Cloud Based Customer Relationship Management Marketing plan of Starbucks coffee shop

Cloud Based Customer Relationship Management Marketing plan of Starbucks coffee shop EXECUTIVE SUMMARY This report looks at the Marketing plan of Starbucks coffee shop, and its contribution to the success of company. Formation of successful marketing plan is the key point for a company to gain the competitive advantage over its competitors. The marketing plan evaluates the strategies currently adopting by the company. But the main theme of this report is to focus mainly on company marketing strategies, such as SWOT Analysis, Ansoff Growth Matrix, Boston Consulting Group Matrix, 4s, company short term goals, objectives, and how it can be successful in the future. COMPANYS INTRODUCTION: Starbucks Corporation is a dominant multinational coffee and coffeehouse chain company based in the United States. Starbucks is the largest coffeehouse company in the world with 8,505 company-owned and 6,505 licensed stores in 42 countries, making a total of 15,011 stores worldwide. Starbucks sells drip brewed coffee, espresso-based hot drink, fruit bottled, coupled with sandwiches, pastries, snacks, salads, soups, other hot and cold drink. Core competency of star bucks: To summarize, Starbucks has a high reputation for quality because of the following: The company goes to extreme lengths to buy the very finest Arabica coffees available on world markets, regardless of price. The companys freshness and quality are legendary. Beans that are held in bins for more than a week are donated to charity. Every piece of coffee-brewing equipment that is sold has been tested and evaluated. Each Starbucks employee is extensively trained to ensure that customers receive knowledgeable service. Mission Statement: To establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles as we grow. The following six Guideline Principles will help us measure the appropriateness of our decisions: Provide a great work environment and treat each other with respect and dignity. Embrace diversity as an essential component in the way we do business. Apply the highest standard of excellence to the purchasing roasting and fresh delivery of our customer. Develop enthusiastically satisfied customer all of the time. Contribute positively to our communities and our environment. Recognize that profitability is essential to our future success. Starbucks has the following core values: Provide a great work environment and treat each other with respect and dignity. Embrace diversity as an essential component in the way we do business. Apply the highest standards of excellence to the purchasing, roasting and fresh delivery of our coffee. Develop enthusiastically satisfied customers all of the time. Contribute positively to our communities and our environment. Market Demographics: The profile for the starbucks customer consists of the following geographic, demographic, and behavior factors: Geographic: The geographic survey may include the identification of total number of population, in society and total number of target customer in which you are operating (Lanchester, Massingham, Ashford 2002). The immediate geographic target market for starbucks is the total population of the UK which is 60,776,238 approximately. The specific targeted market of Starbucks is mostly the students of schools, colleges, and universities. Demographics: Male and female. Age below 40. This age range draws off a combination of university students and locals within the society. Have (or are getting) a college education and some with graduate degrees. An income over  £457 per week (except the students who earn far less but have a decent amount of disposable income). Non-conventional customers. Psychographic: The people who want to enjoy a totally different coffee experience, they go to starbucks as it is positioned a completely different coffee shop. MARKET NEEDS: Starbucks is providing with a wide range of high quality coffee and snacks options to their customer. Starbucks seeks to fulfill the following benefits that are important to their customers: Selection: A wide range of coffee and snacks options that is unavailable at the larger, dominant coffee chains. Accessibility: Almost all types of coffee are available from starbucks centrally located storefront. Customer service: The patron will be impressed with the level of attention that they receive. Competitive pricing: Prices of all range of coffee and other stuff will be priced competitively relative to the competition. SITUATION ANALYSIS OF STARBUCKS: The company situation analysis is used at the business level to determine the strategic issues and problems that need to be addressed through the next three steps of the strategic planning process. Starbucks has own very good different kinds of strength to dominant in this industry make it to differentiate to others one in this market. This are the strength, those help starbucks to achieve their targets and desire goals. These are the stratbucks some important characteristics or strengths. STRENGHTS: Strong Brand Recognition Large retail distribution system Quality product Extensive product list Good supplier relationship Strong financial history Strong human resources WEAKNESSES: Even though starbucks posses a number of strengths but it also has some weakness too. starbucks needs to overcome on and deal them for remaining the top position in this competitive market. These are the s following list of starbucks weaknesses: Dependence on single source of business income Prices high relative to competition Strong dependence on suppliers Merchandise sales in stores SWOT ANALYSIS FRAMEWORK OPPORTUNITIES: It is a fact that every company who enter in the market must has different kind of opportunities prevail in market. This is the important, how to recognize and make to strategy to acquire them, acquiring these opportunities is called success of company . Starbucks can more successes in market if they will be able to act upon theses opportunities accordingly. The following new opportunities can help starbucks to success more in the future in the way of their business. Expansion into overseas markets Expansion into untapped U.K and worldwide markets Expansion of brand name into new products or business lines THREATS: Nobody knows about tomorrow. Especially for nowadays circumstances, world is changing dramatically. Some new threats are prevailing in the market with full swing of their effectiveness. Despite the fact of strong position of strabucks in the market, he still need to keep eye on these threat get strong positioning and branding. These are the list of some very common internally and externally threats. Economic conditions may make consumers unwilling to pay high prices Political conditions abroad may limit expansion Increasing competition in coffee market May be reaching saturation point in some U.S markets Increase prices of raw material for coffee and other stuff BOSTON CONSULTING GROUP (BCG) MATRIX: The Boston consulting Groups growth-share matrix, developed in the early 1970s, probably became the most popular management technique ever. The vertical dimension is th growth rate of the market, which is used by the BCG as a proxy variable for market attractiveness. High-Growth markets are assumed to be more attractive because, being competitively non zero sum, market share gains are often more easily obtained. Also market share gains in a growth market will be worth more in the future as the market develops. The midpoint between high and low market gtowth is In the BCG matrix, star quadrant is the most dominant place where the companies enjoy the high market growth and high market share. Thats why every company wants to stay in star quadrant. As STARBUCKS coffee shop is the renowned coffee chain in the world, thats why it clearly lies in the (STAR QUADRANT High Growth + High Share) because the annual sales of the company in last financial year 2007 are US $ 9.411 Million, moreover the coffee shop enjoying the highest market share as well in the coffee industry. ANSOFFS GROWTH MATRIX: The product-market matrix proposed by ANSOFF, provides a useful framework for considering the relationship between strategic direction, and marketing strategy (Brassington Pettitt 2006). The four-cell matrix shown in the figure considering various combinations of product-market options. Each cell in the Ansoff Matrix presents distinct opportunities, threats, resources, requirements, return and risks. Market expansions means selling more of the existing products to new markets, which could be based on new geographic segments or could be created by opening up other new segments such as age, product, usage, lifestyle or any other segmentation variables (Brassington Pettitt 2006 p 955). In the ANSOFF growth matrix, the STARBUCKS coffee shop lies in the (MARKET EXPENSION Existing Product + New Market), because company is making very good profit in almost every coffee shop in different location of the world. Expending its coffee market in Middle East, and Asia could be very helpful for the companys profit because there is huge potential for the coffee market as there is no famous coffee shops in that part of the world. Just like recently they have opened their two coffee shops, one in China and other is in Kuwait. MARKETING MIX STRATEGY FOR STARBUCKS: In order to make appropriate strategies for gaining customers preferences and their loyalty, we need to understand as to how STARBUCKS Marketing Mix or 4 Ps have enabled the company to achieve superior customer satisfaction, and also in building a long-term relationship with its customers. The issue is not whether there should be four, six, or ten Ps so much as what framework is most helpful in designing marketing strategy. Just as economics use two principals concepts for their framework of analysis, namely Demand, and Supply. The marketers see the four Ps as a filing cabinet of tools that could guide their marketing planning (Philip Kotler, 1999 p 96). Following are the some recommendations for STARBUCKS in relation with marketing mix: Frame Work of marketing Mix PRODUCT: Typically, the marketing mix stars with product p. the heart of the marketing mix, the starting point is the product offering and product strategy. It is hard to design a place strategy, decide on a promotion campaign, or set a price without knowing the product to be marketed. The product includes not only the physical unit but also its package, warranty, after-sale service, brand name, company image value, and many other factors. A Starbucks coffee has many product elements: the chocolate itself, a fancy gold wrapper, a customer satisfaction guarantee, and the prestige of the Starbucks coffee brand name. We buy things not only for what they do (benefits) but also for what they mean to us (status, quality, or reputation). Products can be tangible goods such as computers, ideas like those offered by a consultant, or services such as medical care. Products should also offer customer value. Decision that address the new product development process(innovation management), licensing strategies with potential partners, intellectual property rights, services provided to augment the revenue stream from base products product name/brand decisions ,development of complementary products by partners, creation of industry standards, packaging, and so forth, the critical need is to develop a stream of products with the right set of features to satisfy customer needs in a compelling yet simple fashion.( jakki j. Mohr, Sanjit Sengupta, Stanley Slater,2000, p7) In Starbucks they made purely their products to satisfying the needs of the customer, and they made coffee with the finest coffee ingredients of the world. The different range of coffee and snacks offered by STARBUCKS are as follow: ESPRESSO: Coffee Latte Cappuccino Vanilla Latte Coffee Americano Espresso COFFEE HOUSE FAVOURITES Caramel Hot Chocolate Coffee Misto Classic Hot Chocolate Signature Hot Chocolate Freshly Brewed coffee FRAPPUCCINO: Cinnamon Dolce Java Chip Espresso Coffee Caramel SPRING FAVOURITES: Cinnamon Dolce Latte Caramel Macchiato PRICE: decisions that establish price points for the company products, and address issues related cost to produce/manufacturer the good, margins along the distribution channel, competitors prices (pricing relative to a specific firm market position), customer value, total cost of ownership for the customer, price for product bundles, and profitability.( .( jakki j. Mohr, Sanjit Sengupta, Stanley Slater,2000, p8 ). Price is the only element of the marketing mix that produces revenue, As such; it serves a tactical as well as an economic role for an organization 9Holloway and Robison 1995). The price charged sends many signals about the likely value of the product being offered and, as such, must be commensurate with the quality of experience, Starbuckss product prices are relative high than others, because they target those people of society who give the preference on quantity. Following are the some prices of STARBUCKS famous products: ESPRESSO: Tall Grande Vent Coffee Latte  £2.05p  £2.40p  £2.65p Cappuccino  £2.05p  £2.40p  £2.65p Vanilla Latte  £2.35  £2.70p  £2.95p Coffee Americano  £1.75p  £1.90p  £2.05p Espresso  £1.20p  £1.40p  £1.55p COFFEE HOUSE FAVOURITES Caramel Hot Chocolate  £2.90p  £3.25p  £3.50p Coffee Misto  £1.95p  £2.35p  £2.55p Classic Hot Chocolate  £2.20p  £2.50p  £2.80p Signature Hot Chocolate  £2.65p  £3.00p  £3.25p Freshly Brewed coffee  £1.65p  £1.75p  £1.90p FRAPPUCCINO: Cinnamon Dolce  £3.05p  £3.25p  £3.45p Java Chip  £3.05p  £3.25p  £3.45p Espresso  £2.65p  £2.85p  £3.05p Coffee  £2.50p  £2.70p  £2.90p Caramel  £3.05p  £3.25p  £3.45p SPRING FAVOURITES: Cinnamon Dolce Latte  £2.70p  £3.05P  £3.30P Caramel Macchiato  £2.70P  £3.05P  £3.30P PLACE: Place, or distribution, strategies are concerned with making products available when and where customers want them. Would you rather buy a kiwi fruit at the 24-hour grocery store within walking distance or fly to Australia to pick your own, which involves all the business activates concerned with storing and transporting raw material or finished product. The goal is to make sure products arrive in usable condition at designated places when needed. For consumer goods the most visible player in the channel of distribution is retailer. Manufacturers and consumer alike have to put a lot of trust in the retailer to do justice to the product, to maintain stock, and to provide a satisfying purchasing experience. Retailer face the many of the same marketing decisions as other type of organization, and use the same marketing mix tools, but with a slightly different respective. They also face unique marketing problems for examples, store location, layout and the creation of store image and atmosphere. Every seller must decide deeply that how to make its products available to the target market with an easy access (Philip Kotler, 1999 p 103). Now in case of Starbucks they mainly build their stores in the prime location of the city where they can easily attracts their desired customers who really want to enjoy the taste of coffee. Just like in UK they build their stores mainly in the shopping malls and town centers. Now it is the need of the time that they should be concentrate to open their stores in Middle East and Asia. PROMOTION: Promotion includes advertising, public relations, sales promotion, and personal selling. Promotions role in the marketing mix is to bring about mutually satisfying exchanges with target markets by informing, education, persuading, and reminding them of the benefits of an organization or a product. A good promotion strategy, like using the Dilbert character in national promotion strategy for office Depot, can dramatically increase sales. Good promotion strategies do not guarantee success, however, despite massive promotional campaigns, the movies, The Alamo and The Lady-killers had disappointing box-office return. Each element of the promotion p is coordinated and managed with the others to create coordinated and managed with others to create a promotional blend or mix. These Starbucks nearly spends  £4.7 million every year for promotions. It is include the cost of print media, electronic media, indoor, outdoor media etc. The companys latest stunning plan is the Starbucks Card. You buy a re-chargeable card in the UK which can be used at coffee bars in the US, Canada, Australia and Thailand. The card will enhance the Starbucks experience for customers allowing them to buy their daily cup of coffee quickly and easily, even when they are not carrying cash. Recently company through an agreement between Starbucks, and T-Mobile the two companies have come up with a way to provide internet access at Starbucks location and high speed broadband for Starbucks customers as well. In addition, T-Mobile hot spot customers get to use the Starbucks stores as they do now. Moreover Starbucks spends millions of dollars internationally to protect the environment and global warming. DIVERCIFICATION: The major reason for a business adopting a strategy of diversification is therefore to allow it to reduce its dependence upon a single market area (W. Stewart Howe 1986 p 153). At a general strategic level Ansoff suggests three reasons why firms diversify. First, their objectives cannot be achieved by continuing to operate in their existing markets. Thus, since continued operation in these markets is not able to diversify the profit, risk or growth objectives of the business, achievement of these must be sought in new market areas. Second, where a business has excess financial resources beyond those necessary to satisfy its expansion plan in its existing markets, then rather than retain these resources in liquid form of business may invest them in new markets areas. Third, if greater opportunities are presented to the firm in new market areas than accrue from its existing activities. Then a diversification program may be undertaken to benefit from these. There are tw o types of diversifications: RELATED DIVERSIFICATION UN-RELATED DIVERSICATION RELATED DIVERSIFICATION: Expending combining with firms in different, but related industry that are Strategic Fits. UNRELATED DIVERSIFICATION: Growing by combining with firms in un-related industries, where higher financial returns are possible. Now, if Starbucks want to diversify its business outside the industry, then the company should start a totally new business that is not from the same industry. For example Starbucks is a coffee shop, if they enter in the manufacturing business and start making cars, bikes etc that will be the perfect example of diversification. But the main focus of the Starbucks should be on their strategic business unit which is coffee shop. If they want to diversify their business within the same industry i.e. related diversification, then the Starbucks should combine their business with their competitors to launch new products. INTERNATIONAL BUSINESS DEVELOPMENT STRATEGIES: The franchiser/licenser remembers to provide a standard package of components, or ingredients together with management and marketing services, and advice. Since franchising involves the transfer of tangible, it can enable greater control of the operation for the originating manufacturer than licensing (Lancaster Massingham Ashford 2002 p 437). Starbucks currently use three strategies for business in overseas. These strategies are as follow: 1: Joint ventures 2: Licenses 3: Company-Owned Operations. Mainly the company uses the company-owned shops for the business in other countries. RECOMMENDATION FOR FUTURE MARKETING PLAN OF STARBUCKS (3 YEARS): By analyzing the above whole information such as Swot analysis, Ansoff analysis, BCG matrix, marketing mix, following should be the primary objectives of the marketing plan of Starbucks coffee shop for next 3 years: GOALS OR OBJECTIVES: Sales should be increased by 15 to 20% at least. In order to get increased sales, they should increase Gross Profit margin by 25%. Find more new markets especially in Middle East, and Asia. More strengthen their position as a worldwide coffee shop leader. Increase marketing budget by 15% In order to achieve the above future objectives, the Starbucks coffee shop should follow instructions: MAINTAIN SUSTAINABLE COMPETITIVE ADVANTAGE: The Starbucks coffee shop should maintain the competitive advantage that it has got over other coffee shops. In order to maintain leading position in the coffee market, the Starbucks should introduce innovative products after good intervals. NEW TARGER MARKETS: To maintain the top position in the coffee market, Starbucks should go and find some new coffee potential market. Just like there is great potential of new coffee shop especially in Asia, and Middle East, as there is no famous coffee shop. Where they can capture in new market, and got some handsome profit as well. INTRODUCE SOME NEW PROMOTIONS: As Starbucks introduced a stunning promotion plan that is Starbucks re-chargeable card for purchasing coffee whether you have money or not at that time. Just like that company should develop a membership card especially for the students. Some discount should be offer to regular customer, and student to increase the retainment. INTRODUCE SOME INNOVATIVE PRODUCTS: To maintain the dominant position in the coffee market, it is necessary for the Starbucks that, they should introduce some really innovative products after good intervals. The induction of new products creates the brand loyalty among the customers. INCREASE MARKETING BUDGET: Marketing department is the one of the most important part of every company. This department is responsible for increasing sales. So in order to get more revenues, the company should increase the budget of marketing. Moreover they should include some world famous celebrities, conducting promotions events, seminars things like that for promotions their products. DIVERCIFY THE BUSINESS: To maintain the leading position in the coffee market, the Starbucks should go for diversification. Diversify the business in product-related items, or unrelated items to increase their revenues. IMPROVE THE PRODUCT QUALITY: To maintain the superb quality and taste of different products in Starbucks, the company should adopt the Total Quality Management tool, which means improve the products quality until the perfection, and there is no defect on product or zero defect products. EMPLOYEES MOTIVATIONS: Employees motivation is very important for every organization to get good profit, and in order to maintain its position in the market. Good pay, and reward system is the best tool to motivate the employees. So Starbucks should try to give good pay and benefits to their employees during the job. EMPLOYEES TRAINING AND DEVELOPMENT: Training and development of employees is an important task for the management in order to enhance the progress of company, and increase the sales, and produce the error free services.

Prelude to Foundation Chapter 6 Rescue

LEGGEN, JENARR-†¦ His contributions to meteorology, however, although considerable, pale before what has ever since been known as the Leggen Controversy. That his actions helped to place Hari Seldon in jeopardy is undisputable, but argument rages-and has always raged-as to whether those actions were the result of unintentional circumstance or part of a deliberate conspiracy. Passions have been raised on both sides and even the most elaborate studies have come to no definite conclusions. Nevertheless, the suspicions that were raised helped poison Leggen's career and private life in the years that followed†¦ Encyclopedia Galactica 25. It was not quite the end of daylight when Dors Venabili sought out Jenarr Leggen. He answered her rather anxious greeting with a grunt and a brief nod. â€Å"Well,† she said a trifle impatiently. â€Å"How was he?† Leggen, who was entering data into his computer, said, â€Å"How was who?† â€Å"My library student Hari. Dr. Hari Seldon. He went up with you. Was he any help to you?† Leggen removed his hands from the keys of his computer and swivelled about. â€Å"That Heliconian fellow? He was of no use at all. Showed no interest whatever. He kept looking at the scenery when there was no scenery to look at. A real oddball. Why did you want to send him up?† â€Å"It wasn't my idea. He wanted to. I can't understand it. He was very interested. Where is he now?† Leggen shrugged. â€Å"How would I know? Somewhere around.† â€Å"Where did he go after he came down with you? Did he say?† â€Å"He didn't come down with us. I told you he wasn't interested.† â€Å"Then when did he come down?† â€Å"I don't know. I wasn't watching him. I had an enormous amount of work to do. There must have been a windstorm and some sort of downpour about two days ago and neither was expected. Nothing our instruments showed offered a good explanation for it or for the fact that some sunshine we were expecting today didn't appear. Now I'm trying to make sense of it and you're bothering me.† â€Å"You mean you didn't see him go down?† â€Å"Look. He wasn't on my mind. The idiot wasn't correctly dressed and I could see that inside of half an hour he wasn't going to be able to take the cold. I gave him a sweater, but that wasn't going to help much for his legs and feet. So I left the elevator open for him and I told him how to use it and explained that it would take him down and then return automatically. It was all very simple and I'm sure he did get cold and he did go down and the elevator did come back and then eventually we all went down.† â€Å"But you don't know exactly when he went down?† â€Å"No, I don't. I told you. I was busy. He certainly wasn't up there when we left, though, and by that time twilight was coming on and it looked as though it might sleet. So he had to have gone down.† â€Å"Did anyone else see him go down?† â€Å"I don't know. Clowzia may have. She was with him for a while. Why don't you ask her?† Dors found Clowzia in her quarters, just emerging from a hot shower. â€Å"It was cold up there,† she said. Dors said, â€Å"Were you with Hari Seldon Upperside?† Clowzia said, eyebrows lifting, â€Å"Yes, for a while. He wanted to wander about and ask questions about the vegetation up there. He's a sharp fellow, Dors. Everything seemed to interest him, so I told him what I could till Leggen called me back. He was in one of his knock-your-head-off tempers. The weather wasn't working and he-â€Å" Dors interrupted. â€Å"Then you didn't see Hari go down in the elevator?† â€Å"I didn't see him at all after Leggen called me over.-But he has to be down here. He wasn't up there when we left.† â€Å"But I can't find him anywhere.† Clowzia looked perturbed. â€Å"Really?-But he's got to be somewhere down here.† â€Å"No, he doesn't have to be somewhere down here,† said Dors, her anxiety growing. â€Å"What if he's still up there?† â€Å"That's impossible. He wasn't. Naturally, we looked about for him before we left. Leggen had shown him how to go down. He wasn't properly dressed and it was rotten weather. Leggen told him if he got cold not to wait for us. He was getting cold. I know! So what else could he do but go down?† â€Å"But no one saw him go down.-Did anything go wrong with him up there?† â€Å"Nothing. Not while I was with him. He was perfectly fine except that he had to be cold, of course.† Dors, by now quite unsettled, said, â€Å"Since no one saw him go down, he might still be up there. Shouldn't we go up and look?† Clowzia said nervously, â€Å"I told you we looked around before we went down. It was still quite light and he was nowhere in sight.† â€Å"Let's look anyway.† â€Å"But I can't take you up there. I'm just an intern and I don't have the combination for the Upperside dome opening. You'll have to ask Dr. Leggen.† 26. Dors Venabili knew that Leggen would not willingly go Upperside now. He would have to be forced. First, she checked the library and the dining areas again. Then she called Seldon's room. Finally, she went up there and signaled at the door. When Seldon did not respond, she had the floor manager open it. He wasn't there. She questioned some of those who, over the last few weeks, had come to know him. No one had seen him. Well, then, she would make Leggen take her Upperside. By now, though, it was night. He would object strenuously and how long could she spend arguing if Hari Seldon was trapped up there on a freezing night with sleet turning to snow? A thought occurred to her and she rushed to the small University computer, which kept track of the doings of the students, faculty, and service staff. Her fingers flew over the keys and she soon had what she wanted. There were three of them in another part of the campus. She signed out for a small glidecart to take her over and found the domicile she was looking for. Surely, one of them would be available-or findable. Fortune was with her. The first door at which she signaled was answered by a query light. She punched in her identification number, which included her department affiliation. The door opened and a plump middle-aged man stared out at her. He had obviously been washing up before dinner. His dark blond hair was askew and he was not wearing any upper garment. He said, â€Å"Sorry. You catch me at a disadvantage. What can I do for you, Dr. Venabili?† She said a bit breathlessly, â€Å"You're Rogen Benastra, the Chief Seismologist, aren't you?† â€Å"Yes.† â€Å"This is an emergency. I must see the seismological records for Upperside for the last few hours.† Benastra stared at her. â€Å"Why? Nothing's happened. I'd know if it had. The seismograph would inform us.† â€Å"I'm not talking about a meteoric impact.† â€Å"Neither am I. We don't need a seismograph for that. I'm talking about gravel, pinpoint fractures. Nothing today.† â€Å"Not that either. Please. Take me to the seismograph and read it for me. This is life or death.† â€Å"I have a dinner appointment-â€Å" â€Å"I said life or death and I mean it.† Benastra said, â€Å"I don't see-† but he faded out under Dors's glare. He wiped his face, left quick word on his message relay, end struggled into a shirt. They half-ran (under Dors's pitiless urging) to the small squat Seismology Building. Dors, who knew nothing about seismology, said, â€Å"Down? We're going down?† â€Å"Below the inhabited levels. Of course. The seismograph has to be fixed to bedrock and be removed from the constant clamor and vibration of the city levels.† â€Å"But how can you tell what's happening Upperside from down here?† â€Å"The seismograph is wired to a set of pressure transducers located within the thickness of the dome. The impact of a speck of grit will send the indicator skittering off the screen. We can detect the flattening effect on the dome of a high wind. We can-â€Å" â€Å"Yes, yes,† said Dors impatiently. She was not here for a lecture on the virtues and refinements of the instruments. â€Å"Can you detect human footsteps?† â€Å"Human footsteps?† Benastra looked confused. â€Å"That's not likely Upperside.† â€Å"Of course it's likely. There were a group of meteorologists Upperside this afternoon.† â€Å"Oh. Well, footsteps would scarcely be noticeable.† â€Å"It would be noticeable if you looked hard enough and that's what I want you to do.† Benastra might have resented the firm note of command in her voice, but, if so, he said nothing. He touched a contact and the computer screen jumped to life. At the extreme right center, there was a fat spot of light, from which a thin horizontal line stretched to the left limit of the screen. There was a tiny wriggle to it, a random non-repetitive seder of little hiccups and these moved steadily leftward. It was almost hypnotic in its effect on Dors. Benastra said, â€Å"That's as quiet as it can possibly be. Anything you see is the result of changing air pressure above, raindrops maybe, the distant whirr of machinery. There's nothing up there.† â€Å"All right, but what about a few hours ago? Check on the records at fifteen hundred today, for instance. Surely, you have some recordings.† Benastra gave the computer its necessary instructions and for a second or two there was wild chaos on the screen. Then it settled down and again the horizontal line appeared. â€Å"I'll sensitize it to maximum,† muttered Benastra. There were now pronounced hiccups and as they staggered leftward they changed in pattern markedly. â€Å"What's that?† said Dors. â€Å"Tell me.† â€Å"Since you say there were people up there, Venabili, I would guess they were footsteps-the shifting of weight, the impact of shoes. I don't know that I would have guessed it if I hadn't known about the people up there. Its what we call a benign vibration, not associated with anything we know to be dangerous.† â€Å"Can you tell how many people are present?† â€Å"Certainly not by eye. You see, we're getting a resultant of all the impacts.† â€Å"You say ‘not by eye.' Can the resultant be analyzed into its components by the computer?† â€Å"I doubt it. These are minimal effects and you have to allow for the inevitable noise. The results would be untrustworthy.† â€Å"Well then. Move the time forward till the footstep indications stop. Can you make it fast-forward, so to speak?† â€Å"If I do-the kind of fast-forward you're speaking of-then it will all just blur into a straight line with a slight haze above and below. What I can do is move it forward in fifteen-minute stages and study it quickly before moving on.† â€Å"Good. Do that!† Both watched the screen until Benastra said, â€Å"There's nothing there now. See?† There was again a line with nothing but tiny uneven hiccups of noise. â€Å"When did the footsteps stop?† â€Å"Two hours ago. A trifle more.† â€Å"And when they stopped were there fewer than there were earlier?† Benastra looked mildly outraged. â€Å"I couldn't tell. I don't think the finest analysis could make a certain decision.† Dors pressed her lips together. Then she said, â€Å"Are you testing a transducer-is that what you called it-near the meteorological outlet?† â€Å"Yes, that's where the instruments are and that's where the meteorologists would have been.† Then, unbelievingly, â€Å"Do you want me to try others in the vicinity? One at a time?† â€Å"No. Stay on this one. But keep on going forward at fifteen-minute intervals. One person may have been left behind and may have made his way back to the instruments.† Benastra shook his head and muttered something under his breath. The screen shifted again and Dors said sharply, â€Å"What's that?† She was pointing. â€Å"I don't know. Noise.† â€Å"No. Its periodic. Could it be a single person's footsteps?† â€Å"Sure, but it could be a dozen other things too.† â€Å"It's coming along at about the time of footsteps, isn't it?† Then, after a while, she said, â€Å"Push it forward a little.† He did and when the screen settled down she said, â€Å"Aren't those unevennesses getting bigger?† â€Å"Possibly. We can measure them.† â€Å"We don't have to. You can see they're getting bigger. The footsteps are approaching the transducer. Go forward again. See when they stop.† After a while Benastra said, â€Å"They stopped twenty or twenty-five minutes ago.† Then cautiously, â€Å"Whatever they are.† â€Å"They're footsteps,† said Dors with mountain-moving conviction. â€Å"There's a man up there and while you and I have been fooling around here, he's collapsed and he's going to freeze and die. Now don't say, ‘Whatever they are!' Just call Meteorology and get me Jenarr Leggen. Life or death, I tell you. Say so!† Benastra, lips quivering, had passed the stage where he could possibly resist anything this strange and passionate woman demanded. It took no more than three minutes to get Leggen's hologram on the message platform. He had been pulled away from his dinner table. There was a napkin in his hand and a suspicious greasiness under his lower lip. His long face was set in a fearful scowl. † ‘Life or death?' What is this? Who are you?† Then his eye caught Dors, who had moved closer to Benastra so that her image would be seen on Jenarr's screen. He said, â€Å"You again. This is simple harassment.† Dors said, â€Å"It is not. I have consulted Rogen Benastra, who is Chief Seismologist at the University. After you and your party had left Upperside, the seismograph shows clear footsteps of one person still there. It's my student Hari Seldon, who went up there in your care and who is now, quite certainly, lying in a collapsed stupor and may not live long. â€Å"You will, therefore, take me up there right now with whatever equipment may be necessary. If you do not do so immediately, I shall proceed to University security-to the President himself, if necessary. One way or another I'll get up there and if anything has happened to Hari because you delay one minute, I will see to it that you are hauled in for negligence, incompetence-whatever I can make stick-and will have you lose all status and be thrown out of academic life. And if he's dead, of course, that's manslaughter by negligence. Or worse, since I've now warned you he's dying.† Jenarr, furious, turned to Benastra. â€Å"Did you detect-â€Å" But Dors cut in. â€Å"He told me what he detected and I've told you. I do not intend to allow you to bulldoze him into confusion. Are you coming? Now?† â€Å"Has it occurred to you that you may be mistaken?† said Jenarr, thin-lipped. â€Å"Do you know what I can do to you if this is a mischievous false alarm? Loss of status works both ways.† â€Å"Murder doesn't,† said Dors. â€Å"I'm ready to chance a trial for malicious mischief. Are you ready to chance a trial for murder?† Jenarr reddened, perhaps more at the necessity of giving in than at the threat. â€Å"I'll come, but I'll have no mercy on you, young woman, if your student eventually turns out to have been safe within the dome these past three hours.† 27. The three went up the elevator in an inimical silence. Leggen had eaten only part of his dinner and had left his wife at the dining area without adequate explanation. Benastra had eaten no dinner at all and had possibly disappointed some woman companion, also without adequate explanation. Dors Venabili had not eaten either and she seemed the most tense and unhappy of the three. She carried a thermal blanket and two photonic founts. When they reached the entrance to Upperside, Leggen, jaw muscles tightening, entered his identification number and the door opened. A cold wind rushed at them and Benastra grunted. None of the three was adequately dressed, but the two men had no intention of remaining up there long. Dors said tightly, â€Å"It's snowing.† Leggen said, â€Å"It's wet snow. The temperature's just about at the freezing point. It's not a killing frost.† â€Å"It depends on how long one remains in it, doesn't it?† said Dors. â€Å"And being soaked in melting snow won't help.† Leggen grunted. â€Å"Well, where is he?† He stared resentfully out into utter blackness, made even worse by the light from the entrance behind him. Dors said, â€Å"Here, Dr. Benastra, hold this blanket for me. And you, Dr. Leggen, close the door behind you without locking it.† â€Å"There's no automatic lock on it. Do you think we're foolish?† â€Å"Perhaps not, but you can lock it from the inside and leave anyone outside unable to get into the dome.† â€Å"If someone's outside, point him out. Show him to me,† said Leggen. â€Å"He could be anywhere.† Dors lifted her arms with a photonic fount circling each wrist. â€Å"We can't look everywhere,† mumbled Benastra miserably. The founts blazed into light, spraying in every direction. The snowflakes glittered like a vast mob of fireflies, making it even more difficult to see. â€Å"The footsteps were getting steadily louder,† said Dors. â€Å"He had to be approaching the transducer. Where would it be located?† â€Å"I haven't any idea,† snapped Leggen.-That's outside my field and my responsibility.† â€Å"Dr. Benastra?† Benastra's reply was hesitant. â€Å"I don't really know. To tell you the truth, I've never been up here before. It was installed before my time. The computer knows, but we never thought to ask it that.-I'm cold and I don't see what use I am up here.† â€Å"You'll have to stay up here for a while,† said Dors firmly. â€Å"Follow me. I'm going to circle the entrance in an outward spiral.† â€Å"We can't see much through the snow,† said Leggen. â€Å"I know that. If it wasn't snowing, we'd have seen him by now. I'm sure of it. As it is, it may take a few minutes. We can stand that.† She was by no means as confident as her words made it appear. She began to walk, swinging her arms, playing the light over as large a field as she could, straining her eyes for a dark blotch against the snow. And, as it happened, it was Benastra who first said, â€Å"What's that?† and pointed. Dors overlapped the two founts, making a bright cone of light in the indicated direction. She ran toward it, as did the other two. They had found him, huddled and wet, about ten meters from the door, five from the nearest meteorological device. Dors felt for his heartbeat, but it was not necessary for, responding to her touch, Seldon stirred and whimpered. â€Å"Give me the blanket, Dr. Benastra,† said Dors in a voice that was faint with relief. She flapped it open and spread it out in the snow. â€Å"Lift him onto it carefully and I'll wrap him. Then we'll carry him down.† In the elevator, vapors were rising from the wrapped Seldon as the blanket warmed to blood temperature. Dors said, â€Å"Once we have him in his room, Dr. Leggen, you get a doctor-a good one-and see that he comes at once. If Dr. Seldon gets through this without harm, I won't say anything, but only if he does. Remember-â€Å" â€Å"You needn't lecture me,† said Leggen coldly. â€Å"I regret this and I will do what I can, but my only fault was in allowing this man to come Upperside in the first place.† The blanket stirred and a low, weak voice made itself heard. Benastra started, for Seldon's head was cradled in the crook of his elbow. He said, â€Å"He's trying to say something.† Dors said, â€Å"I know. He said, ‘What's going on?' â€Å" She couldn't help but laugh just a little. It seemed such a normal thing to say. 28. The doctor was delighted. â€Å"I've never seen a case of exposure,† he explained. â€Å"One doesn't get exposed on Trantor.† â€Å"That may be,† said Dors coldly, â€Å"and I'm happy you have the chance to experience this novelty, but does it mean that you do not know how to treat Dr. Seldon?† The doctor, an elderly man with a bald head and a small gray mustache, bristled. â€Å"Of course, I do. Exposure cases on the Outer Worlds are common enough-an everyday affair-and I've read a great deal about them.† Treatment consisted in part of an antiviral serum and the use of a microwave wrapping. â€Å"This ought to take care of it,† the doctor said. â€Å"On the Outer Worlds, they make use of much more elaborate equipment in hospitals, but we don't have that, of course, on Trantor. This is a treatment for mild cases and I'm sure it will do the job.† Dors thought later, as Seldon was recovering without particular injury, that it was perhaps because he was an Outworlder that he had survived so well. Dark, cold, even snow were not utterly strange to him. A Trantorian probably would have died in a similar case, not so much from physical trauma as from psychic shock. She was not sure of this, of course, since she herself was not a Trantorian either. And, turning her mind away from these thoughts, she pulled up a chair near to Hari's bed and settled down to wait. 29. On the second morning Seldon stirred awake and looked up at Dors, who sat at his bedside, viewing a book-film and taking notes. In a voice that was almost normal, Seldon said, â€Å"Still here, Dors?† She put down the book-film. â€Å"I can't leave you alone, can I? And I don't trust anyone else.† â€Å"It seems to me that every time I wake up, I see you. Have you been here all the time?† â€Å"Sleeping or waking, yes.† â€Å"But your classes?† â€Å"I have an assistant who has taken over for a while.† Dors leaned over and grasped Hari's hand. Noticing his embarrassment (he was, after all, in bed), she removed it. â€Å"Hari, what happened? I was so frightened.† Seldon said, â€Å"I have a confession to make.† â€Å"What is it, Hari?† â€Å"I thought perhaps you were part of a conspiracy-â€Å" â€Å"A conspiracy?† she said vehemently. â€Å"I mean, to maneuver me Upperside where I'd be outside University jurisdiction and therefore subject to being picked up by Imperial forces.† â€Å"But Upperside isn't outside University jurisdiction. Sector jurisdiction on Trantor is from the planetary center to the sky.† â€Å"Ah, I didn't know that. But you didn't come with me because you said you had a busy schedule and, when I was getting paranoid, I thought you were deliberately abandoning me. Please forgive me. Obviously, it was you who got me down from there. Did anyone else care?† â€Å"They were busy men,† said Dors carefully. â€Å"They thought you had come down earlier. I mean, it was a legitimate thought.† â€Å"Clowzia thought so too?† â€Å"The young intern? Yes, she did.† â€Å"Well, it may still have been a conspiracy. Without you, I mean.† â€Å"No, Hari, it is my fault. I had absolutely no right to let you go Upperside alone. It was my job to protect you. I can't stop blaming myself for what happened, for you getting lost.† â€Å"Now, wait a minute,† said Seldon, suddenly irritated. â€Å"I didn't get lost. What do you think I am?† â€Å"I'd like to know what you call it. You were nowhere around when the others left and you didn't get back to the entrance-or to the neighborhood of the entrance anyway-till well after dark.† â€Å"But that's not what happened. I didn't get lost just because I wandered away and couldn't find my way back. I told you I was suspecting a conspiracy and I had cause to do so. I'm not totally paranoid.† â€Å"Well then, what did happen?† Seldon told her. He had no trouble remembering it in full detail; he had lived with it in nightmare for most of the preceding day. Dors listened with a frown. â€Å"But that's impossible. A jet-down? Are you sure?† â€Å"Of course I'm sure. Do you think I was hallucinating?† â€Å"But the Imperial forces could not have been searching for you. They could not have arrested you Upperside without creating the same ferocious rumpus they would have if they had sent in a police force to arrest you on campus.† â€Å"Then how do you explain it?† â€Å"I'm not sure,† said Dors, â€Å"but it's possible that the consequences of my failure to go Upperside with you might have been worse than they were and that Hummin will be seriously angry with me.† â€Å"Then let's not tell him,† said Seldon. â€Å"It ended well.† â€Å"We must tell him,† said Dors grimly. â€Å"This may not be the end.† 30. That evening Jenarr Leggen came to visit. It was after dinner and he looked from Dors to Seldon several times, as though wondering what to say. Neither offered to help him, but both waited patiently. He had not impressed either of them as being a master of small talk. Finally he said to Seldon, â€Å"I've come to see how you are.† â€Å"Perfectly well,† said Seldon, â€Å"except that I'm a little sleepy. Dr. Venabili tells me that the treatment will keep me tired for a few days, presumably so I'm sure of getting needed rest.† He smiled. â€Å"Frankly, I don't mind.† Leggen breathed in deeply, let it out, hesitated, and then, almost as though he was forcing the words out of himself, said, â€Å"I won't keep you long. I perfectly understand you need to rest. I do want to say, though, that I am sorry it all happened. I should not have assumed-so casually-that you had gone down by yourself. Since you were a tyro, I should have felt more responsible for you. After all, I had agreed to let you come up. I hope you can find it in your heart to†¦ forgive me. That's really all I wish to say.† Seldon yawned, putting his hand over his mouth. â€Å"Pardon me.-Since it seems to have turned out well, there need be no hard feelings. In some ways, it was not your fault. I should not have wandered away and, besides, what happened was-â€Å" Dors interrupted. â€Å"Now, Hari, please, no conversation. Just relax. Now, I want to talk to Dr. Leggen just a bit before he goes. In the first place, Dr. Leggen, I quite understand you are concerned about how repercussions from this affair will affect you. I told you there would be no follow-up if Dr. Seldon recovered without ill effects. That seems to be taking place, so you may relax-for now. I would like to ask you about something else and I hope that this time I will have your free cooperation.† â€Å"I will try, Dr. Venabili,† said Leggen stiffly. â€Å"Did anything unusual happen during your stay Upperside?† â€Å"You know it did. I lost Dr. Seldon, something for which I have just apologized.† â€Å"Obviously I'm not referring to that. Did anything else unusual happen?† â€Å"No, nothing. Nothing at all.† Dors looked at Seldon and Seldon frowned. It seemed to him that Dors was trying to check on his story and get an independent account. Did she think he was imagining the search vessel? He would have liked to object heatedly, but she had raised a quieting hand at him, as though she was preventing that very eventuality. He subsided, partly because of this and partly because he really wanted to sleep. He hoped that Leggen would not stay long. â€Å"Are you certain?† said Dors. â€Å"Were there no intrusions from outside?† â€Å"No, of course not. Oh-â€Å" â€Å"Yes, Dr. Leggen?† â€Å"There was a jet-down.† â€Å"Did that strike you as peculiar?† â€Å"No, of course not.† â€Å"Why not?† â€Å"This sounds very much as though I'm being cross-examined, Dr. Venabili. I don't much like it.† â€Å"I can appreciate that, Dr. Leggen, but these questions have something to do with Dr. Seldon's misadventure. It may be that this whole affair is more complicated than I had thought.† â€Å"In what way?† A new edge entered his voice. â€Å"Do you intend to raise new questions, requiring new apologies? In that case, I may find it necessary to withdraw.† â€Å"Not, perhaps, before you explain how it is you do not find a hovering jet-down a bit peculiar.† â€Å"Because, my dear woman, a number of meteorological stations on Trantor possess jet-downs for the direct study of clouds and the upper atmosphere. Our own meteorological station does not.† â€Å"Why not? It would be useful.† â€Å"Of course. But we're not competing and we're not keeping secrets. We will report on our findings; they will report on theirs. It makes sense, therefore, to have a scattering of differences and specializations. It would be foolish to duplicate efforts completely. The money and manpower we might spend on jet-downs can be spent on mesonic refractometers, while others will spend on the first and save on the latter. After all, there may be a great deal of competitiveness and ill feeling among the sectors, but science is one thing-only thing-that holds us together. You know that, I presume,† he added ironically. â€Å"I do, but isn't it rather coincidental that someone should be sending a jet-down right to your station on the very day you were going to use the station?† â€Å"No coincidence at all. We announced that we were going to make measurements on that day and, consequently, some other station thought, very properly, that they might make simultaneous nephelometric measurements-clouds, you know. The results, taken together, would make more sense and be more useful than either taken separately.† Seldon said suddenly in a rather blurred voice, â€Å"They were just measuring, then?† He yawned again. â€Å"Yes† said Leggen. â€Å"What else would they possibly be doing?† Dors blinked her eyes, as she sometimes did when she was trying to think rapidly. â€Å"That all makes sense. To which station did this particular jet-down belong?† Leggen shook his head. â€Å"Dr. Venabili, how can you possibly expect me to tell?† â€Å"I thought that each meteorological jet-down might possibly have its station's markings on it.† â€Å"Surely, but I wasn't looking up and studying it, you know. I had my own work to do and I let them do theirs. When they report, I'll know whose jet-down it was.† â€Å"What if they don't report?† â€Å"Then I would suppose their instruments failed. That happens sometimes.† His right fist was clenched. â€Å"Is that all, then?† â€Å"Wait a moment. Where do you suppose the jet-down might have come from?† â€Å"It might be any station with jet-downs. On a day's notice-and they got more than that-one of those vessels can reach us handily from anyplace on the planet.† â€Å"But who most likely?† â€Å"Hard to say: Hestelonia, Wye, Ziggoreth, North Damiano. I'd say one of these four was the most likely, but it might be any of forty others at least.† â€Å"Just one more question, then. Just one. Dr. Leggen, when you announced that your group would be Upperside, did you by any chance say that a mathematician, Dr. Hari Seldon, would be with you.† A look of apparently deep and honest surprise crossed Leggen's face, a look that quickly turned contemptuous. â€Å"Why should I list names? Of what interest would that be to anyone?† â€Å"Very well,† said Dors. â€Å"The truth of the matter, then, is that Dr. Seldon saw the jet-down and it disturbed him. I am not certain why and apparently his memory is a bit fuzzy on the matter. He more or less ran away from the jet-down, got himself lost, didn't think of trying to return-or didn't dare to-till it was well into twilight, and didn't quite make it back in the dark. You can't be blamed for that, so let's forget the whole incident on both sides. â€Å"Agreed,† said Leggen. â€Å"Good-bye!† He turned on his heel and left. When he was gone, Dors rose, pulled off Seldon's slippers gently, straightened him in his bed, and covered him. He was sleeping, of course. Then she sat down and thought. How much of what Leggen had said was true and what might possibly exist under the cover of his words? She did not know.

Development and Training – Essay

Effective training plans teach employees the skills ND behaviors that help the organization achieve their defined goals. Struck is the number one specialty coffee retailer serving millions of people in 16,000 locations in 50 countries (Struck, 2010). Struck employees go through vigorous training to ensure that each cup of coffee Is brewed to perfection. While Struck may have a well-trained staff, errors can be made, and additional training may be needed.The needs assessment is the process of evaluating the organization, individual employees, and employees' tasks to determine what kind of training, if any, is necessary. An organizational analysis of Struck shows that It Is an organization that concentrates on serving a niche market and needs to continually update its workforce on specialized skill sets. Effective training objectives have three components and should include the following measurable performance standards: 1 A statement of what the employee Is expected to do, the perform ance or outcome. . A statement of the quality or level of performance that Is acceptable. 3. A statement of the conditions under which the trainee is expected to apply what he or she learned. Data gathered from the organization, and task analysis will help identify raining materials needed to develop an effective training program. Struck Is a successful company not only because it serves a great cup of coffee but also because the company has developed a great culture with a leading training program for its managers and employees.One of the first things that a new employee at Struck learns is that all employees are called partners. Struck calls their employees partners because they openly value and respect each partner and acknowledge that their success would not be possible without the contributions they make on a daily basis. Partners are coached on the Star Skills, three guidelines for on-the-job interpersonal relations: (1 ) maintain and enhance self-esteem, (2) listen and acknow ledge, and (3) ask for help (Struck, 2010).Struck has numerous proprietary processes and recipes so they do not often contract or outsource their training. Most of the training partners receive is hands-on and provided by experienced partners and the management team at the store. The bulk of a new partners training Is spent on proper beverage preparation. This training Involves such satellites as grinding the beans, steaming milk, learning to pull perfect shot of espresso, remembering the correct amount of shots and syrup pumps the different FIFO Arles require, Ana practice, practice, practice on making ten core coffee Diverges.Struck sets drink standards to be memorized and followed. Milk must be steamed to at least 150 degrees Fahrenheit but never more than 170 degrees unless the customer requests it to be hotter. Always pull a perfect espresso shot if the shot is shorter than 18 seconds or longer than 23 seconds it must be tossed out. Always have fresh coffee a new pot is to be b rewed every 20 minutes. If a customer is satisfied with his or her experience or beverage partners are empowered to compensate them with a Struck coupon for a free drink (Thompson & Strickland, 1999).Additional lessons are provided on how to clean the milk wand on the espresso machine and how to calibrate the espresso machines for the perfect grind. The amount of information that a new partner has to process can oftentimes be overwhelming so to help out they are provided with laminated recipe cards for all the drinks on the menu and a pocket-sized green apron book that covers the star skills and fits perfectly their green apron, online training for the cash register and loneliness standards, and the support of all the other partners on the floor.The training received by partners can seem intense but the teamwork and culture created leaves customers with such great impressions the often return Just for the enjoyable experience As the staff becomes seasoned, some of the training gets forgotten and mistakes happen. â€Å"In its campaign to revive the intimate, friendly feel of a neighborhood coffee shop, Struck orchestrated the closing of 7,100 of its American stores at precisely 5:30 p. M. Or a three-hour retraining session for employees† (Grumman, 2008, Para. 2). The training objective is primarily focused on recipe consistency so Struck decided their plan would be more effective by incorporating in-house expertise as part of the training medium. The program will combine the presentation and hands-on training methods where employees receive information individually, and in a group sessions to have the opportunity to actively practice the specific skills being taught.The group sessions allow employees to discuss new techniques to improve the taste and texture of drinks as well as share best practices for maintaining beverage consistency while adhering to the standards or espresso shots and milk quality. Refresher training is an excellent tool to keep seas oned staff trained on the basics and to reduce the amount of errors made. This type of training is very informal and can be done at the store as opposed to in a classroom. An on-the-spot correction is a type of refresher training that can be done relatively quickly.If an employee makes an error making a cup of coffee, he or she can be given refresher training immediately. Managers will have to ensure that this training is not done to demean the employee, but to re-inform him or her of the proper steps. Another on-the-spot correction that can be made is with customer service. Each employee is given four hours of customer service training before entering a store. Sometimes, the basics can be forgotten, and human nature can override training on any given day.In this case, managers can pull an employee aside and remind him on how important customer satisfaction is to Struck. Again, this is not meant to embarrass the employee, but simply to retrain the basics. It is important that refres her training be done at the store and not in a different location. On-the-spot corrections cannot be trained in a classroom because it loses its efficiency. This training needs to happen immediately (or a few hours) after an error NAS occurred so ten employees can learn ten proper steps quickly Ana prevent Torture errors of that nature.It is also important to note that employees learn better in their own environment and would be able to use their refresher training immediately. Once the training needs and objectives are identified, training materials are created, and the training medium is agreed upon the next step is implementation of the training process. The way people learn is an important factor to consider in the implementation process of any training program. Learning objectives must be communicated clearly and presented distinctly so that trainees link the subject matter to their Jobs and the organization's goals.Multiple delivery techniques can be used to train employees su ch as traditional presentations or lectures that are given in classroom settings, the use of computer-based training (CB) on-line, internships or work-study mentoring programs, simulation training, or hands on-the-Job training (JOT) techniques. The training context or physical environment should mirror the work environment. Training sessions and materials should use familiar terms, concepts, and examples.Any of the techniques Struck selects is dependent on their training objective, the materials covered, and the timeshare in which the employee is expected to develop the learned traits. When the course objectives call for presenting information on a specific topic to many trainees, classroom instruction is one of the least expensive and least time-consuming ways to accomplish the goal. The refresher training program Struck developed is centered primarily on JOT techniques and is expected to be more effective because the trainers will enhance heir lectures with Job-related examples an d trainees have opportunities for hands- on learning.The on-site instructors or facilitators are available to answer questions and give immediate corrective feedback. Evaluation is an integral part of the training and development process. Evaluation tools help to determine the effectiveness of the training programs and materials that employees receive. Evidence suggests that because of insufficient budget or time, lack of expertise, blind trust in training solutions or lack of methods and tools, the evaluations are often inconsistent or missing (Ma, 2006).At Struck it is all about the customer experience customer satisfaction is how Struck evaluates the effectiveness of their training processes. They have implemented a few processes to get feedback from their customers these include secret shoppers, customer comment cards, customer care phone number, and online surveys that print on random customer receipts throughout the day. All of the information is gathered together and sent dir ectly to the store management, the management to assess the training needs for their store then uses the comments and feedback provided.The first order of good service in the food industry is employee knowledge. Employees should know about the organizational goals, the products, and their preparations as well as the ability to share that knowledge with customers. If an employee does not know or understand what they are talking about they cannot sell or serve effectively (Turning, 2000). Struck offers a dizzying array of coffee drinks and expects their employees to be fully versed in how to make the drinks consistently because this is the foundation of the Struck concept.

Philosophies of China and India Essay - 858 Words

China and India have many philosophical schools of thought. There are multiple similarities as well as a plethora of differences. While China has a wide range of thoughts concerning eternal salvation and everyday rule, India is more narrow-minded in their approach. The differences are astounding and the similarities are few and far between. Each nation has a distinctly different school of thought, which ultimately led to the establishment of their current day societies. China has many different schools of thought, most of which build upon or agree with each other. One of the constant schools of thought is the Mandate of Heaven. The Mandate is seen in many different dynasties throughout the history of China. It was created during the Zhou†¦show more content†¦Taoism is a rather interesting thought, but many saw it as useless, leading to a legalistic approach to life. Legalism erupted in China. It became a popular idea for multiple dynasties. The thought of legalism is a strict rule of law, and that anyone that breaks the law is severely punished. It was used to show legitimacy of power in rulers and to curtain rebellion and overthrow of the government. Lastly, Mohism is the idea of universal love. Basically, think about the ideal as the hippie movement. Mohism states that we should love everyone universally and that will help improve our lives. Indian philosophy differs greatly from China in many areas. The basic principles of Indian philosophy are Dharma, Rta, and Karma, all relating to Hinduism. The basic principles are also based upon the Indian caste system. There are four different levels of the caste system or Varnas. They different levels of the system are the Brahman (priests), Kshatriya (warriors and officials), Vaishya (merchants and artisans), and outcastes (unclean, sick, dirty jobs). Your success in life and the ability to reach eternal life is based upon your social status; Dharma is the belief in Natural Law or the divinely instituted order of things or Rta. It refers to personal obligations and duties. Dharma is affected by age, caste, occupation, and gender. It is believed that if you live in accordance with dharma than you will proceed more quickly toward personal liberation. Karma is the conceptShow MoreRelatedHan China vs. Mauryan/Gupta India Essay1132 Words   |  5 PagesAnalyze similarities and diff erences in methods of political control in the following empires in the classical period. Han China (206 B.C.E.-220 C.E.) Mauryan/Gupta India (320 B.C.E.-550 C.E.) During the Classical period, Han China and Mauryan/Gupta India developed many methods of political control. Although these empires were located in different geographic regions, they both used social hierarchy, language, bureaucracy, and religion as a means of political control. 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