Use Case: An Analysis

Use Case: An Analysis Use Case A use case diagram depicts the units of functionality of the system as well as the actors capable of carrying out these functions. An actor is a person within the system needed to carry out a particular function. A function is depicted by an oval text box and is referred to as a use case as well, use case in this terms meaning unit of functionality. A Use Case diagram is a compilation of Use Cases to form a system. There are four actors within the MPP system. This does not suggest that only four literal people are responsible for operating the entire system. An actor is a classification of a person. In essence an actor refers to something general such as a job title as in this example the four actors are Secretary, HR Manager, Accountant and Staff Member. This use case diagram suggests that the classification of actors are responsible for the duties they are connected to. As such all persons holding that job title will be required to fulfil the duties depicted. The duties or use cases are explain further as use case specifications and the actors are details as classes in task two. Use Case Specifications Number: UC0001 Name Create Employee Actors Secretary, HR Manager Goal: To add a new member of staff Use Case Relationships Extend: Include: Associations: Secretary, HR Manager Generalisation: Description Index Actor Event 1 Secretary gives member a form 2 Member fills form an returns it to secretary 3 HR Manager reviews form and approves employee 4 Secretary notifies employee 5 HR Manager confirms details Alternatives Index Actor Event A 1/1 Person Not Approved A 1/1.1 HR Manager disapproves person A 1/1.2 Secretary notifies person A 1/2 Invalid Data A 1/2.1 Person confirms data invalid A 1/2.2 HR Manager edits details A 1/2.3 Person confirms details This use case specification explains the procedure to be undertaken when adding a new member of staff to the MPP payroll. This process involves both the HR manager and the secretary in terms of the system. The secretary initially distributes a form to the potential employee to fill within which the applicants qualifications and contact information is kept on file. The details mentioned within the specification encompass all the personal information of the applicant inclusive of contact information as well as personal details. This information is then sent to the HR manager to review where a decision is made to approve the employee for an interview. This decision dictates whether the secretary contact the applicant to inform them of an upcoming interview or to inform them that their application has been rejected. The assumption here is that MPP only hires members of the party to become staff members. Number: UC0002 Name Create a Member Actors Secretary Goal: To add a new member to the MPP party Use Case Relationships Extend: Include: Associations: Secretary Create an Election Candidate Create a Member of Parliament Create a Regional Assembly Member Generalisation: Description Index Actor Event 1 Person requests membership 2 Secretary creates new member record 3 Secretary confirms persons details to be accurate 4 Member is added to membership list Alternatives Index Actor Event A 2/1 Incorrect Details A 2/1.1 Secretary enters incorrect details A 2/1.2 Secretary edits details A 2/1.3 Person confirms details This use case specification depicts how a new member of MPP is added to the system. There is an estimated fifty thousand members of the party whom which information is needed to be stored as they are relied on during election time when the party is campaigning for election. The political party most probably doesnt discriminate the right of membership by any one person. Seeing that not much clerical data needs to be manipulated the secretary is fully capable of adding a member to the party. The process begins as a person requests membership to the party. The secretary then enters the members personal information especially their contact information as given by the applicant. Once the member confirms the information to be accurate the record is saved and thereby added to the membership list of MPP. Number: UC0003 Name Create an Election Candidate Actors Staff Member Goal: To add a new Election Candidate Use Case Relationships Extend: Create a Member Include: Associations: Generalisation: Description Index Actor Event 1 Staff Member elects Member to become candidate 2 Staff Member contacts Member 3 Member confirms 4 Staff Member adds member to shortlist 5 Staff Member changes member position to EC Alternatives Index Actor Event A 3/1 Member Disapproves A 3/1.1 Staff Member elects another Member to become candidate This system assumes that only existing members of the party are elected to become election candidates for a particular seat. A member therefore can be classified as an election candidate once their name has been added to a shortlist, which is a list of potential election candidates for a particular area. Using this assumption a member position classification was created within the member file an as such a member may have many classifications ranging from volunteer represented as VOL and election candidate represented as EC. Once an election candidate wins an election for a post they may be contending their position will be changed to Member of Parliament or Regional Assembly Member respectively as will be discovered. Number: UC0004 Name Create a Member of Parliament Actors Staff Member Goal: To add a new Member of Parliament Use Case Relationships Extend: Create a Member Include: Associations: Generalisation: Description Index Actor Event 1 Candidate is voted member of parliament 2 Staff Member changes member position to MOP Alternatives Index Actor Event A 4/1 Member Looses Election A 4/1.4 Staff Member changes Member position to VOL Number: UC0005 Name Create a Regional Assembly Member Actors Staff Member Goal: To add a new Regional Assembly Member Use Case Relationships Extend: Create a Member Include: Associations: Generalisation: Description Index Actor Event 1 Candidate is voted Regional Assembly Member 2 Staff Member changes member position to RAM Alternatives Index Actor Event A 4/1 Member Looses Election A 4/1.4 Staff Member changes Member position to VOL Both the Create a member of parliament and Create a regional assembly member use cases rely on the Create a member use case. Once a member looses an election his position within the party is reassigned to a volunteer. Number: UC0006 Name Add Member to shortlist Actors Staff Member Goal: To add a Member to a shortlist Use Case Relationships Extend: Include: Associations: Generalisation: Description Index Actor Event 1 Member approves to become a candidate 2 Staff Member adds member details to shortlist 3 Staff Member changes Member position to EC Alternatives Index Actor Event A 4/1 Member Steps Down A 4/1.1 Member notifies Staff Member A 4/1.2 Staff Member removes member from shortlist A 4/1.3 Staff Member edits Member position A staff member is responsible for adding a member to the shortlist thereby creating an election candidate. The shortlist is a record of potential election candidates of the MPP. Editing of the shortlist is as simple as editing a table. A staff member is responsible for this responsibility. This use cases is used in conjunction with the Create an election candidate use case within which adding a member to a shortlist is referred to. Once a member agrees to become an election candidate their personal information is added to a list of potential candidates for a particular seat within a respective area. Number: UC0007 Name Contact Members Actors Staff Member, Secretary Goal: To contact members of the party Use Case Relationships Extend: Include: Associations: Generalisation: Description Index Actor Event 1 Staff Member/Secretary queries member details 2 Secretary/Staff Member contacts Member Alternatives Index Actor Event A 7/1 Contact Unavailable A 7/1.1 Contact unavailable at given contact A 7/1.2 Use another form of contact given by the member This use case the procedure to be undertaken when contacting a member of the party. As shown, only full time workers and secretaries contact members. There are many uses of this unit of functionality beyond the boundry of this system. The political party requires that sufficient contact information is stored on each member as individual members are relied on during the campaigning process to organise meetings and assist with advertisement. The contact information that is stored on an individual member of the party includes a telephone contact, home mailing address and email address. The staff members as well as the secretary therefore have three options in which to utilise when contacting a member. Number: UC0008 Name Record Income Actors Staff Member Goal: To record income generated by MPP Use Case Relationships Extend: Include: Associations: Generalisation: Description Index Actor Event 1 Staff Member records Invoice Number 2 Staff Member records income Details 3 Staff Member records the ID number 4 Staff Member records the Amount 5 Staff Member records the date generated Alternatives Index Actor Event A 8/1 Incorrect Record A 8/1.1 Income is recorded incorrectly A 8/1.2 Staff Member confirms details with Invoice A 8/1.2 Staff Member edits details The member of the party responsible for recording income will be a full time employee of the party. Since there are several offices each of which generate individual incomes there must be persons within each regional office to account for funds the party may receive, either by subscriptions received or from other sources such as donations from persons interested in supporting the party and its objectives. The person receiving income distributes an invoice through which a record is kept of individual payments to the party. This invoice must contain all the information needed on the transaction such as what the payment was for, whether it is a subscription or donation. The invoice also contains who made the payment, how much money was paid to MPP and what date was the payment made. In the instance of a donation a record is kept of the donor personal information so they are kept on record an assigned a donor identification number. This is to ensure full accountability of the finances reaching the party. This donor number is entered into the â€Å"ID Number† field in the income table. Where a member pays their annual subscription to the party their member ID is stored within the same field. This ensures accountability for the transaction as well as a record of the subscription received for that individual member. Number: UC0009 Name Record Expenditure Actors Staff Member Goal: To record expenditure incurred by MPP Use Case Relationships Extend: Include: Associations: Generalisation: Description Index Actor Event 1 Staff Member records Receipt Number 2 Staff Member records expenditure Details 3 Staff Member records the ID number 4 Staff Member records the Amount 5 Staff Member records the date incurred Alternatives Index Actor Event A 9/1 Incorrect Record A 9/1.1 Expenditure is recorded incorrectly A 9/1.2 Staff Member confirms details with receipt A 9/1.3 Staff Member edits details Full time employees are also responsible for recording the expenditure incurred by the party. The operation of any political party requires a host of expenses in which to organise and manage the party properly. The individual offices of the party will incur expenses for each office it maintains. The main expenses that must be accounted for include payment of rent for the various offices that the party operates. Salaries must also be accounted for as MPP employs over a hundred individuals which accounts for a major portion of the partys expenditure. A major part of any election campaign is advertising which as for MPP includes television advertising as well as leaflets that need to be distributed by the partys members. Along with these major expenditures the party may also incur miscellaneous expenses in order to keep the offices running such as telephone bills and mailing expenses, all of these are classified as sundry expenses. Whenever any expenditure is incurred all receipts given to the party is filed and documented. These receipts are used to document all the expenditure incurred by the party as the amount, dates and to whom payments are made are documented on the receipt. Each office, member and advertiser are assigned an ID number so that a level of accountability can be maintained as to whom payments are made. Number: UC0010 Name Generate Financial Report Actors Staff Member, Accountant Goal: To generate a financial report for each office Use Case Relationships Extend: Include: Associations: Generalisation: Description Index Actor Event 1 Staff Member/Accountant selects Financial Report table 2 Staff Member/Accountant print Financial Report Alternatives Index Actor Event A 10/1 Incorrect Report Printed A 10/1.1 User selects correct report A 10/1.2 User prints correct report Each regional office is expected to produce a financial report to account for its activities. This will make for easier planning and budgeting by the national officers responsible for this such as the accounts department of the party. Therefore both party members as well as the national accountant can generate a financial report. To ensure the legitimacy of the financial reports the political party is expected to employ an internal as well as external auditor that examines the financial reports and compares them to the income and expenditure of the party. The financial report entails the total income generated as well as the total expenditure incurred for a particular office. These s can be used to determine the General Reserve available for funding the partys activities. Activity Diagrams An Activity Diagram the logical flow of data within a particular use case. The following diagrams show the Create a Member use case but in two different activity diagram formats. The first diagram simply the logical order in a flow chart fashion. The second diagram the same use case with the implication of swim lanes. Class Diagram Class diagrams are used to identify the objects of the system and show how they relate to each other and their attributes. The class diagram used to analyse the objects associated with the MPP and depict their relationships with each other. Everything is related to each other through the MPP class. It is an empty class but is there to show that the generalisation relationship exists between the Regional Office and Head Office Class and the MPP class. Most other relationships within this diagram are generalisation relationships depicted by the empty arrow head. This diagram is structured in a hierarchal format. A generalisation relationship allows the subclasses of any parent class to inherit the properties of the parent class. This feature is also show in the diagram by the empty boxes within the Secretary, Staff Member, Accountant and HR Manager classes. This does not suggest that these classes dont have any attributes but that they inherit the attributes of their parent class. The other relationships depicted is; the relationship between the Staff Member class and the Income, Expenditures and Financial Report classes, and between the Accountant class and the Financial Report class. These relationships show an association relationship as the classes interact with each other on some level of their functionality. The individual classes are explained in detail within their respective CRC card. CRC Cards A tool used to document the purpose and capability of a class is the CRC card. CRC stand for Class-Responsibility-Collaboration, as will be discovered, is exactly what the cards depict along with several other features of the class. The CRC cards represented in this section depict the classes identifies in the MPP system and show how they relate to each other. Name: Regional Office ID:1 Type: Concrete Description A MPP office representing a region of Contentedland Associated Use Cases: Record Expenditure Responsibilities Collaborators Full Time Employee Employee Attributes Relationships Office ID Generalisation: MPP(super class) Region Member (subclass) Address Donor (subclass) Monthly Rent Employee (subclass) Aggregation: Other Association: Full Time Employee Expenditure The regional office class is a subset of the MPP as a whole. There are several regional offices namely; Northland, Southland, Eastland, Westland and Central. Each office will possess the same characteristics as the other and as such are represented by a single regional office class within the class diagram. Distinction between classes is possible through the attributes of the class utilised and as such can be uniquely identified. The assumption made is that the entire system is divided into regions and as such all corresponding members and records are also presented in that regional office category. Name: Member ID: 2 Type: Abstract Description A Member of MPP Associated Use Cases: Create Member, Create an Election Candidate, Create a Member of Parliament, Create a Regional Assembly Member Responsibilities Collaborators Full Time Employee Income Attributes Relationships Member ID Address Generalisation: Regional office(concrete class) Last Name E-mail Aggregation: First Name Office Other Association: Full Time Employee Title County Secretary Date-of-Birth Position Telephone The member class comprises all the attributes of all the members of MPP. The assumption is that, regardless of hierarchal qualification all members of the party share common attributes and inevitably are all members of the party. This assumption gives way for the â€Å"position† attribute within the member class. A member according to the party can be a volunteer that assists the party in some way for no charge. Members are also election candidates who contend regional and national elections. The member doesnt change their nature only their position when they are elected and become either a Member of Parliament or a Regional Assembly Member. As such the member class depicts that it is associated with the creation of all members of the party as they relate to their appropriate use cases within the system. Sufficient contact information is stored on members of the party as they may need to be contacted during election time when the party wishes to implement a rigorous advertising campaign. The email contact of each member may be a useful attribute as it is more efficient to send a mass email to all members than to individually contact them. Name: Donor ID:3 Type: Abstract Description A person other than a member of MPP that donates to the party Associated Use Cases: Record Income Responsibilities Collaborators Full Time Employee Income Attributes Relationships Donor ID Telephone Generalisation: Regional Office(Abstract class) Last Name Address Aggregation: First Name E-mail Other Association: Full Time Employee Title Office Income Date-of-Birth County Income is earned through subscriptions as well as through donations. People who donate to the party does not necessarily have to be a member. A person whos interests are aligned with the policies of the party may choose to donate to their campaign in a hope that they may win the election. Information needs to be stored on such individuals to account for the sometimes large sums of money they may give to the political party. It is also useful where the party wishes to contact these members for one reason or the other. A Donor share similar attributes to members however as they are not members of the party they do not require a position field. However sufficient contact information is kept on these individuals so the party can always keep in touch with them. Name: Employee ID: 4 Type: Concrete Description An Employee of MPP Associated Use Cases: Create a Staff Member Responsibilities Collaborators HR Manager Attributes Relationships Employee ID Telephone Generalisation: Regional Office(Abstract class) Last Name Address Secretary(sub class) First Name E-mail Staff Member(sub class) Title Office Aggregation: Date-of-Birth County Other Association: HR Manager Position The political party hires full time employees to coordinate their activities. These employees are classified under each regional office and withdraw a salary from the party. Employees include Staff Members whose hierarchal classification is determined within each regional office as well as Secretaries who attend to each office of MPP. Name: Secretary ID: 5 Type: Abstract Description An Employee of MPP Associated Use Cases: Create a Member, Contact Member Responsibilities Collaborators Create a Member Member Edit Member HR Manager Delete Member Staff Member Contact Member Attributes Relationships Employee ID Telephone Generalisation: Employee(Abstract class) Last Name Address Aggregation: First Name E-mail Other Association: HR Manager Title Office Member Date-of-Birth County Staff Member Position The Secretary of the party is responsibilities include contacting members as well as adding members to the party. However they can only maintain volunteer records. Staff Members are responsible for the management of the other members of the party. Name: Staff Member ID: 5 Type: Concrete Description An Employee of MPP Associated Use Cases: Create Member, Contact Member, Add Member to Shortlist, Create an Election Candidate, Create a Regional Assembly Member, Create a Member of Parliament, Record Income, Record Expenditure, Generate Financial Report Responsibilities Collaborators Record Income HR Manager Record Expenditure Secretary Generate Financial Report Add Member Edit Member Delete Member Attributes Relationships Employee ID Telephone Generalisation: Employee(Abstract class) Last Name Address Aggregation: First Name E-mail Other Association: Income Title Office Expenditure Date-of-Birth County Financial Report Position HR Manager Secretary Staff members handle the brunt of the work within the party. Staff Members is a general term used to describe all the full time party workers who are employed within the regional offices of the political party. Staff members include all the party workers represented for each county of Contentedland. The duties of these members function similarly to clerical duties within an office. These staff members are allocated duties within the office structure oven though each member is responsible for their respective county that they oversee. Name: Head Office ID: 6 Type: Concrete Description The Head Office of MPP Associated Use Cases: Record Expenditure Responsibilities Collaborators National Officer HR Manager Accountant Attributes Relationships Office ID Generalisation: MPP (super class) Region National Officer(subclass) Address Aggregation: Monthly Rent Other Association: Staff Member Expenditure The Head Office posses the same characteristics as a regional office and it functions similarly as well. The difference between the head office and the regional office aside from its geography, is the employees that it houses. The assumption made is that the national officers within the head office function as managerial employees as would happen within a typical company. It should be structured in a way so that the ten national officers act as the managerial departments of the political party inclusive of the accounts department and the human resource department used within this scenario. Name: Accountant ID: 7 Type: Abstract Description The accountant responsible for the finances of MPP Associated Use Cases: Generate Financial Report Responsibilities Collaborators Financial Report Attributes Relationships Employee ID Telephone Generalisation: National Officer(concrete class) Last Name Address Aggregation: First Name E-mail Other Association: Financial Report Title Office Date-of-Birth County Position The accountant of the MPP is housed within the head office of the party. The accountant has the duty of managing the finances of MPP. The accountant is also responsible for generating the financial reports that are to be audited to produce a tax which the party must incur annually. This expenditure is classified as a sundry expense and must be accounted for within the finances of the party. The accountant is also responsible for ensure that proper control procedures are in place in terms of managing money the party receives. After all he is responsible for maintaining the integrity of the financial records and ensuring that they are in good standing with the laws of the country. Name: HR Manager ID: 8 Type: Abstract Description The HR Manager of MPP Associated Use Cases: Create a Staff Member Responsibilities Collaborators Add Employee Employee Edit Employee Delete Employee Attributes Relationships Employee ID Telephone Generalisation: National Officer(concrete class) Last Name Address Aggregation: First Name E-mail Other Association: Employee Title Office Accountant Date-of-Birth County Position In keeping with the assumption, the HR Manager is classified under the head office as this position is a managerial role. The human resource manager holds the same attributes as any other employee of MPP how ever his duties implicate him to be the one to manage the records of all the employees of the party. Name: Income ID: 9 Type: Abstract Description Revenue generated by MPP Associated Use Cases: Record Income Responsibilities Collaborators Print Staff Member Display Attributes Relationships Invoice Number Generalisation: Income Details Aggregation: ID Number Other Association: Staff Member Amount Financial Report Date Generated Income is generated through two sources in the party. The attributes of income allow for any sort of income to be documented, whether it is a subscription received from a member or a donation given to the party. A staff member is responsible for recording income into the system. The summation of the income table is exported to the financial report to form the net income . Name: Expenditure ID: 10 Type: Abstract Description Expenditure incurred by MPP Associated Use Cases: Record Expenditure Responsibilities Collaborators Print Staff Member Display Attributes Relationships Receipt Number Generalisation: Expenditure Details Aggregation: ID Number Other Association: Staff Member Amount Financial Report Date Incurred Expenditure is incurred from several means. A Staff Member is responsibl

Costa Coffee Strategy

MMS assignment: Costa Coffee STRATEGY: 1. Identify, analyse and discuss Strategic issues in Costa Coffee. â€Å"Costa has flourished in a recession which has claimed many victims in the industry,† says Whitebread company. 1The reason for this success is its strategy. Using the PESTEL framework will help identify, analyse and discuss Costa’s strategy. Despite the importance of political, environmental, technological and law factors, for the purpose of this essay we will focus on the economic and social factors affecting Costa Coffee. We will first see how economic factors such as the recent raise of coffee beans price influence Costa’s prices. We will then use social factors such as consumer trends to identify the different trends today and explain how Costa is reacting to them. Through this essay we will have then explained how â€Å"Costa has flourished in a recession which has claimed many victims in the industry,†2 The main economic factor affecting the coffee market today is the raise of coffee beans price. Due to heavy rains brought on by Caribbean storms in the coffee producing 1 Zekaria, S. , 2010. Whitbread Says Costa Coffee ‘Flourished' During Recession. [online] 2010 FOX News Network, LLC. Available at: [Accessed 23 December 2010] 2 Zekaria, S. , 2010. Whitbread Says Costa Coffee ‘Flourished' During Recession. [online] 2010 FOX News Network, LLC. Available at: [Accessed 23 December 2010] countries from Central America, coffee prices have increased3. Coffee futures have gone up 35% since June 2010 to reach the highest price for a pound since December 1997: $1. 848. 4 This is a significant problem because coffee beans are raw materials for coffee shops. Hence if shops do not have coffee beans or not enough, their sales will plummet. As John Wolthers, a trader at coffee exporter Comexim in Santos reports: â€Å"It's a great time to be a producer, and a difficult time to be a roaster. 5 Because these prices are due to natural disasters, it is possible that they will not change until at least end of 2010 or 2011. A normal consequence would therefore be to raise prices in order to retain money. However, Whitbread PLC, owner of Costa Coffee, announced November 10th 2010 that â€Å"it has no plans to increase beverage retail prices , even as it remains concerned over escalating wholesale costs. † 6One of the reasons for this action is because Costa had already bought many coffee beans before the storm hence has enough to provide the outlets with enough beans during this period of increased prices. This shows that Costa â€Å"plans† its purchases well because as we 3 Zekaria, S. , 2010. Whitbread's Costa Coffee Plans No Retail Price Rises. [online] 2010 The Connors Group, Inc. Available at: [Accessed 23 December 2010] 4 Danby, T. and Sellen, T. 2010. No Relief in Sight for the Coffee Market. [online] 2010 Dow Jones & Company, Inc. Available at : [Accessed on 23 December 2010] 5 Danby, T. and Sellen, T. 2010. No Relief in Sight for the Coffee Market. [online] 2010 Dow Jones & Company, Inc. Available at : [Accessed on 23 December 2010] 6 Zekaria, S. , 2010. Whitbread's Costa Coffee Plans No Retail Price Rises. [online] 2010 The Connors Group, Inc. Available at: ; http://www. tradingmarkets. com/news/stockalert/sbux_wtbrf_-update-whitbread-s-costa-coffee-plans-no-retail-price-rises-1297481. html; [Accessed 23 December 2010] 7 Zekaria, S. , 2010. Whitbread's Costa Coffee Plans No Retail Price Rises. [online] 2010 The Connors Group, Inc. Available at: < http://www. tradingmarkets. com/news/stock- can see, thanks to its bulk-buying in coffee beans, it is now unaffected, unlike the other coffee shops, by the coffee bean market. However this could be a risk because one can never know exactly how many beans are consumed per day and Costa does not know for certain how long these prices will remain high. Another reason Costa would not want to raise prices could be because in a period of recession, where consumers are being more and more careful with the way they spend their money8 they will not want to buy a drink at Costa if it is too expensive. Moreover if it is therefore cheaper at Starbucks or Caffe Nero for example why would they want to pay more for the same drink? Hence a third reason for Costa’s decision is due to the competitiveness with the all the other coffee stores. The final reason is â€Å"With total sales growing at 33% year on year, and like for like sales up 9%†9, and with over 1,100 outlets in the UK and 130 new shops to open within this year in the UK10 perhaps Costa is not too affected by the increase of coffee beans price. Hence, with the increase of coffee beans, Costas strategy is not to increase prices for different reasons which demonstrate Costas strength in the coffee industry which therefore explains why it has flourished during the recession: Costa stops at nothing. lert/sbux_wtbrf_-update-whitbread-s-costa-coffee-plans-no-retail-price-rises-1297481. html> [Accessed 23 December 2010] 8 Rodenberg, J. , n. d. Costa Coffee vs Starbucks. [online] Templates Wise. Available at: [Accessed 16 December 2010] 9 Hospitability And Catering News. , 2010. Costa Coffee has wins „Best Branded Coffee Shop Chain?. [onl ine] Available at: [Accessed on 23 December 2010] 10 Zekaria, S. , 2010. Whitbread Says Costa Coffee ‘Flourished' During Recession. [online] 2010 FOX News Network, LLC. Available at: [Accessed 23 December 2010] Moreover, social factors such as consumer trends enable us to see how Costas strategy is brilliant. According to CJ Bobrowski, Head of Costa Systems, â€Å"With greater insight into trends we can adapt more quickly to any changes in consumer needs, helping us to stay ahead of competition in a crowded marketplace. â€Å"11 Hence identifying and explaining the trends and how Costa adapts to them explains its success. For this essay, we will focus on three trends. With prices that cannot increase due to competitively another way in which companies can now compete is through quality. As more and more coffee shops open in the UK, demonstrating high quality is an important aspect for consumers today. With each one providing the same type of product, they need to know which one is the best quality-wise. One of Costa’s advertisements promotes its cappuccino by saying: â€Å"Sorry Starbucks, the people have voted. †12 This advert clearly shows the consumers concern for quality. Through this advert Costa shows it has clearly adapted to consumers new trend. The thirst for an experience is another trend. It has become so important that a word for consumers searching for an experience was invented: â€Å"Transumers†13. Consumers no longer look for simple coffee but for an experience. Costa provides this by training its baristas at official training academies opened by Costa. In fact in 2009they invested in a third Training Academy. Therefore, each of their barista have been professionally trained to provide each 11 Bobrowski, CJ,. [online] Torex Retail Holdings Limited. Available at: [Accessed 17 December 2010] 12 Rodenberg, J. , n. d. Costa Coffee vs Starbucks. [online] Templates Wise. Available at: [Accessed 16 December 2010] 13 Trend watching. , 2006. Transumers. [online] Trendwatching. om. Available at: < http://trendwatching. com/trends/transumers. htm> [Accessed 23 December 2010] customer with the best coffee. 14 This is important for no other coffee shop has invested in training academies which makes Costas drinks even more of an experience for consumers. The â€Å"Nintendo Wii Fitness† is increasingly bought which shows consumers’ concern for health. They are especially more t roubled about the amount of fat, saturated fat, salt and sugar in their food. 15 Hence health has become a trend. In order to respond to this, Costa has different techniques. The first is to provide consumers with different types of milk: soya or skimmed for no extra cost. 16However, Costa does not advertise enough this aspect hence many customers are not aware of these options. They need to increase the marketing for this aspect in order to be fully responding to this trend. The second technique is working with the Food Standards Agency to reduce salt and saturated fat and indicate their quantities. 17This way, the products stay the same with less fat and consumers know how many calories they absorb. This is very risky for Costa. Many consumers are not aware of how many calories there are in their beverages and could be 14 The Food and Drink Innovation Network,. 2009. Costa Opens third training academy in Newburry. [online] Food & Drink Innovation Network. Available at: http://www. fdin. org. uk/2009/06/costa-opens-third-training-academy-in-newbury/ [Accessed 17 December 2010] 15 Foods Standard Agency, 2008. Consumer confidence rises around many food issues. [online] Crown copyright. Available at: [Accessed on 16 December 2010] 16 Morgan, J. , 2008. Fast food menu is recipe for obesity. [online] Cambridge Newspaper Ltd. Available at: [Accessed on 15 December 2010] 17 Food Standards Agency, 2010. Healthy catering commitments. [online] Crown Copyright. Available at: [Accessed on 14 December 2010] shocked like Rebecca: â€Å"It's lethal! I don't want it now [†¦] I know there's a lot of fat in them too. â€Å"18 By observing the trends and adapting to them despite possible negative consequences, Costa proves that â€Å"[great] insight into trends [helps costa] to stay ahead of competition in a crowded marketplace. 19 Costa has been able to â€Å"make it through† the â€Å"rough patches† despite the increase of coffee beans price and its ability to identify and adapt to consumer’s trends. However will they have to increase their prices soon? With such sales growing 33% year on year20 will this firm be able to be at the top of the coffee shop list? 18 Sky News HD, 2009. Cancer Fear Of Calorie-Laden Iced Co ffees. [online] BskyB. Available at: [Accessed on 14 December 2010] 19 Bobrowski, CJ,. [online] Torex Retail Holdings Limited. Available at: [Accessed 17 December 2010] 20 Hospitability And Catering News. , 2010. Costa Coffee has wins „Best Branded Coffee Shop Chain?. [online] Available at: [Accessed on 23 December 2010] MARKETING: 2. Analyse Costa’s Marketing; and then reflect on how it compares to the marketing of Starbucks. Deborah Dougherty, professor of Management and Global Business at Rutgers Business School, and Cynthia Hardy, professor of Management and Marketing at the University of Melbourne, agree that it is difficult for old organisations with a big history to innovate due to the challenges of new technology and global competitors. 1 Costa Coffee being a new organisation hence should not have many problems innovating its products and processes. Being part of the young rising coffee shop industry, Costa Coffee’s number one competitor is Starbucks. Dr. Robert G. Cooper, expert in the field of innovation, published The Invisible Success Factors in Product Innovation in which he establishes â€Å"Eight Actionable Critical Success Factors† for innovation. 22 In this essay we will only use certain factors to explain how Costa’s service and product innovations are better than Starbucks but how, despite this; Costa is still a little behind for the future. In order to be competitive in today’s UK coffee shop industry, service innovation is vital. Costa and Starbucks have therefore launched a new loyalty card because as Jeffery Young, managing director of Allegra Strategies notices: â€Å"Electronic loyalty cards provide an 21 Dougherty, D and Hardy C,. 1996. Sustained Product Innovation in large, mature Organisations: overcoming innovation-to-organization problems. Academy of Management Journal, 39(9, pp. 1120. 22 Cooper, R,. n. d. From Experience: The Invisible Success Factors in Product Innovation. [online] Product Development Institute Inc. Available at: [Accessed on 17 December 2010] opportunity to engage in rich dialogue with customers and track their behavior. †23 Hence this card will not only improve the dialogue between customers and firm but also will enable the companies to innovate their manufacturing process or services in order to adapt to the changing behavior. 24 Although the service is the same, are the reasons behind this innovation the same? One of Cooper’s critical innovation success factors is the justification of the project. 25 For Costa, this new card is a positive sign; its use is to replace the successful old card. According to a year-long trial in Scotland, one in three transactions was using the old card26. Hence in order to thank the customer’s loyalty, Costa wanted to add â€Å"rewards† and innovate the card so that one no longer had to top-up money on the card in order to purchase but would simply pay with money and then receive points that would transform into rewards. 27 The justification for Starbucks’s loyalty card is not for the same positive reasons. For them, with â€Å"sales decline and customers brew at home or visit competitors†, this new loyalty card is a 23 Thomas, J,. 2010. Costa Coffee rolls out customer loyalty card. online] Haymarket Business Media. Available at : [Accessed on 15 December 2010] 24 Thomas, J,. 2010. Costa Coffee rolls out customer loyalty card. [online] Haymarket Business Media. Available at : [Accessed on 15 December 2010] 25 Cooper, R,. n. d. From Experience: The Invisible Success Factors in Product Innovation. [online] Product Development Institute Inc. Available at: [Accessed on 17 December 2010] 26 EatOut,. 2010. Costa Launches New Coffee Club. [online] Available at: [Accessed 15 December 2010] 27 EatOut,. 2010. Costa Launches New Coffee Club. [online] Available at: [Accessed 15 December 2010] echnique to hopefully rebound profits by attracting customers back to the store for its benefits with the card. 28 Therefore, this innovation shows that although both companies propose the same service through their loyalty cards, the reasons behind this same service differs which shows that Costa is raising compared to Starbucks who is struggling against its competitors. Another example that shows that Costa’s innovation is better than Starbucks’s is the launch of a new drink: The Flat White. Although Starbucks is the first to have inaugurated this drink, Costa is the one who has the biggest impact in the UK29. Costa Coffe is the only one to have followed Cooper’s fifth critical innovation success factor : â€Å"A well-planned, adequately-resourced and proficiently-executed launch. †30 Indeed, Starbucks only launched the drink in London whereas Costa, several weeks after, launched it nationally. By launching nationally, Costa was able to sell its new product everywhere whereas Starbucks, only in London31. Hence out-of-London people could believe Costa is the â€Å"founder† of the Flat White, which could therefore lead them to a competitive advantage. Starbucks is the perfect example for Cooper’s statement: â€Å"In some businesses, it’s almost as though the launch is an 28 Startz, S,. 2009. Starbucks Boosts â€Å"Rewards† With Revamped Loyalty Program. [online] 2001-2010 brandchannel. Available at : [Accessed 14 December 2010] 29 Westfield London. n. d. Costa Coffee. [online] 2008 Westfield Group. Available at : [Accessed on 15 December 2010] 30 Cooper, R,. n. d. From Experience: The Invisible Success Factors in Product Innovation. [online] Product Development Institute Inc. Available at: [Accessed on 17 December 2010] 31 Boughton, I,. 2010. Costa Coffee launches the „flat white? ationwide. [online] Reed Business Information. Available at: [Accessed 23 December 2010] after-thought – something to worry about after the product is fully developed. †32Moreover, Costa says to have invested â€Å"more than twelve months’ research, involving the training of 6,000 baristas, at a cost of ov er one million pounds. †33This also shows they followed Cooper’s fifth factor. However, Starbucks says that their baristas had trained themselves due to customers’ requests and that the â€Å"education in the making of the drink was anyway already readily available from a number of barista trainers†. 4 Perhaps Starbucks is right, but according to an independent survey by Tangible Branding Limited consumers prefer Costa’s Flat White to Starbucks’s. 35 This could be explained by the twelve months research and training of 6,000 baristas with a cost of one million pounds. Furthermore, both companies follow Cooper’s second innovation success factor: â€Å"the voice of the customer†. According to Costa's core skills trainer Tim Douglas the Flat White â€Å"will attract some of our latte drinkers who are looking for a milky drink with a broad strength of flavour, and cappuccino drinkers who want a milkier drink with a much richer coff ee 2 Cooper, R,. n. d. From Experience: The Invisible Success Factors in Product Innovation. [online] Product Development Institute Inc. Available at: [Accessed on 17 December 2010] 33 Boughton, I,. 2010. Costa Coffee launches the „flat white? nationwide. [online] Reed Business Information. Available at: [Accessed 23 December 2010] 34 Boughton, I,. 2010. Costa Coffee launches the „flat white? nationwide. [online] Reed Business Information. Available at: [Accessed 23 December 2010] 35 Westfield London. n. d. Costa Coffee. [online] 2008 Westfield Group. Available at : [Accessed on 15 December 2010] flavor. 36 Hence this drink will be able to satisfy the gap between lattes and cappuccinos. Costa is purely reacting to the customers’ need for this â€Å"gap-filling-space†. On the other hand, Starbucks is innovating this drink due to their very negative â€Å"customer’s voice†. Their consumers find their coffees â€Å"too bland and milky†37 w hich is why, the Flat White is the perfect drink to launch because it is â€Å"Stronger, smaller and less milky† than most of their drinks. 38 Therefore, although Costa and Starbucks are using the same product innovation, they have different reasons which show that Costa is becoming more competitive than Starbucks. Although this essay has proved that presently, Costa is innovating for more positive reasons than Starbucks, this state might change in the near future. During a period of recession it is important that firms react to this economical problem. Starbucks, as opposed to Costa, has seemed to understand this and has innovated in â€Å"at-home† machines. The Starbucks Barista Espresso Machine39 or the Barsita Aroma Grande coffee machine enable consumers who do not necessarily want to go out to have a Starbucks coffee to stay at home 36 Williams, A,. 2010. Great White Hope. online] William Reed Business Media Ltd 2010. Available at: [Accessed 23 December 2010] 37 Wallop, H,. 2009. Starbucks to sell ‘flat white' for those fed up with milky coffee. [online] Copyright of Telegraph Media Group Limited 2010. Available at : [Accessed 17 December 2010] 38 Wallop, H,. 2009. Starbucks to sell ‘flat white' for those fed up with milky coffee. [online] Copyright of Telegraph Media Gr oup Limited 2010. Available at : [Accessed 17 December 2010] 39 Justin,. n. d. Starbucks Barista Espresso Marchine. [online] Coffee-Mker-Review. net. Available at: [Accessed 17 December 2010] and make one. Costa should look into this innovation for the future, especially with this economic crisis that continues to worsen. However, Costa may not want to produce these machines because consumers drink their coffees not only for the beverage itself but also for the environment Costa provides, for the â€Å"experience† and unique touch each Barista has when they make one. Hence, perhaps selling these machines would not be of great utility for them. Starbucks is a great competitor for new and rising coffee shops such as Costa. But through this essay we have seen that Costa Coffee is becoming the â€Å"number one† competitor with Starbucks due to its respect to Cooper’s â€Å"Eight Actionable critical success factors†. However, Costa must not forget that Starbucks may be a little weak in the UK but is very strong internationally and that Costa’s next step to compete with Starbucks could perhaps be to have a bigger and stronger position internationally. Referencing List: Bobrowski, CJ,. [online] Torex Retail Holdings Limited. Available at: [Accessed 17 December 2010] Bottonwood,. 2010. Productivity and Coffee Shops. [online] The Economist Newspaper Limited 2010. Available at: [Accessed 13 December 2010] Boughton, I,. 2010. Costa Coffee launches the „flat white? nationwide. [online] Reed Business Information. Available at: [Accessed 23 December 2010] Bowers, S. , 2008. John Derkach: Singular vision fuelled by double macchiato. [online] Guardian News and Media Limited 2010. Available at: [Accessed 15 December 2010] Cooper, R,. n. d. From Experience: The Invisible Success Factors in Product Innovation. [online] Product Development Institute Inc. Available at: [Accessed on 17 December 2010] Danby, T. and Sellen, T. 2010. No Relief in Sight for the Coffee Market. [online] 2010 Dow Jones & Company, Inc. Available at : [Accessed on 23 December 2010] Dougherty, D and Hardy C,. 1996. Sustained Product Innovation in large, mature Organisations: overcoming innovation-to-organization problems. Academy of Management Journal, 39(9, pp. 1120. EatOut,. 2010. Costa Launches New Coffee Club. [online] Available at: [Accessed 15 December 2010] Foods Standard Agency, 2008. Consumer confidence rises around many food issues. online] Crown copyright. Available at: [Accessed on 16 December 2010] Food Standards Agency, 2010. Healthy catering commitments. [online] Crown Copyright. Available at: [Accessed on 14 December 2010] Hospitability And Catering News. , 2010. Costa Coffee has wins „Best Branded Coffee Shop Chain?. [online] Available at: [Accessed on 23 December 2010] Justin,. n. d. Starbucks Barista Espresso Marchine. [online] Coffee-Mk er-Review. net. Available at: [Accessed 17 December 2010] Morgan, J. , 2008. Fast food menu is recipe for obesity. [online] Cambridge Newspaper Ltd. Available at: [Accessed on 15 December 2010] Ndzamela, P. , 2008. Credit crunch putting the bite on cafe culture. [online] Thomson Reuters. Available at: < http://www. reuters. com/article/idUSTRE4AC7YE20081113> [Accessed 15 December 2010] Prynn, J. , 2008. Coffee shop boom time as chains defy crunch. [online] Evening Standard. Available at: [Accessed 16 December 2010] Rodenberg, J. , n. d. Costa Coffee vs Starbucks. [online] Templates Wise. Available at: [Accessed 16 December 2010] Sky News HD, 2009. Cancer Fear Of Calorie-Laden Iced Coffees. [online] BskyB. Available at: [Accessed on 14 December 2010] Smith, A. , 2009. Coffee Price Too Steep? Blame the Weather. [online] Time Inc. Available at: [Accessed 15 December 2010] Startz, S,. 2009. Starbucks Boosts â€Å"Rewards† With Revamped Loyalty Program. [online] 2001-2010 brandchannel. Available at : [Accessed 14 December 2010] The Food and Drink Innovation Network,. 2009. Costa Opens third training academy in Newburry. [online] Food & Drink Innovation Network. Available at: http://www. fdin. org. uk/2009/06/costa-opens-third-training-academy-in-newbury/ [Accessed 17 December 2010] Thomas, J,. 2010. Costa Coffee rolls out customer loyalty card. [online] Haymarket Business Media. Available at : [Accessed on 15 December 2010] Trend watching. , 2006. Transumers. [online] Trendwatching. com. Available at: < http://trendwatching. com/trends/transumers. htm> [Accessed 23 December 2010] Wallop, H,. 2009. Starbucks to sell ‘flat white' for those fed up with milky coffee. [online] Copyright of Telegraph Media Group Limited 2010. Available at : [Accessed 17 December 2010] Westfield London. n. d. Costa Coffee. [online] 2008 Westfield Group. Available at : [Accessed on 15 December 2010] Williams, A,. 010. Great White Hope. [online] William Reed Business Media Ltd 2010. Available at: [Accessed 23 December 2010] Zekaria, S. , 2010. Whitbread Says Costa Coffee ‘Flourished' During Recession. [online] 2010 FOX News Network, LLC. Available at: [Accessed 23 December 2010] Zekaria, S. , 2010. Whitbread's Costa Coffee Plans No Retail Price Rises. [online] 2010 The Connors Group, Inc. Ava ilable at: ; http://www. tradingmarkets. com/news/stockalert/sbux_wtbrf_-update-whitbread-s-costa-coffee-plans-no-retail-price-rises-1297481. html [Accessed 23 December 2010]

The Pitfall of Interview Essay Papers Samples

The Pitfall of Interview Essay Papers Samples It's mandatory to likewise reiterate the thesis statement and mention any upcoming research. The subject of your paper and the selected literature needs to be adjacent. Research from Stelzner states the exact same. Depending where you reside, it might also be possible to finish your papers on line. Sheets of paper needs to be stapled at the top left-hand corner. The title of the paper ought to be written in the middle of the webpage. Since you are going to learn from looking through any superior research paper example, writing a wonderful paper involves so far more than simply throwing a lot of text and citations into a word processor and hoping for the very best. Even a product which also has ion exchange to eliminate metallic ions, like lead and copper, is more affordable than RO. Professional cheap custom made writings service offers quality academic guidance to the students. 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The Issue Of Legalizing Marijuana - 1821 Words

The issue of Legalizing marijuana is a very controversial topic of modern times. The use of marijuana is all over the media with celebrities doing it and young people in on the craze. Marijuana is the world’s oldest illegal drug, not only that, it is also the drug that is most widely used among society today (Aanstoos, 2015). Different types of people use this drug for a variety of reasons, such as, as a way to disconnect from todays hectic world, something they are peer pressured into, or even medical reasons. My argument is against the concern of legalizing marijuana in general including medical marijuana. Before completely going all in against this drug, note that there is some relevant research, which shows Marijuana has some benefits to it. This paper will explore both points in against and in favor of legalizing marijuana to be revealed, aiming for an understanding of the issue and present a public health policy to improve and educate the public of this hot health topic. Starting with the cons I have selected five to be discussed that particularly stand out to me. First, there is not enough research on medical marijuana to see if the benefits overcome the risks. Every time you hear people protest for the legalization of marijuana they throw out facts about how it’s good for people and also how it’s all-natural so it must be better that medicine. Their facts cannot be scientifically backed up and their sources could or couldn’t be from a reliable source. Even withShow MoreRelatedThe Issue Of Legalizing Marijuana1324 Words   |  6 PagesDoes it really come to morality after all? The decision to legalize marijuana has been subject for debate since first introduced in 1969; many arguing the fact that we are sitting on an industry worth an estimated 113 billion dollars. For once we have an opportunity to make a real impact in our economy. We have an aid on â€Å"the war on drugs†. But are we then showing our children that legalizing drugs is really the answer to our problems or does only the big picture mater in the end? Will this bringRead MoreThe Issue of Legalizing Marijuana1918 Words   |  8 Pages The argument of legalizing marijuana has been in the forefront of politics in the United States of America for the last few years. Marijuana comes from the plant Cannabis sativa which has been used throughout history in religious practices, medicine, paper, fiber, and recreation. Its use was banned in the United States of America during the 1930s. This ban was due to public fears surrounding the negative social effects of the drug. Not only were many of these negative effects exaggerated, but theRead MoreEssay The Ethical Issues of Legalizing Marijuana749 Words   |  3 Pagesaccording to the law on marijuana? It’s true. 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Although marijuana does have some negative side effects, the side effects are notRead MoreAn Analysis of President Obama’s Remarks about Marijuana Essay624 Words   |  3 Pagesmagazine, President Barack Obama made some controversial remarks about legalizing marijuana. President Obama stated that he did not think that marijuana was â€Å"more dangerous than alcohol† (Remnick). This comment has caused proponents of legalizing marijuana to praise the President, while opponents are criticizing him for seemingly supporting this banned substance. Author Frank James of NPR.org wrote an article entitled â€Å"Obamas Marijuana Remarks Light Up Legalization Debate.† James explains how those whoRead MoreShould Marijuana Be Legalized?1714 Words   |  7 PagesApril 2016 Drugs in the United States There has been controversy centered around the thought of legalizing drugs in the U.S and the effects of legalizing or not legalizing drugs. There are several drugs such as cocaine, heroin, opium, to name a few, with the most common being marijuana. The question raised on this topic is whether we should prohibit drug use, making it illegal or only allow marijuana to be legal. Discussions on this topic mention that drugs will be available in the market despiteRead MoreEssay on Legalizing Marijuana: Pros and Cons1599 Words   |  7 PagesIn 2007, $42 billion was spent on the marijuana prohibition. That is more money than the war on drugs spent on all types of drugs three years before when $40 billion was spent all together. Why is our government focusing on a drug that can be called merely harmless to those who use it? Why is this drug getting more money spent on it than drugs that are highly addictive and life threatening? Marijuana is not as dangerous as people may want it to seem . Marijuana is a product of the Cannabis stavia