The Useless Morris Of Bram Stoker’s Dracula

Bram Stoker’s ‘Dracula’ is more a story of romance than it is of horror. What makes it very unique is that it is an allegory of the love affair of the soul, the body and the heart. In the novel, the most important love affairs are that of Mina and Jonathan and Dracula and Mina. Jonathan is the fist person in the novel to encounter Dracula and is also the lover of Mina at the same time. When Jonathan leaves for Transylvania to help Dracula purchase an estate, Dracula becomes aware of Mina, and soon becomes obsessed with the purity and devotion of this woman to her ‘would-be’ husband.Later, the vampire, Dracula, because of his obsession with Mina, pollutes her by tempting her to drink his blood. Dracula want Mina for himself, not as a victim, but as his wife; but because of the devotion of Mina and Jonathan to each other, Jonathan pursues Dracula and frees his fiance from the curse of one day becoming the queen of the undead. In effect, the novel illust rates the duality of purity; the purity of Jonathan and Mina’s love and the purity of Dracula’s love for Mina.While it is unfair to say that it is only Jonathan who has a pure kind of love for Mina, Dracula’s love for her is actually pure as well, but on a darker level, hence, at this point the novel shifts from a bizarre love triangle to a battle between good and evil. In the novel, there is mention of a particular character named Quincy Morris who is the third person to court Lucy, the best friend of Mina who also becomes a victim of Dracula. Morris is the ideal picture of the American gentleman. He is an adventurer and later gives up his own life in the battle against Dracula.Morris is in the original version of the novel by Bram Stoker, however, in later versions of the story, as well as in film remakes, his character is not included. Upon reading the original version of the novel, it is clear that the role of Morris remains anchored on three basic and very minor concepts – minor paradox, accessory, and auxiliary, hence his inclusion from later versions of the novel. Very simply, Morris is like the sugar flowers on the cake, and without him the cake would still have its icing, hence, his role in the story is one that can be easily dispensed with without affecting the direction and the plot of the story.Initially, let us tackle his role in being the ‘minor paradox’; this means that Morris is not part of the major paradox of the story, and so in later remakes, especially those from Hollywood, based on the principles of a classic Hollywood narrative, Morris no longer appears for the basic reason that in a classic Hollywood narrative, only the major paradox or source of conflict is actually considered. This particular thesis could be validated in the context of the original version of the novel itself. It will be noted that Morris is first mentioned in the novel in the letter of Lucy to Mina on the 24th of May.(Stoker, page 87) Morris here is introduced as one of Lucy suitors, and she writes Mina to tell her about the suitors who came to her that day, of which Morris was one. (Stoker, page 90) Lucy, in her letter, describes the attributes of Mr. Morris, and more importantly, very discreetly refers to a tender infatuation for the man, in the lines, â€Å"Well, he did look so good humoured and so jolly that it didn’t seem half so hard to refuse him as it did poor Dr. Seward. † (Stoker, page 91) Of course, because Lucy was in love with someone else, she refuses the courtship of Morris.(Stoker, page 92) So, it is clear, even from this initial introduction given to the Morris character, that although he is part and parcel of an accessory conflict, he does not really figure in the major paradox. The refusal of Lucy is even a foreshadowing of the gravity of the role of this particular character. The subtle dismissal of Lucy of his courtship is an indication that although Morris goes on to d o some pretty significant things in the story, he does is not actually of any significant connection to any of the major characters, more so, to a second level character like Lucy.In this same chapter, Morris also writes a letter to a certain Arthur Holmwood, (Stoker, page 95) who is the suitor favored by Lucy. In his letter, he simply invites Holmwood to a drinking session with Dr. Seward. (Stoker, page 96) To this invitation, Holmwood obliges. Consider here that Seward is the doctor who runs the asylum right beside the estate purchased by Dracula, so Morris now begins to worm his way into the story. What is to note in the invitation of Morris, however, is the fact that the topic of their conversations was going to be his being rejected by Lucy.There is a certain level of pain in his letter which was supposedly from Lucy’s rejection, hence the lines, â€Å"There are more yarns to be told, and more wounds to be healed. † (Stoker, 96) This particular invitation propels the role of Morris to being worse, not just that he is a part of a minor conflict, but with this letter, he also becomes a nuisance or a distraction in the story, as he now manages to enter the main stream flow of the novel through Dr. Seward and Holmwood. His role as an accessory is validate more when he is sent by Holmwood to visit the ill Lucy who was then under the care of Dr.Seward. (Stoker, page 237) In effect, his role is not relevant to the general conflict because what he does, is he simply stands in for main character or is an auxiliary to the main characters. As an auxiliary character, the text offers more validations in this direction. In the chapter where Van Helsing reveals his intention of cutting off the head of the corpse of Lucy (Stoker, page 329) the only comment that Morris offers is, â€Å"That is fair enough† (Stoker, page 329) in agreement of the verbal proposition of Dr. Morris.It will be noted, that although this is the only line offered by Morris in this section, it would seem that he is the only one in agreement of the plans of Van Helsing, therefore, making him an auxiliary to the thoughts of the professor. Later, when they all go to do what Helsing had in mind, as revealed in the journal of Seward, Morris begins by simply ‘seconding’ the doubts of the two other men that they were with, that Helsing must have removed the body of Lucy prior to the operation that they were going through, so, here again, Morris is an adversarial auxiliary to Van Helsing, but with his statement, then becomes an ally of Helsing.(Stoker, 333) Of course, later, when the actual act of re-killing Lucy is completed, Seward, Holmwood, and Morris, all become allies of Van Helsing in his advocacy against the undead, thus, confirming the auxiliary role of Morris in this particular novel. What is ironic though, is that these three men all had intimate encounters with Lucy, what set’s Morris apart from the three of them is the fact that d uring the time when Helsing was proposing to ‘re-kill’ Lucy, he was the one who offered the least resistance.(Stoker, page 329) He was also in the group not because he loved Lucy like the other two chaps in the group, but because of his sense of adventure; quite a superficial reason, if perused properly. Finally, to further strengthen the argument that later versions of the novel would not have been any different even in the absence of Morris, it would help to consider his accessory role – one which, according to the definitions of literature, is simply a role that makes it easier for the major characters to move towards the plot and the climax of the story.A role which also, all the more becomes very unnecessary in the classic Hollywood narrative because the struggles of the main characters towards the resolution of the plot are actually given more value than the act of making these struggles easier, defeating the steady escalation of conflict in the story. Morr is does just this in the story, he hitches the escalation of the conflict, and offers periods of respite for the major characters – a role that should not exist if reader or viewer excitement was to be the main issue of consideration.Morris remains faithful to this accessorial role again when he offers to go along with the ‘vampire hunting’ group to visit the madman, Renfield, who is a henchman of Dracula, in Seward’s asylum. (Stoker, page 387) Here, he poses no threat or favor, but rather is a mere observer; however, this particular scene moves Morris closer to meeting Dracula and, consequently, his demise. In this particular section of the story, Morris also witnesses the madman along with Jonathan Harker, the fiancee of Mina, hence, bringing him into the inner boundaries of the story.Later, in Harker’s journal, he reveals another pivotal comment of Morris, when he narrates how Morris makes a comment about Renfield, â€Å"†Say, Jack, if tha t man wasn't attempting a bluff, he is about the sanest lunatic I ever saw. I'm not sure, but I believe that he had some serious purpose, and if he had, it was pretty rough on him not to get a chance. † (Stoker, page 394) Here, Morris becomes accessory to Helsing and Harker’s plot to pursue Dracula by actually fanning the flame of the supposed connection between Dracula and the madman.However, this could have easily been done by Seward which all the more makes Morris assertion quite useless, and besides, even in the absence of this assertion, Harker and Helsing would have pursued their stance anyway. Later, with the accident of Renfield, Van Helsing is called upon to visit the asylum to help – then, by some turn of circumstance, Morris follows suit along with Holmwood. (Stoker, page 439) This sets the stage for other events that further validates the accessorial role of Morris.In the later parts of the novel, Morris correctly offers to use horses instead of the m ore elaborate carriages that might attract attention (Stoker, page 467); he also, along with Holmwood, performed accessory operations like burning vampire nests; accessory to the operations of the major vampire hunter, Van Helsing (Stoker, page 478); Morris also ordered to talk to nobility to ensure the smoothness of their missions (Stoker, page 538), he also helped to defeat the gypsies with his bowie knife, (Stoker, page 597) and finally, he also validated the minority of his role by being the one to herd the horses during their mission to save Mina.(Stoker, page 562) In the end, after all these laborious participations in the story, Morris is killed, and the only apparent payment for his death is the fact that the birthday of Mina’s and Jonathan’s first child falls on the date of the death of Morris. This is such a pathetic way to go for a character in the story who had done so much to assist the major characters, however, because his role was merely to complicate p aradox, to auxiliarize, and to accessorize the major characters in the story, his role was very dispensable.In the classic Hollywood narrative, the role of Morris would translate into added expense, added complication, and added actors for the producers. In later versions of the novel, his role served to take away focus from the main characters of the story. In effect, Morris was not only a useless character in the story, because although he assisted in the fulfillment of many pivotal circumstances, his participation could have been easily taken on by one of the major characters.Another significant effect of the presence of Morris in the story is his diminutization of the role of Van Helsing; instead of fortifying the capacities of Helsing, he served to show that Helsing was bossy and was unable to do things on his own, therefore, staining the reputation of this particular major character.In conclusion, the exclusion of Morris from other more recent versions of the novel, whether in written or movie form, could only have worked for the better. His absence has made the story clearer and aimed at a more distinct direction. After all, his role in the story is simply to contribute minor paradox, be an accessory, and be an auxiliary to the major characters, not directly affecting or influencing the outcome of the plot or the turn of major events.His affiliation with Lucy does not even count, and neither does his accidental affinity to Jonathan and Mina; Morris was there as a part of a team that already existed, that may have well done just as good even in his absence. Works Cited Stoker, Bram. Dracula. New York: Plain Label Books, 2001. 90-595. 26 Apr. 2009 .

Rmcf Srategic Audit

Strategic Audit of Rocky Mountain Chocolate Factory Table of Contents Current Situation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Current Performance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 Strategic Posture†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4,5 Corporate Governance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. 5 Board of Directors †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. 5,6,7 Top Management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7,8,9 External Environment: Opportunities and Threats (SWOT)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦9 Natural Environment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 Societal Environment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦9,10 Task Environment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. 10,11 Summary of External Factors†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. 11 Exhibit 1- EFAS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 22 Internal Environment: Strengths & Weaknesses (SWOT)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. 11 Corporate Structure†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11,12 Corporate Culture†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Corporate Resources†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦12 Marketing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Finance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12,13 Research & Development†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13,14 Operations & Logistics†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦14 Human Resources Management (HRM)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦14 Information Technology (IT)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦14,15 Summary of Internal Factors†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 15 Exhibit 2- IFAS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 22 Analysis of Strategic Factors (SWOT)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 15 Situational Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5,16,17 Review of Mission and Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦17 Exhibit 3 – SFAS Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦23 Strategic Alternatives and Recommended Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 18 Strategic Alternatives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦.. 18,19 Recommended Strategy/Implementation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 19,20 Implementation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20 Evaluation and Control†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20,21 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦21 Works Cited†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 24 I.Current Situation A. Current Performance Successful from the start * Currently there are five company-owned and 329 franchised RMCF stores operating in 38 states * Continuous revenue increases from year to year (around $16,678,472 in 2008) * During this time of economic decline that had arose, the sales began to slow up but Rocky Mountain Chocolate Factory seems to be in great shape under all financial aspects to survive the recession. B. Strategic Posture Here is the original mission, objectives, and strategies of the company.RMCF is always looking to become more and more successful from what they already have and hope to continue doing well now and in the future. 1. Mission: The Company does its finest to stay fine-tuned and focus on franchising and manufacturing. * They guarantee goo d quality, taste, value, and variety of all their products * Their number one focus and factor is the quality of the product 2. Objectives: RMCF is always wanting to be known and therefore their customers and employees are huge for the company.They are always doing their best to stay in the seat they are in now by staying successful, continuing to gain customers, popularity, and even profits as a whole. * Continue to keep a good relationship with all employees and with the franchises as well * They are always sure to handle and manage their money in all the proper ways even during the time of the 2008 economic slump * Always had an eye open to slow factors down during this rough time (expansion and eliminate debt) 3.Strategies * Rocky Mountain Chocolate Factory is repurchasing stock here because they felt as if it was undervalued * Different kinds of candy, such as sugar free treats for individuals who choose to be more healthy or who cannot have the candies with all the sugar in th em * The company owns refrigerated trucks to make it simple to move products from the factory to stores * Putting stores in areas of tourist, entertainment, and street front locations to gain more and more attention. Stores are set up for customers to be able to not resist the smell and sights of all the goodies (will keep them coming back) 4. Policies: RMCF consists of many different polices as most places do. The company wants to always continue increasing accountability, revenue, customers, and all the positives that have been such a success for the company while also reducing bottlenecking. All franchisees are expected to hold a high level of excellence * Believe they should control the manufacturing of its own products in order to better maintain its high product quality standards * RMCF sends their trucks from factories to stores with products and then brings back more ingredients for the next product so they can save trips and be more cost effective * Stores must be placed fa r enough apart and in good locations so that the company has the best possibility for success * All stores have the policy of sample in the store so customers can see and try what they are going to purchaseThe current mission, objectives, strategies, and policies reflect the company under many aspects. It continues to be successful, expand the customer culture, and accessibility. RMCF created a leading business model that was truly effective. With all the company has accomplished it continues to keep an eye open and look to consider changes if needed. II. Corporate Governance A. Board of Directors Due to the type of company, it is restricted by law to have no fewer than three and no more than nine directors on the board.The company previously decided on having 6 directors with Crail and Merryman being the only two internal board members. 1. Franklin E. Crail- Founder of the first RMCF, Chief Executive Officer, President, and a director. Bryan J. Merryman- Vice President, Finance & c hief financial officer, chief operating officer, director and a treasurer. Others directors include: Gerald A. Kien – Former chief executive officer of Remote Technology. Lee N. Mortenson – Former managing director at Kensington Partners LLC. Clyde W.Engle – Chairman of the board of directors and chief executive officer of Sunstates Corporation. Fred M. Trainor – Chief executive officer and president of AVCOR Health Care Products Inc. With the exception of Franklin E. Crail who was the co-founder of RMCF and Bryan J. Merryman, the Board of Directors of Rocky Mountain Chocolate Factory is composed of all external-independent board members. The directors do not receive any kind of compensation for serving on the board.However, they do receive compensation for serving other things such as serving certain board committees, leading committees, and when getting involved in meetings. Directors who are not officers or employees of RMCF are entitled to receive s tock option awards. RMCF is publically traded and listed on NASDAQ Global Market. For each share of common stock held, a shareholder is entitled to one vote on all matters. There are different rights as all matters could be voted on except the election of directors. Shareholders on the board had cumulative voting rights in the election of directors.The Board of Directors has frequently paid out quarterly cash dividends usually to common share outstanding. The RMCF board of directors are equipped with a wide variety of skills, interest, knowledge and background. The board members contribute numerous experiences in different positions from multiple companies. It seems that none of the directors were ever in the food industry before. Franklin E. Crail co-founded the first Rocky Mountain Chocolate Factory store in May 1981. Since, Crail has served as its President, Director, Chairman of the Board, and CEO.Before finding the company, he was co-founder and President of CNI Data Processing Inc. Bryan J. Merryman has experience in leverage buyout firms, retail and manufacturing of aftermarket auto parts, consulting, financial advisory, and risk management. He has been with RMCF since 1997. Lee N. Mortenson has been with the company since 1987 and has been involved in consulting and investment activities since 2000. He was the managing director of a private investment firm and has been President and CEO of a company that provided management consulting and investment services.He has also been involved in real estate development and manufacturing. Gerald A. Kien became part of the company in 1995. He had just retired from his position as President and CEO of a company involved in the development of instrumentation for vehicle emissions testing. He also had previously been on the board of Sun Electric which is a company that deals with the oilfield, wind farms, and transmission construction industries. Clyde W. Engle became part of the company and had experience in profes sional property management as well as in a one-bank holding company.RMCF has a total of 41 franchise stores internationally. Based on what some of the directors use to do in the past, it is clear that they have the experience to work with international operations of the company and help benefit RMCF. When it comes to the environment, it can be said that RMCF board members are concerned with its environment. To start with a simple example, Crail had to scope out the perfect environment where to build his company. He moved from California to a smaller town where he started to survey the environment to make sure that it was a good place to open a chocolate shop.Crail had to make sure the environment was going to be a contribution to the success of the organization. RMCF was first located right on the main street for location and was right by the river which was a tourist attraction. The smells caught the noses of the tourists that came to town for the attractions. The company then cont inued to establish RMCF stores in five primary environments such as regional centers, tourist areas, outlet centers, street fronts, and airports and other entertainment oriented areas. The board members have been around for quite some time. Starting from 1982 to 1987, 1995, 1999, 2000, and 2009 basically.Even previously from 1987. The board seems to be deeply involved with strategic management of the company, controlling all from where stores are located to how training is conducted. When it comes to decision making on what to do with the company, the board of directors at RMCF tend to agree upon what to do as a team. They take care of all major aspects of the company. For example, they are in charge of resources and performance in the environment. With the co-founder being part of the board, strategic management works in a way that they all come to an agreement on, the board and no one is voted out.The board is able to run an evaluation on performance and many other aspects. All bo ard members participate and stick to a strategic plan to come to an agreement for the company. B. Top Management When it comes on to top management at RMCF it is up to the internal employees that are all part of the board. Listed below are some individuals that are part of RMCF top management: Frankiln E. Crail- Chief Executive Officer, President, and Director Bryan J. Merryman- Vice President, Chief Financial Officer, Chief Operating Officer, and Treasuer Edward L.Dudley- Senior Vice President- Sales and Marketing Gregory L. Pope- Senior Vice President- Franchise Development and Operations Jay B. Haws- Vice President- Creative Services William K. Jobson- Chief Information Officer Virgina M. Perez- Corporate Security Similar to the board of directors, top management of RMCF comes from a lot of different backgrounds. All of them are experienced in their field, but none of them before had ever had experience in the food industry. Some of the top management individuals consist of Crail , Merryman, Dudley, Pope, haws, and even a few more.Top management at RMCF are responsible for the different franchises and the growth of the company. They use top management as a form of recognition style so they can use it to expand and open more franchise stores. This will allow them to open more stores with no capital investment. Top Management also has international experience similar to the board of directors, because some of the individuals are both on the board of directors and top management. They have had to interact with others internationally and learn how to work with others from all over as well.That is why RMCF continues to stay towards the top and seems to most of the time be doing very well. There have been different ways and ratios looked into that determine if top management is effective and if they have an impact on the corporation’s performance over the past years. The ratios turned out looking rather well for RMCF in that the company is doing well and to p management has been responsible for these corporation performances over the past few years. This means that the management is aware of their resources and are using them to the company’s advantage.About half of the top management have been promoted internally. They started off as a store manager, franchise owner, or working their way up through the company. Some of these managers have been with the company since it first merged in the early 1980’s. Top management has established a systematic approach to strategic management. As mentioned above, the committee consults the board on making the right organizational decisions. By placing intense focus on Environmental Scanning of strategic management, RMCF has been smart and placed store locations in tourist areas, or high levels of foot traffic.Top management of RMCF is deeply involved in the strategic management process of the company. They are in charge of the mainstream controls that their franchise branches do. There fore, top management is truly involved. When it comes to deciding store locations, directing training, and providing ingredients, these are all decided upon in their original Durango, Colorado location. At RMCF top management is heavily involved in the interaction with lower level managers and the board of directors. Top management consults with the lower levels when deciding what to do and what strategies they can come upon that will best suit the company.Even though top management is higher up then the lower levels, they must come to agreements on certain strategies before making changes. Therefore, top management does play a very important role when it comes to interacting and communicating with lower level managers and board of directors at RMCF. By interacting and communicating helps the company rise above and stay ahead of competitors. RMCF is great with their interaction at all levels and that is what allows for it to be one of the leading chocolate factories worldwide. Decis ions at RMCF are made ethically in a socially responsible manner.If there is ever any concerns or anything that could be harmful to the company name, system, or reputation they are strictly prohibited. Along with the ethical manners of RMCF, environmentally sustainable manners come into play. From what RMCF can control, they want to always maintain an environmentally sustainable manner. With most things they are able to do so but with cocoa beans that are the main raw material used to make chocolate and grown in Africa and several other countries, RMCF cannot directly regulate if those countries are leading themselves in an environmentally sustainable manner.There are many different rules, regulations, and concerns that need to be kept under tight control with the company. From the case, one can see that RMCF’s top management is sufficiently skilled to cope with any future challenges. All of the top management team comes from truly experienced backgrounds and are prepared to withstand any recessionary forces that are knocking the U. S. economy. III. External Environment: Opportunities and Threats (SWOT) A. Natural Physical Environment: Sustainability Issues 1. Some natural climate issues that could affect the company would be heat, rain, and snow.Some weather related issues would be hurricanes and earthquakes that would affect traffic, tourism, and crop production (cocoa beans). 2. These forces would affect different regions of the world depending on the season and location. There might be different weather-related events, but different types would affect each region. B. Societal Environment Economic Economic is a current threat because the economy is dealing with a current recession. Spending is down and chocolate isn’t a necessity, which means there will be less chocolate being consumed. TechnologicalTechnology is an opportunity for RMCF. One example is that with online shopping increasing, consumers can buy as much of the product as they want right from their phones or computers. Also, technology can speed up the production process. Machines can do a lot more work as well, which will limit the amount of work that workers have to do by hand. This will increase the overall quality and consistency of the product. Political-Legal Political-Legal can be a threat to this corporation. Working in a factory can be somewhat unsafe. There are always health and safety issues in any workplace.There are also fair-trade regulations, import and export regulations, licensing agreements and child labor laws that have to be enforced. Sociocultural Sociocultural is an opportunity for this corporation. Based on research, dark chocolate has many health benefits. Some of these benefits include limiting the risk of diabetes, heart attacks, and strokes. Dark chocolate can also lower blood pressure and cholesterol, and increase sugar metabolism. This will increase consumer spending on dark chocolate if consumers believe that it is healthy for the m. These forces would be different in other countries.This is because every nation is not at the same developmental stage, in terms of Economic, Technological, Political-legal, & Sociocultural. Some countries are ahead of the U. S & others are behind. C. Task Environment 1. Forces that drive industry competition are prices, geographic locations, large corporations entering the market, and prime retail locations. a. Threats of new entrants: High: Nestle and mars are two of the top food manufacturers in the world. With low entry barriers and having to compete with these established corporations there is a high threat. b.Bargaining power of buyers: Medium: Consumers have other options to choose from besides RMCF. They can buy chocolate from whomever, but with their prices, consumers are still choosing RMCF. c. Threat of substitute products/services: High: There are many substitutes to gourmet chocolate and with the economy; consumers might fall for the lower prices and easy access to d ifferent products. d. Bargaining power of suppliers: Low: RMCF has an advantage over other suppliers because of their fixed pricing and alternative supplier options. e. Rivalry: High: There has been an increase of entrants into the industry.Chocolate can be an easier industry to buy into with the health benefits and low entry barriers. f. Relative power of union, governments, and special interest groups: Medium: Consumer demands, union demands, and government regulations present challenges for RMCF. 2. Key factors in the immediate environment are: * Consumers demand for quality and healthy products. * Big name competitors like Nestle and Mars entering the market. * Suppliers providing ingredients at a fixed cost. * Labor unions and employers working together to produce raw materials at a low cost D. Summary of External FactorsSee Exhibit 1: Find at end of paper Consumer demands and competition are the most important factors to the corporations and industries in which it competes at the present time. Without consumers buying the product, the company cannot survive. Even though there are other factors that weigh into consumer happiness, it all boils down to if they like the product, if they can afford it, and if they choose it over other competitors. In the future it will still be the same, there will still be other competitors that will be coming out with new and improved products. Consumers can change company preference at any time.RMCF has to keep fixed prices as good or better with the products that are similar to that of their competition in order to keep their consumers around. IV. Internal Environment: Strengths and Weaknesses (SWOT) A. Corporate Structure Rocky Mountain Chocolate Factory prides itself on its history. It was built around location and lifestyle, which has helped shape its corporate structure that is used to this day. Rocky Mountain Chocolate Factory uses a divisional corporate structure that focuses in three areas; product, market, and geo graphic. Product is the first and foremost important element for the Rocky Mountain Chocolate Factory.As said by one of the Co-founders Franklin Crail â€Å"The number one factor is the quality of the product, without that customers aren’t going to stay around long† (book p26-3). Rocky Mountain Chocolate Factory is known for its specialty chocolate treats such as; nut clusters, caramels, butter creams, mints, and truffles. RMCF also tries to stay innovative with its products, having recently introduced sugar free and no sugar added candies. Chocolate isn’t the only sweet treat that Rocky Mountain Chocolate Factory offers, however, they also offer an array of fudges and caramel apples.Market structure is the next piece that fits into Rocky Mountain Chocolate Factory’s divisional corporate structure. Market structure comes into play with the different groupings of employees that Rocky Mountain Chocolate Factory has as a whole. They can be divided up into ma nufacturing its own trucking operations, store employees, factory employees, and corporate management. Splitting up the employee force and grouping everyone with the same or similar groups together is the main purpose of the market structure as part of the divisional structure as a whole.The last piece of Rocky Mountain Chocolate Factory’s divisional corporate strategy is geographical structure. This groups employees come together on a basis of where they are located. This is important for Rocky Mountain Chocolate Factory because it an international company with stores all over the United States, Canada, and the United Arab Emirates. The placement of the shops is also a key element to the success of the store. The main environments are; regional centers, tourist areas, outlet centers, street fronts, and airports. B. Corporate Culture â€Å"The Peak of Perfection in handmade Chocolates†Rocky Mountain Chocolate Factory has a very unique corporate culture. It truly tries to live up to its tagline of being â€Å"The Peak of Perfection in Handmade Chocolates†. As a company they accomplish this by making all the shops a blend of traditional and contemporary styles. They also sought to make each store a fun and inviting place to be for both its workers and the customers that stop in. In each store it is possible to see the chocolates being made by the workers, thus showing that the chocolates really are handmade, as promised by the tagline of the company.Another important aspect of the Rocky Mountain Chocolate Factory corporate culture is its franchising philosophy. It is always looking to improve its franchise support systems and has a high level of service and commitment to its franchises. The company realizes the importance of supporting and monitoring all of its franchises, because they are a direct reflection of the company. C. Corporate Resources 1. Marketing Rocky Mountain Chocolate Factory runs on low-cost, high-return publicity opportuni ties. This is through taking advantage of local and regional events, sponsorships, and charitable causes.A large national marketing plan was never something that Rocky Mountain Chocolate Factory was interested in. Instead the company preferred to use things like coupons, flyers, and mail-order catalogs generated in house using its Creative Services Department. This department also works directly with each franchise. 2. Finance RMCF is consistently making a profit, allowing operating expenses to increase, and it also has multiple income sources. Rocky Mountain Chocolate Factory’s financial situation can best be seen through the use of a graph. This graph breaks down the company’s financial situation for the past five years. | YEARS ENDED FEBRUARY 28 or 29,| | Selected Statement of Operations Data| | 2012| | | 2011| | | 2010| | | 2009| | | 2008| | Total revenues| | $| 34,627| | | $| 31,128| | | $| 28,437| | | $| 28,539| | | $| 31,878| | Operating income| | | 5,853| | | | 5,950| | | | 5,671| | | | 5,819| | | | 7,914| | Net income| | $| 3,876| | | $| 3,911| | | $| 3,580| | | $| 3,719| | | $| 4,961| | | | | | | | | | | | | | | | | | | | | | | Basic Earnings per Common Share| | $| . 63| | | $| . 65| | | $| . 60| | | $| . 62| | | $| . 78| | Diluted Earnings per Common Share| | $| . 62| | | $| . 62| | | $| . 58| | | $| . 60| | | $| . 6| | Weighted average common shares outstanding| | | 6,111| | | | 6,051| | | | 6,013| | | | 5,985| | | | 6,341| | Weighted average common shares outstanding, assuming dilution| | | 6,295| | | | 6,290| | | | 6,210| | | | 6,157| | | | 6,501| | Selected Balance Sheet Data| | | | | | | | | | | | | | | | | | | | | Working capital| | $| 10,573| | | $| 9,831| | | $| 8,930| | | $| 7,371| | | $| 5,152| | Total assets| | | 24,163| | | | 21,439| | | | 18,920| | | | 16,841| | | | 16,147| | Stockholders’ equity| | | 18,736| | | | 16,654| | | | 14,731| | | | 13,242| | | | 11,655| | | | | | | | | | | | | | | | | | | | | | | Cash Div idend Declared per Common Share| | $| . 400| | | $| . 400| | | $| . 400| | | $| . 400| | | $| . 390| | 3. Research and Development (R&D) Rocky Mountain Chocolate Factory knows the importance of keeping up with consumers wants, needs, and most importantly tastes. With the recent health raze, doing research and development was necessary to find out what in fact the consumers actually wanted from their chocolate companies. Due to this health craze the demand for dark chocolate has seen a significant increase. Also due to the health conscious, there has been research on chocolates that have been enhanced with minerals, vitamins, antioxidants, and probiotics. Another trend that has become apparent in the chocolate industry is the want for ethical and fair trade chocolate. Consumers were showing concern about supporting cocoa farms that used child labor. Due to this consumers were choosing to support companies that could prove they were using only â€Å"ethical† cocoa products. 4. Operations and LogisticsRocky Mountain Chocolate Factory’s operation and distribution objectives are all about maintaining the quality and freshness of its products. As a company Rocky Mountain Chocolate Factory encourages its franchise stores to only order what they can realistically sell in a two to four week time frame, this ensures freshness. Rocky Mountain Chocolate Factory’s manufacturing process primarily involved cooking or preparing the candy. This is done in a temperature controlled room with strict quality controls in place to ensure that only best candies make the cut. While most of the candy is still handmade, there has been some change to automated processes if it makes sense to do so from a financial aspect.A large part of Rocky Mountain Chocolate Factory’s operations deal with its distribution or truck shipments. When it appeared that there couldn’t be a suitable shipper found, Rocky Mountain Chocolate Factory created its own fleet of semi s. By doing this it enabled the company to deliver its products to the stores quickly and at an extremely cost efficient and effective price. Having its own fleet to haul and return products and supplies has become not only a convenience for Rocky Mountain Chocolate Factory, but an extremely business savvy move. 5. Human Resources Management (HRM) Most of Rocky Mountain Chocolate Factory’s employees are employed and paid on an hourly basis. At times, the employment of temp or seasonal help was used.Rocky Mountain Chocolate Factory prides itself on staying competitive in its industry with regard to pay, benefits, and working conditions. The company is big time on the emphasis of respect, commitment, and professionalism. As far as human resources and employee relations go, Rocky Mountain Chocolate Factory rates itself as very good! 6. Information Technology (IT) Rocky Mountain Chocolate Factory uses social media as a main source of its information systems. Its main social media resource is Facebook. It allows for customers to â€Å"like† their page to receive special information and deals regarding the company. It also has a link to Facebook on its homepage on the corporate website. They also use Twitter and Instagram.Besides these information systems the company uses, the stores operate independently from main corporate structure and some other aspects of its operations the company uses information technology for shipping, sales performance, inventory control, and accounting. D. Summary of Internal Factors See Exhibit 2: Find at end of paper V. Analysis of Strategic Factors (SWOT) A. Situational Analysis See Exhibit 3: Find at end of paper Here we just laid out some of the important strengths, weaknesses, opportunities, and threats that were important when it comes to RMCF. By looking at the SFAS Matrix: exhibit 3 at the end of the paper one can see of the external(EFAS) and internal(IFAS) factors and which of each are the most important that have a strong impact on the company’s present and future performance. Strengths * Strong Franchise Program Rated an outstanding franchise in 2008 by the Entrepreneur magazine * March 31st there were 329 franchised stores * Visibility of its stores and the high foot traffic generated strong name recognition High Quality Product (won the 3 heart rating in a blind taste test) Strong mix of different kind of ingredients * During holiday seasons, company made as many as 100 additional items * Developed a new line of sugar-free and no-sugar added candies * According to the company, â€Å"results have been ‘spectacular’, filling a need for those with a special dietary requirements† * Careful selection of store sites * Highly cohesive corporate culture * Trademarks * Big, chunky chocolate concoctions * The Bear Paw-sized concoction of chewy caramel, roasted nuts and heavy coating of chocolate * Caramel apples followed by the Bear was the best selling Weaknesses * Glob al presence * Sale of chocolate and confectionary products was affected by changes in consumer tastes and eating habits * Negative impacts * Equity market levels * Consumer confidence * Job growth * Consumer disposable income and spending levels * Unemployment rates * Recessionary and inflationary trends * Energy prices Opportunities * New environments for success * Automation increase the speed and efficiency of the manufacturing process * Significant opportunities existed to expand into tourist area * Airport locations Accelerate the opening of stores in high volume airport locations * Sport Arenas * Kiosks * Enhanced franchise opportunities by providing flexibility in support of existing franchisees’ * Incorporated the company’s trademark cooking areas * Low cost marketing * Focused primarily on local in-store marketing * Fixed price contracts Company owned trucks * In 2008, owned eight refrigerated trucks and shipped substantial portion of its products from its fac tory * Cost effective, and quick delivery * Human Resources * Provided working conditions, wages, and benefits that compared favorably with its competitors * High performance expectations, mutual respect and professionalism existed throughout the company Threats Weather * Crop farming * Tourist areas * Competitors * Mars Inc. * Fanny May * Godiva Chocolatier * Large annual sales, and was one of the leading chocolate businesses * Scharffen Berger and Joseph Schmidt * Ethel M Chocolates * See’s Candies * Hershey * These companies not only manufactured chocolate but also had their own retail outlets * Numerous businesses that offered confectionery products, from large to small privately owned local businesses * Influence of sales affected by * Traffic patterns * Economic conditions * Demographic conditions B. REVIEW OF MISSION AND OBJECTIVES Mission Built around a location and a lifestyle. The number one factor is the quality of the product, without that customers aren’t going to stay around long. † (Page26-2) The Company believed that its store atmosphere and ambiance, as well as its brand name recognition and its careful selection of sites for new store and kiosks, merchandising and marketing of chocolate and other candy products, expertise in the manufacture, and commitment to customer service are key to the accomplishment of its objective to build on its position as a leading international franchiser and manufacturer of high quality chocolate and other confectionary products. †¢ Quality, taste, value and variety of products †¢ Quality of the product is the number one factor Objectives Manage money carefully during economic downturn †¢ Slowed expansion and elimination of debt †¢ Maintain a good relationship with employees as well as franchisees Rocky Mountain Chocolate Factory has continued to maintain its mission and objectives appropriately during times of expansion as well as recession. VI. Strategic Alternatives and Recommended Strategy A. Strategic Alternatives The current and revised objectives are met rather well in this case and in any situation there can be implementation and improvement of the company’s strategies to make it even better. The alternative strategies are the Growth strategy, stability strategy and the retrenchment strategy.Cost leadership and differentiation play a part under strategic alternatives as well. 1. Stability Strategy: Stability strategy is when corporate strategies need to make no changes to the company’s current direction of activities. Therefore, RMCF fits pretty well under this because from the case one can see that they were doing rather well and never seemed to dip down by much at all. RMCF does not need to change any major things they just need to be sure and remain on the same page all the time and fix any small things that may occur. PROS: Stability strategy is rather cheap and will take the least amount of time. It also allows for appropria te training of any new franchisees.CONS: With a stability strategy it may only be short term solve or could end up resulting in loss of market share. 2. Growth Strategy: The concentration can be either vertical growth or horizontal growth. Vertical growth consists of taking over another company and this strategy would somewhat be beneficial for RMCF at this time because they tend to be doing well and if they were to take another place over and run it as they run their own company things would continue to be well off. Horizontal growth is spreading into other geographical locations. Horizontal growth is also something that RMCF is looking to do at this point because expanding into different geographical areas will benefit them and let them continue to become known all over.The diversification strategies involve concentric and RMCF seems to have a pretty strong competitive position in the industry world. Conglomerate diversification comes into play here too and RMCF seems to be pretty well and in a good spot with their cash making company. With these two characteristics, diversification strategy should work. The horizontal growth is huge through franchising at RMCF. PROS- RMCF could continue reaching and expanding to different new markets as profits continue to move forward. CONS- The growth strategy may not allow enough time for all the planning that is needed. 3. Retrenchment Strategy: Retrenchment strategy is corporate strategies to minimize the company’s level of activities and to return it to profitability.This strategy can be considered a quick fix of financial problems and this has helped for RMCF to stay on their feet and never fall to low under most aspects. There were a few times they slipped but then managed to get back on their feet and fix problems. With retrenchment strategy, it is there if RMCF would need it but the company is doing fairly well and has never been in that much of a slump to be bought out by another company or to even claim b ankruptcy. PROS- Retrenchment strategy is here and handy if RMCF were to need it. CONS- If RMCF did ever get into such a terrible spot, this might not help. 4. Cost Leadership: Cost Leadership can be described as a low-cost competitive strategy that aims at the broad mass market.RMCF can tie in with cost leadership because it has been truly successful and has set prices that the company believes works as a competitive strategy because their consumers agree on them and continue to come back for more in that they are satisfied. PROS- Keep consumers around and gain more from the broad mass market with a low-cost competitive strategy. CONS- Other companies will begin to do the same and try to be even better while trying to gain RMCF’s consumers. 5. Differentiation: Differentiation is huge for RMCF because this is a competitive strategy that is targeted at the broad mass market and which involves the design of a product or service that is viewed throughout its industry as exceptio nal.RMCF fits perfectly under differentiation because from the start Crail wanted the industry to be different than any other and successful with the unique products it produced. PROS- Practical for above average earnings because of the exceptional products that consumers want more of and tend to not care about the price. CONS- There could be more losses during tough times because of the differentiation products being as a luxury. B. Recommended Strategy Here, growth is the recommended strategy for Rocky Mountain Chocolate Factory. With doing very well most the time and being able to fix what the company needs to, their business and functional strategies that the company use seem to be working well. The U. S. candy market was doing extremely well around 2009, with chocolate generating billions of dollars in sales.As of March 31, 2008, Rocky Mountain Chocolate Factory consisted of five company-owned and 329 franchised stores operating in 38 states, Canada, and the United Arab Emirate s. All the Franchising, licensing, and exporting will help its ability to resolve both long and short-term goals of the company. There are not too many policies that should be developed or revised with RMCF to guide them with effective implementation. They seem to do rather well. If something does go wrong they find the best way to go about bettering it for present and future reference. The company has to always remain on its toes though because anything could change at any time. By following and sticking to good policies will benefit the company in many ways.The impact of knowing what is going on and being ready for anything to happen at any time will have positive impact on the company’s core and distinctive competencies. VII. Implementation In order for Rocky Mountain Chocolate Factory to continue being a front runner in the gourmet chocolate industry they need to continue going on the path that they are on. They have a loyal consumer base and are keeping up with the wants and needs of their consumer base. By continuing to offer their homemade quality chocolates online, in stores, and in kiosk’s around the world they are providing their product to consumers in many ways. Rocky Mountain Chocolate Factory has a solid structure set up as far as top management and board members are concerned. For assurance that RMCF ontinues to be one of the top leaders in the gourmet, homemade, chocolate industry it is important that they keep listening to their customers wants and needs. VIII. Evaluation and Control Is the current information system capable of providing sufficient feedback on implementation activities and performance? Can it measure strategic factors? The current information system is capable of providing sufficient feedback on implementation activities and performance because the external and internal elements determine the future of the corporation. The strengths, weaknesses, opportunities and threats help the company sort out the monitoring, evaluating, and disseminating of information.Using the SWOT analysis helps defining the corporate mission, specifying achievable objectives, developing strategies, and setting policy guidelines. The fact that this company is built around a location and lifestyle, and that the quality of the taste, value and variety of products are important to them as a whole is why they succeed. They realize that in order to keep profit coming, they need to manage money carefully during economic downturn as well with a slowed expansion to help eliminate debt. Customer satisfaction is important as well because if the customer is not satisfied with either the product or the service they are receiving they will not be returning.Rocky Mountain Chocolate employees pride themselves in making a good name for the company, which is why they are so successful with expansion. â€Å"The number one factor is the quality of the product, without that customers aren’t going to stay around long† (Page 26-2). Rocky Mountain Chocolate Factory has had a very strong franchise with the fact that they were rated an outstanding franchise in 2008 by the Entrepreneur magazine. Are adequate control measures in place to ensure conformance with the recommended strategic plan? Appropriate standards and measures are being used to enhance conformance with the recommended strategic plan because they are being rated on the quality f the products they are producing. They were able to overcome the hard times of the economy in the U. S over the recent years by managing their money effectively. The company has their own special features and products that make them stand out over their competitors. With special holidays, they make over 100 different products to help ensure business with different options. Conclusion In closing, we believe the Stability strategies of â€Å"make no changes† to the company’s current activities is the best recommendation we can give for Rocky Mountain Chocol ate Factory at this time. Exhibit 2- IFAS Table for Rocky Mountain Chocolate Factory|   |   |   |   |   |   |   |   |Internal Factors|   |   | Weight| Rating| Weighted Score| Comments| Strengths|   |   |   |   |   |   | High quality products|   | 0. 2| 5. 0| 1. 00| Can have high prices with loyal customers| Uniformity throughout every store| 0. 1| 4. 0| 0. 40| Keeps customers happy and satisfied| Efficient cost structure| 0. 1| 2. 5| 0. 25| Promotes growth & increases profits| All stores are efficient and organized|   |   | 0. 1| 4. 0| 0. 40| Also promotes growth & increases profits| |   |   | | | | | |   |   |   | |   |   |   | Weaknesses|   |   |   | |   |   |   | A lot of competitors that are also strong|   |   |   | 0. 2| 2| 0. 40| Have to do best to always protect market share| Special items|   |   |   | 0. 1| 2| 0. 0|   With difficult economic times sales can change| Proper operation of franchises is key|   |   | 0. 1| 1. 5| 0. 15| Keep head up in case of store mismanagement| Growth of company can be risky|   |   | 0. 1| 2| 0. 20| Must always stay on top with growth & managing it| |   |   | | | | | |   |   |   | |   |   |   | Total Scores|   |   | 1. 00|   | 3. 00|   | Exhibit 1- EFAS Table for Rocky Mountain Chocolate Factory|   |   |   |   |   |   |   |   | External Factors|   |   | Weight| Rating| Weighted Score| Comments| Opportunities|   |   |   |   |   |   | Natural- recession recovery|   | 0. 05| 2. 5| 0. 13| Economy going towards recovery stage| Economic- low cost marketing strategy| 0. 05| 4. 6| 0. 3| Higher profits because of low cost facilities| Technological- multiple manuf. & automated processes| 0. 21| 4. 9| 1. 03| No value added, reduces inventory| Consumers happy & will pay more for product|   |   | 0. 07| 3. 5| 0. 25| profit will increase if demand for product does| Trucks owned by the comp any|   |   | 0. 12| 4. 5| 0. 54| Low transportation & efficient delivery|   |   |   |   | |   |   |   | Threats|   |   |   | |   |   |   | Natural- other companies move into market|   |   |   | 0. 23| 3. 8| 0. 87| Competition increases and causes lower prices| Economic- trade regulations|   |   |   | 0. 08| 1. 4| 0. 11|   Upset consumers, increase in labor costs| Labor force strikes|   |   | 0. 04| 1. 4| 0. 6| There would be no production of ingredients  | Regulations with the trucks|   |   | 0. 07| 2. 5| 0. 18| Increase in operating cost if slow delivery| Picking where to purchase a franchise location|   |   | 0. 08| 2| 0. 16| There would be no service if not in a good area|   |   |   |   | |   |   |   | Total Scores|   |   | 1. 00|   | 3. 56|   | Exhibit 3 – SFAS Matrix for RMCF| | | | | | | | | | | | | | | | | | | | | | Strategic Factors| Weight| Rating| Weighted Score| Duration Comments| | | D uration| Comments| | | | | | | | | | | | | | | | S1 High Quality Products (S)| 0. 13| 5. 0| 0. 5 | Long High prices, loyal customers| | | Long| Very important income stream| | | | S4 Stores efficient & Organized (S)| 0. 13| 4. 0| 0. 52| Long Promotes growth & increases profits| | | Long| Well known brand| | | | W1 A lot of strong Competitors (W)| 0. 11| 2. 0| 0. 22| Intermediate Do best to protect Market share| | | Long| Developing tech. may hurt advertising income| | | | W2 Special Items (W)| 0. 11| 2. 0| 0. 22| Intermediate Sales can change during hard times| | | Long| If internet packages change, income from partnerships may change| | | | W3 Proper operations of franchises (W)| 0. 13| 1. 5| 0. 95| Long Keep head up for store mismanagement| | | Intermediate| Focusing on too many market segments| | | | W4 Growth of Company (W)| 0. 11| 2. 0| 0. 22| Long Stay on top with managing growth| | | Intermediate| You don't Yahoo! it, you google it! | | | | | | | | | | | | | | | | O2 Economic (O)| 0. 07| 4. 6| 0. 322| Intermediate Higher profits: low cost facilities| | | Intermediate| Computers, cell phones, ipads, etc. | | | | O3 Technological (O)| 0. 07| 4. 9| 0. 343| Long No value added, reduces inventory| | | Long| Alliances with other countries. New laws, regulations, etc. enforced. | | | T1 Natural (T)| 0. 07| 3. 8| 0. 266| Intermediate Competition increase causes low prices| | | Intermediate| One media type having easier access than another| | | | T4 Regulations with trucks (T)| 0. 07| 2. 5| 0. 175| Short Increase in operation cost if slow delivery| | | Long| New laws and regulations internationally could put limits on Yahoo! | | | | | | | | | | | | | | | | Total Scores| 1. 00| | 3. 13| | | | | | | | Work Cited Doheny, K. (2012, April 24). Choose dark chocolate for health benefits. Retrieved from http://www. ebmd. com/diet/news/20120424/pick-dark-chocolate-health-benefits Franchise Store News Room. (2011). Retrieved March 5, 2013, from http://www. rmcf. com/CA/Sa cramento50028/news. asp? Hunger, J. D. ; Wheelen, T. L. (2012). Strategic management and business policy (13th ed. ). Upper Saddle River, NJ: Pearson Education Inc. Rocky Mountain Chocolate Factory Inc. (2013). Retrieved March 5, 2013, from http://www. reuters. com/finance/stocks/companyOfficers? symbol=RMCF. O Rocky Mountain Chocolate Factory Inc. – Form 10-K (2010). Retrieved February 26, 2013, from http://www. faqs. org/sec-filings/100518/ROCKY-MOUNTAIN-CHOCOLATE-FACTORY-INC_10-K/

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In the second chapter of Anselm 's Proslogian, Anselm later offered something described as his ontological argument. This believes that he is very powerful Psalm 14: 1 Fool He his heart, No God. Anselm's assertions are as follows: God is unimaginable If someone understands something, this means that in someone's understanding, bigger ones can not be imagined If someone understands, Someone can imagine without big things exists in someone's understanding. In Anselm 's ontological argument, he is trying to prove the existence of God, but his argument is purely based on a discussion of thought and does not require a moral entity to challenge the truth of emotion. Ontology is related to existence or something. Anselm 's ontological debate is considered to be omnipotent and kind, regarded as existence and whether it is God's wealth, and omnipotent. This argument is a transcendental argument. Instead of relying on experimental knowledge to prove the existence of God it means that God must exist logically or that the absence of God is illogical. Ontology argument is a transcendental argument. These arguments are trying to prove the existence of God from the meaning of the word God. Anselm of Canterbury introduced an ontological argument to his work Proslogion. The classic argument of Anselm is based on two principles, the most important of which are the aforementioned St. Ansell and Renà © Descartes of Cantabelli. If he does not exist, you can still think of a big existence (it is like saying that God does not exist except this existence). The presence must still be one of the attributes of God, as it can still understand the larger God (God that exists) by removing it. The most common problem of this discussion is that it only enumerates its existence in God's attributes, not it. This argument seems to indicate that the facts that can be imagined should be true. Antism 's ontological argument is intended to be the first testimony of the existence of God. Anselm star ts with the premise that it does not rely on experience and draws the conclusion of the existence of God in a purely logical way. His purpose was to refute the fool who said in God that there is no God (Psalm 14: 1). This fool has two important features. The following is an attempt to clarify the discussion presented in Chapter 2 of Proslogium. The discussion in Chapter 3 is quite different and is more interesting in some ways. After completing this page, you may try to give a similar gloss with the second parameter. This is not easy. This argument is very complicated. But you may do this in a useful campaign

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Christopher Billop - Essay Example Although Christopher was unwavering in his dedication to staying within the British Empire, it was a difficult choice to make and to abide by it during the Revolution. Before the start of the war, some Quakers were seized and jailed in Virginia because they were deemed to support the colonialists (Sabine 26). The Patriots, a group fighting the British, were not a lenient people since they regularly harassed the loyalists, took their property, and even harmed them. Christopher’s vehemence against patriots in the revolution made him a target of patriots’ anger; he was abducted and held for ransom two times. On June 1779, some patriots rowed from Perth Amboy and arrested Christopher; he was detained for two months. The next kidnap happened in November 1779 and held in a jail in New Jersey. Christopher was chained to the floor and given light food to survive with (Sabine 27). He was informed that his arrest was revenge for people arrested by the British. In the second arrest, he was again detained for two months and set free after Christmas. The arrests were supposed to send a message to the loyalists that their efforts to support the British Empire were unpopular amongst the patriots. Every American was supposed to support the revolution and kick out the British.

Research critique Essay Example | Topics and Well Written Essays - 1500 words

Research critique - Essay Example The aim of the study is to establish the connection of changing electrodes on the functioning of cardiac monitors. The study intends to check the effect of daily electrode change on the number of technical monitor alarms. The study has an aim of identifying and implementing best practice for electrode change and to observe their daily change on technical monitor alarms. Review of literature The article has an organized literature as the topic does reflect the subject matter of the journal. The journal has a brief abstract which specifies about the nature of the study of the journal. The introduction part is concise and defined the nature of the subject and the aim of the study conducted. The body of the literature is informative and has headings and sub heading in a correct order. Even the conclusion is informative and compact. The rationale of the study looks much worthy as it is all about understand the technical functioning of cardiac monitors. This study has high significance in medical field and has an intention on improving the quality of service provided by hospitals to its patients. The direction of the study was practical and safe to the participants of the study. Conceptual framework and Map The conceptual frame work of the article is evident based practice approach regarding electrode change in cardiac monitor alarms. The concept of the study is centered on the effect of electrode change on the functionality of cardiac monitor alarms. The theoretical study and the research question are identical with the conceptual framework. Here the theory is concentrating on the relationship between electrode change and decrease in cardiac monitor alarms efficiency. The research question is about electrode change and cardiac alarm efficiency and the theory directly links with it. There no maps or models logically presented except for some tables with calculations. Research Question /Hypothesis The research question is addressed correctly and appropriately in the j ournal. The research question is rightly indicating the purpose of the study and what the study specifically wants to achieve the research question gives the readers all the information regarding the nature of the journal. There is no confusion or misleading in the research question and it highly simple and clear. The question is precise and does not involve unwanted message or implications. The research question is an important part of any research article and should be short and precise which is seen in this journal. In case of the logical relation to the aim of the theory, it could be said that it is rightly connected. The research purpose is to understand the role of electrode change on the efficiency of cardiac monitor alarms and this clearly reflects in the research question. Variables The concepts identified within the theory are alarm functioning, cardiac monitors, ECG process, electrodes, quality improvement and noise. The variables identified in the study are dependent and independent variables. Here the independent variable is the electrode and cardiac monitor while the dependent variable is alarm noise. The variables are not extensively defined in the article as sometimes things are vague. Research Design The research design is not apt and should have been a more close examination of the functionality of electrodes on cardiac monitor

Compass financial analysis and sources of finance used by the company Essay

Compass financial analysis and sources of finance used by the company - Essay Example Gross Profit Ratio It is calculated by the following formula. Gross profit ratio = [(Gross profit / Net sales) ? 100] The results are presented in Table 1. Table 1: Gross profit ratio of the Compass Group Plc Company ? million 2011 2010 Gross Profit 1,010 983 Net Sales 15,833 14,468 Gross profit ratio 6.38% 6.79% There is a decrease in the gross profit ratio that has been realized amounting from 6.79% in 2010 to 6.38% in 2011. This can be attributed to poor sales strategies and an increase in the cost of goods sold (Compass Group Plc 2011, p.63). Mark Up It is calculated as shown below. Mark up = (Sale price / Cost) – 1 The results are shown in Table 2. Table 2: Mark up of Compass Group Plc ? million 2011 2010 Sales price 15,833 14,468 Cost 14,823 13,485 Mark up 6.81% 7.29% The mark-up decreased slightly from 7.29% in 2010 to 6.81% in 2011 (Compass Group Plc 2011, p.63). This can be contributed to low sales turnover, coupled with an increase in the costs of sales. Net Profit R atio It is calculated by means of the following formula: Net Profit Ratio = (Net profit / Net sales) ? 100. The results are shown in Table 3. ... 2011 2010 EBIT 958 913 Total Assets Current liabilities 9,410 (3,990) 8,254 (3,239) Net profit ratio 17.68% 18.21% A significant decrease in ROCE was realised, when it reduced from 18.21% in 2010 to 17.68% in 2011 (Compass Group Plc 2011, p.67). However, it is necessary to note that the rate of capital employed should always be higher than the company’s rate of borrowing, otherwise proportionate increase in borrowings would result into proportionate reductions in earnings of company’s shareholders. Current Ratio This is a ratio between current assets and current liabilities, where â€Å"current† means the assets and liabilities that need to be paid within one year. This ratio shows how well the assets can repay the amount of liabilities of the company, and it also assesses the liquidity of the company’s assets (see Table 5). In the Compass Group Plc’s case, the current ratio appears lower than it should be. Even though there are not even enough asse ts to pay the liabilities, the company is doing pretty well (Dobbs, Huyett & Koller 2009, p.54). Table 5: Calculations of the current ratio ? million 2011 2010 Current Assets 3,475 2,752 Current Liabilities 3,990 3,239 Current Ratio 0.87 : 1 0.85: 1 Acid Test (Quick) Ratio There is the following formula used for the calculation of this ratio: acid test (quick) ratio = (current assets – inventories)/current liabilities (see Table 6). Table 6: Acid test ratio of the company ? million 2011 2010 Current Assets Inventories 3,475 270 2,752 238 Current Liabilities 3,990 3,239 Quick Ratio 0.803 : 1 0.776 : 1 Compass Group Plc’ quick ratio was 0.803:1 and 0.776:1 in 2011 and 2010 respectively. Given that the quick ratio of 1:1 is considered as a satisfactory financial condition, Compass Group Plc is sufficiently liquid

Block's analysis Essay Example | Topics and Well Written Essays - 750 words

Block's analysis - Essay Example Instead, as the service sector has come to contribute a large part of the global income, it has become important for organizations to choose the right structure and approach that can create the perfect working atmosphere for its employees. Most organizations that exist in the world today are yet to recognize the importance of organizational behavior and remain attached to a culture that centers over control and authority. Even with the increased emphasis on improving relationships, developing inter personal skills and communicative strengths, institutions still tend to rely on focusing their resources towards devising better and efficient strategies, control structures and technology that continue to be perceived as the visible parameters for organizational success. However, businesses fail to understand that the present working demands an approach that is rational and need not be tangible and measurable. Issues concerning standards, practices, rewards, empowerment and training are issues that assume greater significance in the new age of consulting that needs further enhancements and newer approaches as it is still nascent in terms of evolutionary analyses. In the present case, it seems that employees (consultees) have been asked to fill out a survey that is perceived as potentially exacerbating material by the top management in the company. as the name suggests, The role of the coordinator for Staff Development in the current scenario is to improve the professional and personal capabilities and efficiency of the employees. However, problems can arise when the role of a consultant is limited to a mere effort that involves analyzing the current situation and suggest a few recommendations that are believed to provide better results. Instead, employees expect to see action whenever any such attempts are made. When surveys aimed at finding out possible inefficiencies are too specific by virtue of concentrating on minute areas of detail, workers need to use extra effort and thought to fill them out. In many such instances, they are probably the best bet when it comes to highlighting very specific issues that exist within their work domains. Having made such an effort, respondents expect someone to pursue it responsibly and take the necessary action. When they begin to sense that nothing has been done to look into their issues, a general sense of distrust and distaste begins to develop. A staff coordinator is also responsible for ensuring transparency at all levels within the organization and ensuring that the management participates in the requisite roles with complete dedication. It is also expected that deliberate displays of power, authority and expertise are done away with in such scenarios. However, as is evident in most organizations today, differences crop up at all levels within a company. For instance, departments sometimes find it difficult to coordinate a task that requires collaboration between several such entities usually involving a distortion of communication and lack of understanding of the role of people in the other departments thereby leading to mutual criticism and lack of respect. In such cases, animosity develops between departments, which may surface

Short Story Classics Essay Example for Free

Short Story Classics Essay It started as an adventure for him – however, as the journey continues, there are unmistakable signs of another space and time overlapping the usual progress of the day and quest. Gradually the author brings in touches of aberration in the texture of the quest. Enid Bunkers’ scream at Neddy’s surprise presence denotes the first signs of something amiss in the placid scene of comfort. Lucinda had refused the Bunkers’ invitation. Why? Again, the noise and glow of the social milieu is an element Neddy as if misses, â€Å"Ned felt a passing affection for the scene, a tenderness for the gathering, as if it was something he might touch. †(Cheever) Halfway through the journey, with the onset of the storm, Neddy tries to remember the exact time, but fails –â€Å"A train whistle blew and he wondered what time it had gotten to be. Four? Five? †(Cheever) Not once, but again –â€Å" Then there was an explosion, a smell of cordite, and rain lashed the Japanese lanterns that Mrs. Levy had bought in Kyoto the year before last, or was it the year before that? â€Å"(Cheever) The quest beginning at the height of the summer morning slowly cloys into the barren melancholy of autumn, at the sight of the blighted maple tree. The dearth of activity at the lonely Lindleys’ abode, Ned attributes to his forgetfulness. It is increasingly apparent to the discerning reader that Neddy Merrill is desperately clutching at wisps of self-denial, refuses to acknowledge his misfortunes, and deletes the very notion of his sold-out house and empty existence. Even Shirley, his former mistress rebuffs him rudely, deriding his penniless state. He comes to the end of his tether; he begins to cry as the world of his own make-believe shatter all around him. It was probably the first time in his adult life that he had ever cried, certainly the first time in his life that he had ever felt so miserable, cold, tired, and bewildered. He could not understand the rudeness of the caterers barkeep or the rudeness of a mistress who had come to him on her knees and showered his trousers with tears. He had swum too long, he had been immersed too long, and his nose and his throat were sore from the water. (Cheever) The classic motif of quest is given a new dimension as the time, space and milieu of the protagonist undergoes a slow transformation etched vividly in Cheever’s lyrical details. Cheever postulates his philosophy of relativism in the continued perception of the truth by Neddy Merrill. As Michael Chabon writes about The Swimmer: The story has mythic echoes the passage of a divine swimmer across the calendar toward his doom and yet is always only the story of one bewildered man, approaching the end of his life, journeying homeward, in a pair of bathing trunks, across the countryside where he lost everything that ever meant something to him. (qtd. in Chabon, â€Å"Personal Best†, The Stories of John Cheever) Works Cited Chabon, Michael. â€Å"Personal Best†. The Stories of John Cheever. http://www. salon. com/weekly/cheever960930. html Cheever, John. â€Å"The Swimmer† Online posting. 5 Dec. 2003. Short Story Classics: The Best from the Masters of the Genrehttp://shortstoryclassics. 50megs. com/cheeverswimmer. html Young, Elizabeth and Graham Caveney. Shopping in Space. Great Britain: Serpents Tail, 1992. xi. Mookerjee,Neela. â€Å"The Long Winding Road†. GKE 2003. Essays. 18 Sept. 2008. http://www. gke. com/cafe/ic/vol2/essays/quest. htm

Racial Discrimination in the Workplace Essay

Racial Discrimination in the Workplace Essay In the current time, the pay gap between the genders is still significant in most countries, which shows that there is discrimination against women in the workplace, as the graph below illustrates that women were more than twice as likely as men to say they have been victims of discrimination (Wilson, 2006). In the past century many people did not have equal rights to choose their jobs. For example women could not find jobs easily as men, because certain people believed that men were more qualified than women. In the current time, people strongly believe in human rights, but discrimination still exists, and the impacts of discrimination are serious in the workplace and in society. The effects of discrimination in the workplace are shown mainly in two ways. Firstly, discrimination directly deals with the increasing rate of unemployment. Gender discrimination exists in some companies. There are companies that do not employ women, and as a result women have less job opportunities. In addition, age discrimination exists in other companies. Young people may not find jobs after graduation, because some companies think that young peoples lack of experience would not benefit them. Secondly, discrimination results in decline in work efficiency. If a company discriminates against women, consequently this company will lose work balance. Furthermore age discrimination is also harmful to a company. For one, at an older age people have a lot of experience, but young people are full of enthusiasm and ideas, so these two groups are both important for a company. Racism has been identified as the belief that race is the main determinant of human capabilities, that a certain race is better than others, and that individuals should be treated differently according to their racial designation (Racism, 2010). The United States has come a long way in defeating discrimination in the workplace but it still has a long way to go. Although many minorities made great steps during the Affirmative Action years, today there is still a very low percentage of minorities in comparison to whites in corporate America. In addition, the graph below shows the percentage of minorities in the workplace, where they got only 34% of the total employment (Chow, 2010). Racism acts dont affect the racist himself/herself or only the people working with him/her, it involves the customers and the staff also. As seen in the graph below, the effect of racism is not limited to certain kind of people (Jones, 1996). The customers should be served in the best way possible no matter where they are from. Some employees may make the company lose many customers because of their actions. In the workplace there has to be harmony between the employees so the work flows easily and work gets done efficiently. But when there is discrimination between the staff, the environment becomes unhealthy, and consequently such actions would affect the company as a whole. For example, when employees are racist against each other, they wont be helpful to each other, and as a result the work wont be done effectively. Discrimination can be caused by many reasons in the work place, such as religion, hatred, and stereotyping. One of the main reasons of discrimination is religion, which can endanger the workplace. Religion may be a sensitive issue, and it might cause conflicts. Furthermore, in the workplace discrimination could occur just because of hatred. For example, some employees may think that another employee got a raise just because of his race, so they would discriminate and hate him/her. In the current time, most of the companies hire employees from different nationalities, because of globalization. Moreover, some of the employees may be racist to other nationalities and they would not accept having other nationalities working at the same level as they are. Moreover, stereotyping is another reason of discrimination. Someone may have had a bad experience with people from a certain region, and as a result this person may discriminate and stereotype anyone from this area because of the past experience. The consequences for racism in the workplace is massive, it includes lack of work flow, lost customers, and lawsuits. Racism would eliminate the efficiency of the work dynamics, as some employees may not work effectively with others so there will be a lack of the work flow. Furthermore, this might affect the company adversely. Additionally, if the company has racist employees this will affect the way they treat their customers. Consequently, the operation of the company will be affected, as many customers might feel discriminated or not appreciated and may leave the company and start going to other competitors. As well, the company might be at risk of racism lawsuits if it acquires racist employees. As a result, this is going to put the company and the employee at jeopardy. Moreover, if the company gets a reputation of race discrimination it would be harmful for its business. The graph below shows the number of discrimination cases filed by category to the U.S. Equal Employment Opportunity Commission (PERFORMANCE RESULTS, 2008). For a company to survive its business it has to have solutions and preventive measures for racism acts. This could be achieved by awareness by peer review, training, disciplinary acts, and even terminations. Companies that take efforts to attain cultural diversity are open to changes in corporate policies that give incentives for employees who increase productivity in their departments based on cultural diversity. Often, this translates into major changes in corporate policies, such as in engaging in peer reviews over the traditional boss/underling scenario. When managers are reviewed by those underneath them, there is less of a chance that they will engage in racist comments or actions. Plus, the company should give cultural diversity training to their employees so that they will be aware of their actions and words, that they might think its acceptable to say or do but its considered racist. Many times, racism is not a public, overt action. Sometimes, many people who think of themselves as without prejudice may make racist comments without even knowing they made them. They may hear others putting down a fellow worker and take notice but be completely ignorant of their own prejudices and behaviors. Saying something like â€Å"you sure are smart for a black man,† or a woman, or a Latino, is the kind of comment where the person usually has no sense of his or her own racism and many times think they had sincerely given the person a compliment. Furthermore, the graph below demonstrates the rate of discrimination while working in most countries around the world (Nita, 2008). Also, there has to be some kind of disciplinary acts within the company, so employees would be more careful of their actions toward each other, and toward customers. Disciplinary acts is important in such cases as it shows the importance of the issue and that such discriminating actions are not tolerated in the company. Furthermore, termination is considered as the final result of racism acts. For example, an employee is known of discriminating acts and the disciplinary acts have not shown any improvement in his/her actions. Therefore, termination must be considered so that the work environment would not be affected by such employees, and so that this racist employee would act as an example to all the other employees. In conclusion, racist are very successful at keeping their actions private, thats why racism in the workplace still exists. The fact that an employee doesnt publicly say discriminating words at the workplace does not absolutely mean he has had a change of heart. He still may meet outside of work with his/her colleagues, and engage in racist jokes or put-downs. The basic prejudice is still there, and as long as it is, there can be no comfort taken in the fact that actions in the workplace have changed. A racially-biased attitude remains. People cannot feel comfortable on making progress on discrimination in the workplace until this kind of attitude no longer exists (Racism In The Workplace, 2009). Chow, L. (2010, January 14). Mad Men Havent Changed Much Since The 1960s. Retrieved April 03, 2010, from National Public Radio: http://www.npr.org/templates/story/story.php?storyId=122545036 Jones, J. M. (1996). Prejudice and racism. In J. M. Jones, Prejudice and racism. McGraw-Hill Humanities. Nita. (2008, March 5). Job discrimination at the workplace. Retrieved April 11, 2010, from http://nitawriter.wordpress.com/2008/03/05/job-discrimination-at-the-workplace/ PERFORMANCE RESULTS. (2008, November 26). Retrieved April 10, 2010, from The U.S. Equal Employment Opportunity Commission: http://archive.eeoc.gov/abouteeoc/plan/par/2008/performance_results.html Racism. (2010, April). Retrieved April 02, 2010, from wikipedia: http://en.wikipedia.org/wiki/Racism Racism In The Workplace. (2009). Retrieved April 11, 2010, from Knowledge Galaxy: http://www.knowledgegalaxy.net/racism_in_the_workplace/racism_in_the_workplace.html Wilson, D. C. (2006). When Equal Opportunity Knocks. GALLUP Management Journal , 1-4.

Produce a new look for a website. Essay -- Computer Science

Produce a new look for a website. 3.1.2 Formal Report =================== The problem that was in need of solving was to produce a new look for wow.com to target the 17 to 25 year olds. The look that the company were trying to aim for was young, energetic, dynamic and flexible. I firstly set out by comparing some current documents such as flyers, letters and invoices. This helped me as I could gather the best parts from these documents and use them to give me ideas to create new ones. The documents that I selected had to be 3 of a kind that were from three companies with two of a flyer and a letter. I the started off by researching and designing a logo for the new look wow.com. I produced four prototypes of the logo and selected the best one that I felt had got the right look that I wanted. The final design included two people which I felt really stood out from the rest of the designs. The next task was to design the letterhead to update the old style into the new look. I used the documents that I collected at the beginning to give me ideas on how to design it. These where then used as templates for my design, my design for the letterhead was pretty simple as I felt that I didn’t want to overcrowd the sheet. I then brought an example of a staff newsletter and used it to get some ideas from. I then went about designing the staff newsletter for wow.com. It contained four pages which included a front cover, two article pages and a fun and game...

Future of Nuclear Energy in America Essay -- The Future Role of Nuclea

Foreword Nuclear Energy has many proponents and much opposition. Many of the groups that oppose nuclear power have legitimate concerns, mainly with the dangers of nuclear material in relation with human health concerns and environmental troubles that are risked by allowing nuclear power plants to increase in number. Yet, many of these opposition groups have made outspoken and radical claims about the â€Å"hidden† motives of why nuclear power is promoted and subsidized by our federal government. For example, The Nuclear Information and Resource Service claim that the federal government has the intention of committing genocide against Native Americans because uranium mining is predominantly done on reservations. Another cry out by nuclear power opponents is the constant reliving of the few nuclear mishaps that occurred decades ago, at Chernobyl or Three Mile Island. No doubt, past accidents have happened worldwide and are important reminders to not play around with nuclear material, b ut technology has improved as well, a fact opponents fail to consider. Many of these organizations feel that other sources should be used to supply America’s energy needs. These types of statements tag many opponents to nuclear energy as misinformed, out of touch with scientific facts, or just closed minded to the whole concept of nuclear power. On the other hand, the proponents of nuclear energy like President Bush see it as cheap, and environmentally friendly. As a result, President Bush passed the Comprehensive Energy Bill in 2005 that would increase production of all types of energy, including nuclear, by giving subsidies and tax breaks to nuclear power producers. Keeping safe America’s capabilities for generating electric power by way of nuclear e... ... Upper Saddle River, NJ: Pearson Prentice Hall FEMA (2006). Are You Ready? Retrieved November 12, 2012 from http://www.fema.gov/areyouready International Nuclear Safety Center (2008). Maps of Nuclear Power Reactors Retrieved November 12, 2012 http://www.insc.anl.gov/pwrmaps/map/united_states.php NIRS (2008). Top 11 Reasons to Oppose Nuclear Power Retrieved November 14, 2012 from http://www.nirs.org/nukerelapse/background/ Parenti, Christian (2008). What Nuclear Renaissance? Retrieved November 10, 2012 from http://www.thenation.com/doc/20080512/parenti Uranium Producers of America (2008). Promoting the Viability of Domestic Uranium Retrieved November 7, 2012 http://www.uraniumproducersamerica.com/supply.html U. S. Department of Energy (2008). Safe handling and disposal of spent nuclear fuel Retrieved November 18, 2012 http://www.ocrwm.doe.gov/