2012). Annual Report 2012. massechusetts Edgar Online. Donuts, D. (2011). Global Presence. Retrieved April 12, 2013, from Dunkindonuts http//www. dunkindonuts. com/content/dunkindonuts/en/company/global. tml Dunkin. (2012). Code of Business Conduct and Ethics. Canton. Kumar, D. (2010). enterprise Growth Strategy Vision, Planning and Execution. Surrey Ashgate Publishing Group. Leiber, N. (2009, October 8). Attorneys Criticize Dunkin Donuts Litigious Behavior. Business Weekly . Mathews, J. F. , & Lee, H. Business Devlopment Index. Columbus Ohio State University. Saibus. (2012). Dunkin Brands Is Brewing Up operose Perfomance. Seeking Alpha. Wheelin, T. (2005). Concepts in Strategic Mangement.

Experiment 1: Calorimetry

essay 1 Calorimetry Nadya Patrica E. Sauza, Jelica D. Estacio Institute of Chemistry, University of the Philippines, Diliman, Quezon City 1101 Philippines Results and word octette Styrofoam ball calorimeters were calibrated. Five milliliters of 1M hydrochloric acid (HCl) was reacted with 10 ml of 1M sodium hydrated oxide (NaOH) in for for for each(prenominal) one one one calorimeter. The temperature onwards and aft(prenominal) the chemical chemical reaction were enter the qualifying in temperature (? T) was calculate by subtracting the initial temperature from the final temperature. The reaction was performed in two ways for any calorimeter.The light uping capacity (Ccal) of each calorimeter was calculated victimisation the formula, C_cal=(- H? _rxno n_LR)/? T1 where ? Horxn is the total incite absorbed or evolved for every bulwark of reaction and nLR is the come up of moles of the restrict reactant. The ? Horxn used was -55. 8kJ per mole of pissing firearm the nLR was 0. 005 mole. board 1. Average Ccal from recorded ? T value. audition? T, (oC)Ccal, (J)Ave Ccal, (J) 112. 2126. 82202. 91 21. 0279. 00 213. 093. 00108. 50 22. 3124. 00 310. 5558. 00558. 00 20. 5558. 00 412. 0139. 50244. 13 20. 8348. 75 513. 093. 0081. 38 24. 069. 75 612. 0139. 50209. 25 21. 0279. 00 712. 111. 60111. 60 22. 5111. 60 813. 093. 00116. 25 22. 0139. 50 Different heat capacities were calculated for each calorimeter (Table 1). later on calibration, a reaction was performed in a calorimeter by each pair. A total of eight reactions were observed by the whole class. The temperature before and after the reaction were recorded. Then the change in temperature was calculated. Each reaction was performed double to produce two trials. The data-based ? Horxn for each reaction was figure out development the formula, H? _rxno=(-C_cal ? T)/n_LR 2 where Ccal is the heat capacity previously calculated for each calorimeter.The percent phantasm for each reaction was computed by comparing the computed observational ? Horxn to the suppositional ? Horxn using the formula, % error=(computed-theoretical)/theoretical? 100% 3 Table 2. comparability of calculated ? Horxn and theoretical ? Horxn. RxnLR endeavor? T, (oC)? Horxn, (kJ/mol)Ave ? Horxn, (kJ/mol)Theo ? Horxn, (kJ/mol)% Error 1HCl13. 5-142. 04-131. 89-132. 510. 47 23. 0-121. 75 2HOAc11. 3-26. 34-41. 61-56. 0924. 65 22. 7-56. 89 3HOAc11. 8-189. 61-203. 16-52. 47287. 18 22. 0-216. 70 4HNO311. 5-73. 24-70. 80-55. 8426. 78 21. 4-68. 36 5Mg13. 0-118. 67-138. 45-466. 8570. 34 24. 0-158. 23 6Mg15. 5-559. 4-635. 72-953. 1133. 30 27. 0-712. 01 7Zn13. 0-43. 80-43. 80-218. 6679. 97 23. 0-43. 80 8CaCl210. 00. 00-5. 8113. 07144. 47 20. 5-11. 63 on that point were differences in data-based and theoretical values of ? Horxn as shown by the percent error for each reaction (table 2). The discrepancies were caused by many factors. One factor was the exhalation of heat. The heat may earn been released when the the rmometer was pushed or pulled during the reaction. The heat may besides stimulate been lost because the calorimeter is not totally isolated. another(prenominal) factor was the dilution of the solution. The pipette or test tube may still obtain been sloshed when used.However, the compactness used in solving for values was the concentration of the undiluted solution. Another factor that may have contributed to the difference in the experimental and theoretical values was benignant error. It was manifested when reading the thermometer or measuring stick chemicals with polar instruments. The factors aforesaid(prenominal) are the limitations of this experiment. References Petrucci, R. H. Herring, F. G. Madura, J. D. Bissonnette, C. General Chemistry, 10th ed. Pearson Education Canada, 2011 Chapter 7. Appendices Appendix A analogy of Observed and Theoretical Heats of Reactions RxnLR struggle? TnLRqrxn?HorxnAve ? HorxnTheo ? Horxn% Error 1HCl13. 500. 00500-710. 19-142. 04-13 1. 89-132. 510. 47 23. 000. 00500-608. 73-121. 75 2HOAc11. 250. 00515-135. 63-26. 34-41. 61-56. 0924. 65 22. 700. 00515-292. 95-56. 89 3HOAc11. 750. 00515-976. 50-189. 61-203. 16-52. 47287. 18 22. 000. 00515-1116. 00-216. 70 4HNO311. 500. 00500-366. 19-73. 24-70. 80-55. 8426. 78 21. 400. 00500-341. 78-68. 36 5Mg13. 000. 00206-244. 13-118. 67-138. 45-466. 8570. 34 24. 000. 00206-325. 50-158. 23 6Mg15. 500. 00206-1150. 88-559. 44-635. 72-953. 1133. 30 27. 000. 00206-1464. 75-712. 01 7Zn13. 000. 00764-334. 80-43. 80-43. 80-218. 6679. 97 23. 000. 00764-334. 80-43. 0 8Na2CO3/ CaCl210. 000. 005000. 000. 00-5. 8113. 07144. 47 20. 500. 00500-58. 13-11. 63 Appendix B audition Calculations Calibration of Calorimeter 10ml 1M NaOH + 5ml 1M HCl n. i. e. OH-(aq) + H+(aq) ? H2O(l)? Horxn= -55. 8kJ LR HCLnLR= 0. 005mol Grp 1 tryout 1 ?T= 2. 2oC son C_cal=(- H? _rxno n_LR)/? T C_cal=(-(-55. 8kJ)(0. 005mol))/(? 2. 2? o C)? 1000J/1kJ ?(C_cal=126. 82 J) Determination of Heats of Reaction Neutraliza tion Reaction Rxn 4 Trial 1 10ml 1M NaOH + 5ml 1M HNO3 n. i. e. OH-(aq) + H+(aq) ? H2O(l) LR HNO3nLR= 0. 005mol ?T= 1. 5oCCcal= 244. 125 J sohn H? _rxno=(-C_cal ? T)/n_LR H? _rxno=(-(244. 25J)(? 1. 5? o C))/0. 005mol? 1kJ/1000J ? ( H? _rxno=-73. 24kJ) Reaction between an Active Metal and an Acid Rxn 5 Trial 1 15ml 1M HCl+ 0. 05g Mg n. i. e. 2H+(aq) + Mg(s) ? Mg+2(aq) + H2(g) LR MgnLR= 0. 00206mol ?T= 3oCCcal= 81. 375 J Soln H? _rxno=(-C_cal ? T)/n_LR H? _rxno=(-(81. 375J)(3o C))/0. 00206mol? 1kJ/1000J ?( H? _rxno=-118. 67kJ) Displacement of One Metal by Another Rxn 7 Trial 1 15ml 1M CuSO4 + 0. 5g Zn n. i. e. Cu+2(aq) + Zn(s) ? Zn+2(aq) + Cu(s) LR ZnnLR= 0. 00764mol ?T= 3oCCcal= 111. 6 J Soln H? _rxno=(-C_cal ? T)/n_LR H? _rxno=(-(111. 6J)(3o C))/0. 00764mol? 1kJ/1000J ?( H? rxno=-43. 80kJ) Precipitation Reaction Rxn 8 Trial 1 10ml 0. 5M Na2CO3 + 5ml 1M CaCl2 n. i. e. CO3-2(aq) + Ca+2(aq) ? CaCO3(s) LR Na2CO3/ CaCl2nLR= 0. 005mol ?T= 0. 5oCCcal= 116. 25 J Soln H? _rxno=(- C_cal ? T)/n_LR H? _rxno=(-(116. 25J)(? 0. 5? o C))/0. 005mol? 1kJ/1000J ? ( H? _rxno=-11. 63kJ) Appendix C Answers to the Questions in the Lab Manual There are many possibilities that explain the discrepancy of the experimental and theoretical values of ? Horxn. First, heat readiness have been lost to the surroundings. This is possible whenever the thermometer is pulled out or pushed in the calorimeter during the reaction.Also, the calorimeter powerfulness not have been thoroughly isolated. Second, the solution office have been diluted in the test tube or pipette. They might have been wet when used with the solution. Lastly, the discrepancies might have occurred due to human error. The students might have misread the thermometer when taking the temperature or the pipette when measuring the solutions. a. It is serious to keep the total volume of the resulting solution to 15ml because any more than or any less than that of the volume can contribute to the acculturation or rele ase of additional heat therefore affecting the ? Horxn. b.It is all classical(predicate) to make love the exact concentrations of the reactants to crystalize for their number of moles and to find out the limiting reactant. c. It is important to know the exact encumbrance of the metal solids used to solve for their number of moles and to find out whether one of them is a limiting reactant. Also, the weight is needed to solve for the heat capacity of the solid when the specific heat is given. 200ml 0. 5M HA + NaOH ? -6. 0kJ LR HAnLR= 0. 1mole H? _(rxn,mol)o= (-6. 0 kJ)/(0. 1 mol) ?( H? _(rxn,mol)o= -60 kJ) HA is a strong acid. OH-(aq) + H+(aq) ? H2O(l)? Horxn= -60 kJ/mole Calibration15ml 2. M HCl + 5ml 2. 0M NaOH? T=5. 60oC LR NaOHnLR= 0. 01mole Reaction20ml 0. 450M CuSO4 + 0. 264g Zn? T=8. 83oC LR ZnnLR= 0. 00404mole n. i. e. OH-(aq) + H+(aq) ? H2O(l) n. i. e. Cu+2(aq) + Zn(s) ? Zn+2(aq) + Cu(s) C_cal=(- H? _rxno n_LR)/? T C_cal=(-(-55. 8kJ)(0. 01mol))/(? 5. 60? o C)? 1000J/ 1kJ ?(C_cal=99. 6 J) H? _rxno=(-C_cal ? T)/n_LR H? _rxno=(-(99. 6J)(? 8. 83? o C))/0. 00404mol? 1kJ/1000J ? ( H? _rxno=-218. 0 kJ) OH-(aq) + H+(aq) ? H2O(l)? Horxn= -55. 8kJ ?Hof,H2O= -285 kJ ?Hof,OH-= ? ?Horxn= ? Hof,product ? Hof,reactant -55. 8 kJ = ? Hof,OH- (-285 kJ) ?( H? _(f,? OH? -)o=-218. 0 kJ)Experiment 1 CalorimetryExperiment 1 Calorimetry Nadya Patrica E. Sauza, Jelica D. Estacio Institute of Chemistry, University of the Philippines, Diliman, Quezon City 1101 Philippines Results and Discussion Eight Styrofoam ball calorimeters were calibrated. Five milliliters of 1M hydrochloric acid (HCl) was reacted with 10 ml of 1M sodium hydroxide (NaOH) in each calorimeter. The temperature before and after the reaction were recorded the change in temperature (? T) was calculated by subtracting the initial temperature from the final temperature. The reaction was performed twice for every calorimeter.The heat capacity (Ccal) of each calorimeter was calculated using the formula, C_ cal=(- H? _rxno n_LR)/? T1 where ? Horxn is the total heat absorbed or evolved for every mole of reaction and nLR is the number of moles of the limiting reactant. The ? Horxn used was -55. 8kJ per mole of water while the nLR was 0. 005 mole. Table 1. Average Ccal from recorded ? T values. Trial? T, (oC)Ccal, (J)Ave Ccal, (J) 112. 2126. 82202. 91 21. 0279. 00 213. 093. 00108. 50 22. 3124. 00 310. 5558. 00558. 00 20. 5558. 00 412. 0139. 50244. 13 20. 8348. 75 513. 093. 0081. 38 24. 069. 75 612. 0139. 50209. 25 21. 0279. 00 712. 111. 60111. 60 22. 5111. 60 813. 093. 00116. 25 22. 0139. 50 Different heat capacities were calculated for each calorimeter (Table 1). After calibration, a reaction was performed in a calorimeter by each pair. A total of eight reactions were observed by the whole class. The temperature before and after the reaction were recorded. Then the change in temperature was calculated. Each reaction was performed twice to produce two trials. The experimental ? Horxn for each reaction was solved using the formula, H? _rxno=(-C_cal ? T)/n_LR 2 where Ccal is the heat capacity previously calculated for each calorimeter.The percent error for each reaction was computed by comparing the computed experimental ? Horxn to the theoretical ? Horxn using the formula, % error=(computed-theoretical)/theoretical? 100% 3 Table 2. Comparison of calculated ? Horxn and theoretical ? Horxn. RxnLRTrial? T, (oC)? Horxn, (kJ/mol)Ave ? Horxn, (kJ/mol)Theo ? Horxn, (kJ/mol)% Error 1HCl13. 5-142. 04-131. 89-132. 510. 47 23. 0-121. 75 2HOAc11. 3-26. 34-41. 61-56. 0924. 65 22. 7-56. 89 3HOAc11. 8-189. 61-203. 16-52. 47287. 18 22. 0-216. 70 4HNO311. 5-73. 24-70. 80-55. 8426. 78 21. 4-68. 36 5Mg13. 0-118. 67-138. 45-466. 8570. 34 24. 0-158. 23 6Mg15. 5-559. 4-635. 72-953. 1133. 30 27. 0-712. 01 7Zn13. 0-43. 80-43. 80-218. 6679. 97 23. 0-43. 80 8CaCl210. 00. 00-5. 8113. 07144. 47 20. 5-11. 63 There were differences in experimental and theoretical values of ? Horxn as shown by th e percent error for each reaction (table 2). The discrepancies were caused by many factors. One factor was the loss of heat. The heat may have been released when the thermometer was pushed or pulled during the reaction. The heat may also have been lost because the calorimeter is not totally isolated. Another factor was the dilution of the solution. The pipette or test tube may still have been wet when used.However, the concentration used in solving for values was the concentration of the undiluted solution. Another factor that may have contributed to the difference in the experimental and theoretical values was human error. It was manifested when reading the thermometer or measuring chemicals with different instruments. The factors aforementioned are the limitations of this experiment. References Petrucci, R. H. Herring, F. G. Madura, J. D. Bissonnette, C. General Chemistry, 10th ed. Pearson Education Canada, 2011 Chapter 7. Appendices Appendix A Comparison of Observed and Theor etical Heats of Reactions RxnLRTrial? TnLRqrxn?HorxnAve ? HorxnTheo ? Horxn% Error 1HCl13. 500. 00500-710. 19-142. 04-131. 89-132. 510. 47 23. 000. 00500-608. 73-121. 75 2HOAc11. 250. 00515-135. 63-26. 34-41. 61-56. 0924. 65 22. 700. 00515-292. 95-56. 89 3HOAc11. 750. 00515-976. 50-189. 61-203. 16-52. 47287. 18 22. 000. 00515-1116. 00-216. 70 4HNO311. 500. 00500-366. 19-73. 24-70. 80-55. 8426. 78 21. 400. 00500-341. 78-68. 36 5Mg13. 000. 00206-244. 13-118. 67-138. 45-466. 8570. 34 24. 000. 00206-325. 50-158. 23 6Mg15. 500. 00206-1150. 88-559. 44-635. 72-953. 1133. 30 27. 000. 00206-1464. 75-712. 01 7Zn13. 000. 00764-334. 80-43. 80-43. 80-218. 6679. 97 23. 000. 00764-334. 80-43. 0 8Na2CO3/ CaCl210. 000. 005000. 000. 00-5. 8113. 07144. 47 20. 500. 00500-58. 13-11. 63 Appendix B Sample Calculations Calibration of Calorimeter 10ml 1M NaOH + 5ml 1M HCl n. i. e. OH-(aq) + H+(aq) ? H2O(l)? Horxn= -55. 8kJ LR HCLnLR= 0. 005mol Grp 1 Trial 1 ?T= 2. 2oC Soln C_cal=(- H? _rxno n_LR)/? T C_cal =(-(-55. 8kJ)(0. 005mol))/(? 2. 2? o C)? 1000J/1kJ ?(C_cal=126. 82 J) Determination of Heats of Reaction Neutralization Reaction Rxn 4 Trial 1 10ml 1M NaOH + 5ml 1M HNO3 n. i. e. OH-(aq) + H+(aq) ? H2O(l) LR HNO3nLR= 0. 005mol ?T= 1. 5oCCcal= 244. 125 J Soln H? _rxno=(-C_cal ? T)/n_LR H? _rxno=(-(244. 25J)(? 1. 5? o C))/0. 005mol? 1kJ/1000J ? ( H? _rxno=-73. 24kJ) Reaction between an Active Metal and an Acid Rxn 5 Trial 1 15ml 1M HCl+ 0. 05g Mg n. i. e. 2H+(aq) + Mg(s) ? Mg+2(aq) + H2(g) LR MgnLR= 0. 00206mol ?T= 3oCCcal= 81. 375 J Soln H? _rxno=(-C_cal ? T)/n_LR H? _rxno=(-(81. 375J)(3o C))/0. 00206mol? 1kJ/1000J ?( H? _rxno=-118. 67kJ) Displacement of One Metal by Another Rxn 7 Trial 1 15ml 1M CuSO4 + 0. 5g Zn n. i. e. Cu+2(aq) + Zn(s) ? Zn+2(aq) + Cu(s) LR ZnnLR= 0. 00764mol ?T= 3oCCcal= 111. 6 J Soln H? _rxno=(-C_cal ? T)/n_LR H? _rxno=(-(111. 6J)(3o C))/0. 00764mol? 1kJ/1000J ?( H? rxno=-43. 80kJ) Precipitation Reaction Rxn 8 Trial 1 10ml 0. 5M Na2CO3 + 5ml 1M CaCl2 n. i. e. CO3-2(aq) + Ca+2(aq) ? CaCO3(s) LR Na2CO3/ CaCl2nLR= 0. 005mol ?T= 0. 5oCCcal= 116. 25 J Soln H? _rxno=(-C_cal ? T)/n_LR H? _rxno=(-(116. 25J)(? 0. 5? o C))/0. 005mol? 1kJ/1000J ? ( H? _rxno=-11. 63kJ) Appendix C Answers to the Questions in the Lab Manual There are many possibilities that explain the discrepancy of the experimental and theoretical values of ? Horxn. First, heat might have been lost to the surroundings. This is possible whenever the thermometer is pulled out or pushed in the calorimeter during the reaction.Also, the calorimeter might not have been thoroughly isolated. Second, the solution might have been diluted in the test tube or pipette. They might have been wet when used with the solution. Lastly, the discrepancies might have occurred due to human error. The students might have misread the thermometer when taking the temperature or the pipette when measuring the solutions. a. It is important to keep the total volume of the resulting solution to 15ml bec ause any more or any less than that of the volume can contribute to the absorption or release of additional heat therefore affecting the ? Horxn. b.It is important to know the exact concentrations of the reactants to solve for their number of moles and to find out the limiting reactant. c. It is important to know the exact weight of the metal solids used to solve for their number of moles and to find out whether one of them is a limiting reactant. Also, the weight is needed to solve for the heat capacity of the solid when the specific heat is given. 200ml 0. 5M HA + NaOH ? -6. 0kJ LR HAnLR= 0. 1mole H? _(rxn,mol)o= (-6. 0 kJ)/(0. 1 mol) ?( H? _(rxn,mol)o= -60 kJ) HA is a strong acid. OH-(aq) + H+(aq) ? H2O(l)? Horxn= -60 kJ/mole Calibration15ml 2. M HCl + 5ml 2. 0M NaOH? T=5. 60oC LR NaOHnLR= 0. 01mole Reaction20ml 0. 450M CuSO4 + 0. 264g Zn? T=8. 83oC LR ZnnLR= 0. 00404mole n. i. e. OH-(aq) + H+(aq) ? H2O(l) n. i. e. Cu+2(aq) + Zn(s) ? Zn+2(aq) + Cu(s) C_cal=(- H? _rxno n_LR)/? T C_cal=(-(-55. 8kJ)(0. 01mol))/(? 5. 60? o C)? 1000J/1kJ ?(C_cal=99. 6 J) H? _rxno=(-C_cal ? T)/n_LR H? _rxno=(-(99. 6J)(? 8. 83? o C))/0. 00404mol? 1kJ/1000J ? ( H? _rxno=-218. 0 kJ) OH-(aq) + H+(aq) ? H2O(l)? Horxn= -55. 8kJ ?Hof,H2O= -285 kJ ?Hof,OH-= ? ?Horxn= ? Hof,product ? Hof,reactant -55. 8 kJ = ? Hof,OH- (-285 kJ) ?( H? _(f,? OH? -)o=-218. 0 kJ)