Assessment Of The Burger King Chain Commerce Essay

Assessment Of The Burger King Chain Commerce Essay Burger King is one the fast food chain which is abbreviated as BK, it is operating almost all over the world with its headquarter in Florida, United States. The first store was opened over the piece of Insta Broiler. This equipment was so much popular for cooking burgers. In 1953, BK began as a franchise chain in Jacksonville, a place in Florida. In 1955, where this franchise was facing a financial problem, it was then purchased by David Edgerton and James McLamore and then it was named as Burger King. Burger King is operating in 73 countries with over 12000 outlets, of which 66% holds in US and 90%, has been runned by the private owners. It became a Corporation in 1959, and this is where when all the franchisees purchase the right to open stores and operate it. Initially, when the company started they use to sell burgers, French fries, soft drinks and ice creams. Then later in 1957, BK introduce Whopper which turns out to be the signature for them and they adopted the motto as The Home of Whopper, (Mouw, 2007). Theoretical Background The development of new ventures makes the way for most individuals to come up with an idea and develop it by generating a product or service (Gyamfi and Tontoh, 2007). According to (Morse and Mitchell, 2006), the new venture development can be competitive in the market because many activities are involved in creating a business. Barringer and Ireland (2006) said that the establishment of new ventures gives the society globalization, job creation and innovation. Different scholars and institutions have proposed many ways of developing new ventures from different angles. Moreover, many entrepreneurs have established new ventures competitively without any external influence. Wickham (2004) defined an entrepreneur as a manager which carries out a particular activity; an individual which possesses a personality, psychology and personal characteristics and an agent that adds the value to the society. Sarasvathy (2001) found the dependency of a venture issue on an individuals past knowledge, the experience of its formation, culture and his other distinctive achievements. According to Timmons (1999), the development of a new venture involves the vital factors team, opportunity and resources that are seen to be in a corresponding process. Although there are numerous ways for venture creation, there are also various failures and even it does not become successful in the long run for the few ones (Gyamfi and Tontoh, 2007). Gilkerson and Paauwe (1998) showed that most businesses fail because the choice of business opportunity was poor. Gartner (1988) suggested that entrepreneurship depends on your action and not on your identification. This has generated the interest of looking at business planning process in new venture development. It is important to know about the variables or considerations in developing the new ventures that makes the process feasible or practical and this is what has been presented in the report in accordance with the opinions of different authors (Bhave, 1994). Discussion Business planning is an important aspect that needs to be considered to fulfil the plans for a new venture or renewing an existing venture. It serves as a method to achieve the desired goals (Gyamfi and Tontoh, 2007). According to (Davidsson, 2003), a good planning process provides a good approach of having a niche in the market. It also gives you a process view of entrepreneurship. He believes that it is impossible to take a business in one decision or one act from its non-existence to existence in one step. Therefore, in creating a business, entrepreneurs have to do a number of activities sequentially. Business planning helps in finding the competitive advantage of the operation by finding, describing and refining it (Stan et al., 2003). Profit (2007) says that the planning process gives very good steps needed to reach the goals that have been set for the future. It describes the opportunities, business strengths and a road map for continuous improvement. As the growth and success of a business lies in creating a road map for it but many entrepreneurs, having the knowledge of it, do not have a good planning process (Profit, 2007). This makes it difficult to start up ventures successfully (Gyamfi and Tontoh, 2007). Harper (1991) noted that as many novices do not hesitate to position and elaborate themselves well in the market so the trial and error methods have been unfavourable for them. Profit (2007) suggested that the requirement of an entrepreneur can be accomplished by analyzing the business issues and refining the goals from a good planning process. Timmons (1999) clarifies that it is important to take a decision about the investment of time and effort because some ideas may not lead to business or success. One should also size up about the existence of potential business. Therefore, a good planning method helps one to get confidence, test ideas and see the flaws in his business to avoid the waste of resources and to take the right steps forward (Gyamfi and Tontoh, 2007). In fact, for every 100 ideas presented to investors in the form of a business or proposal of some kind, usually just I or 2 or 3 get funded. Over 80% of those rejections occur in the few hours; another 10 to 80 get rejected after the business plan has been read carefully (Timmons, 1999). Theoretical Spheres The development of a new venture has been discussed by many authors in entrepreneurship. The theories from three experts of business administration, in a sequential mode, have been chosen to make the report more exigent and practical. These are of Hult et al. (1991), Stan et al. (2003) and Profit (2007). Opportunity Analysis of Burger King SWOT Analysis After the goals have been set by managements, it is their responsibility to analyse the companys current position. And to evaluate the position of the organisation, the management use SWOT analysis. This helps the upper management to plan and compare the internal organisation strengths and weakness with the opportunities and threats which are external to the organisation. This helps the management to fulfil the objective which they have stated in the mission statement. Main core competencies of the company are the main strength of the organisation in which they are best at. It is the strength which the customers values and pays for it and which the competitors lacks of. Companys faces problem when they know their weaknesses and did not work on it, the environmental threats will probably molest the weaknesses of an organisation. And these weaknesses can be overcome if they avail the opportunities which can create value to the firm (Marke, 2006). Burger King Strengths Burger King or BK is a worldwide brand which everyone knows about. It attracts all type of customers such as sex, race, age, income etc. It is one of the largest fast food ham burger restaurants (FFHR) in the world It not only distribute in US, it has many franchises situated around the globe. Weaknesses The main weakness of the BK is that they have operated mainly in US; almost 65% of their operations are in United States. BK has not focused on their brand name very well, it relies mostly on franchisees which are carries their brand name along and any mistake by them will decrease the Goodwill of the organisation. BK has the menu which is unhealthy and it does not appeal to the consumers. They brand their products less likely than their competitors such as McDonalds etc. Opportunity BK should develop a new product which can attract customers in the breakfast as well. BK is called the House of Whopper so they should emphasise their brand focusing mainly on Whopper Virgins. They should expand their business in countries like India, Malaysia, and Kuwait etc. Where there is an emerging market. Threats The main threat of BK is that they have to face a healthy competition with McDonalds, KFCs and other restaurants. BK menu is healthy food which the consumers dont prefer much, they should change their habits to attract customers diverting to healthy food. It may affect the profit margins of BK, when the labour cost rises. Source: (Kurtz, 2008) Environmental Analysis It is critical to indentify the variables which can affect the supply and the demand of the products and services by analyzing the macro environment. Whenever there is a change in the environment or the place where the company is operation, it has an impact on the organisation as well. So there are possible criterias which the analyst has to check which can have the effect on the organisation. And these can be Political, Social, Economical and Technological factors. PEST analysis examines the impact of the factors which can affect the business. If Burger King opens its new Venture in Pakistan, they can first analyse the factors which can affect their business or they think that if it is feasible to open up a chain in Pakistan. Burger King PEST Analyses Political: This includes the regulations imposed by the government in the country where they are operating. This relates to the elections, law of employment, environment laws, war, terrorism, governing body, and its structure. These are the factors which the burger king has to analyse before opening their chain in Pakistan. The political condition of Pakistan is not stable at the moments, there are lots of suicide attacks but they can still open a franchise in the popular city such as Karachi and in those areas where the security is high. Economic: It is the level of spending the local government does, taxation, growth of the country, unemployment, rates such as interest and inflation. Country such as Pakistan is one of the developing countries. This country has seen the growth but the interest rates and the inflation rates has been double in over few years but people living there are more keen to have fast food restaurants and a places like these so that there can be an increase in the economy. Social Factors: Social relates to age, gender race etc. It is the standard of living which the people adopt. Technological Factors: These factors are the inventions, research and development and information systems. In Pakistan, investments in terms of social and technological will increase the competition and requires a lot of investment. BK can invest in salads, and low fat food but again there will be a danger for moving away from its identity. It can be good economic purposes of changing their policy to sell high calorie menus because there are few costs which are attached to it. Investments in terms of technology can give an advantage over its competitors such as McDonalds. They can open up a call centre which can be centralizing where the customers can place their orders online. This will increase speed of the customer services and will cut the staff cut. After analyzing the current situation in Pakistan with the help of macro environmental analysis, we can conclude that opening a chain of Burger King, it will not be difficult for them to make money because there are so many restaurants today who have lock their suppliers and the largest companies which are already operating in Pakistan such as McDonalds have the high bargaining power and are able to bare cost such as advertisement. BK can invest more on the products and technology, they can advertise heavily on their new products so that they can attract more customers towards themselves, (Mowen, 2001). Porter 5 Forces Model Porter 5 forces model deals with factors that is outside the industry that influence the environment of competition. A firm has to know about the industries in which it is operating and should know how to compete in the market. It the forces from the competition can be drive. Competition can be created by the interaction of 5 forces which is the threat of new entrants, the power of suppliers, the power of buyers and the threats of substitute. The threats of new entrants are very high because of the fact that it does not require high investment to open up a small restaurant. But BK can advertise heavily on the advertisement where by the customers can only buy the burgers for them. Burger King appears to be in the list of those industries that have the recognized brand with all their benefits are linked with new customers so that they can attract. Supplier power: for the burgers, the ingredients require are just meat, buns and soft drinks, which can be supplied by any of the supplier and there are other supplies which also provide the services such as restaurants premises including the equipment and staff. Golden state foods started supplying McDonalds but now they are supplying the beef and other products to KFCs and BKs as well. There should always be an upper hand on the supplier by the firm. Burger King has a large number of franchised outlets almost 89%. Since after the increase in franchise for BK, they have the limited control over the franchisees and that is the main reason why there are experiencing problems in removing their supplier again and again, Bk seems to be unhappy with the supplier every time. There is a low buying power in the burger industry. It depends on the customers and their taste to which burger to want to have. There is low switching cost and lots of substitute available so the buyer power has increase. As we all know that there are so many substitutes available, there is lots of restaurant and therefore the threat of substitute is relatively very high. And this is the reason why the fast food restaurant like McDonalds and BK do more branding in order to attract more customers. Competitive Rivalry in the burger restaurant is high because there are so many restaurant but we look for the differentiation, BK promotes its burger as the tastiest burgers because it is flame grill. Differentiation is only weapon in this industry, and those customers who have realized the taste can reduce the competitive rivalry (Kurtz, 2008). Competitors Analysis Analysis of the competitive is very important and useful in the sense that the company should know how their rivals are operating and performing. This evaluation is very critical for the use of strategy formulation. A company has to identify the factors both the external as well as the internal to the organisation which can impact the forces. These factors can affect the companys objective and the goals because on these factors they can change their strategy. When KFC came in to the market, they follow the initiates of Burger King and follow the price cut strategy; it was named as the Big King competitor to the Big Mac. When Burger King came to know about this strategy they responded by: BK lowering the prices and cutting the cost on their standardize menu based on burgers, fries and soft drinks. Revenue and growth for BK are the mixture of their strategy but in the late 1990s, the volume was falling especially in US which cause their market share to decline as well. BK boosts their volume by cutting the prices and behaves accordingly to the competitors. They then use their resources and capabilities to turn into a financially strong company. The strategy used by KFC get an aggressive response from Burger King but the burger market in the world today faces a lot of competition between Burger King, McDonalds and KFCs. Source: (Youngman, 1998) Strategic Analysis For the strategic analysis it is very important to define the industries broadly, there should detailed analysis on the competition through which they can focus on the markets that are drawn narrowly in terms of both the products and geography. In the strategic analysis, the process of industries which has many dimensions is divided into segmentations. In an industry, sub markets can be differentiating through Segmentation. A company can sometimes avoid competition if they change their strategy into the segmentation. Burger King has maintained its sales by selling more Whoppers. They analyse probability at the level of customers individuality. Through Segments, key success factors can be differing. In the restaurant industry such as Burger King and McDonalds, the success of an industry can be analyse by segmenting the customers of the fast food and the luxury restaurant, (Grant, 2005). Conclusion Recommendations When the company have enough resources to utilize to its capability, the company just focus on those products for the customers demand more. After the success in the domestic market, company tries to exploit in the international market. But first they will analyse the factors which can affect them in operating in that country. They have to understand the objective that has been set by the competitors and looking into it they should make their own international strategy. There will be an effect on the market share, if the competitor is a large company, this can be a threat to the company who is entering into the market.

Campaign Strategy Essay

1) What are the goals of the campaign? 2) What questions need to be answered to reach those goals? This is a list of general campaign questions to help start your research process. These are not research questions. Each general campaign question should generate a list of more specific research questions. For example, â€Å"What is the issue/problem?† could lead to the question, â€Å"What is the history of lead poisoning in our community?† General questions to ask about a campaign: 1. What is the issue/problem? (Understand their arguments.) 2. What are the solutions or alternatives? (Develop our arguments.) 3. Who else is trying to change the problem, how effective are they, and what are their solutions? (Potential allies. Locate a niche. Avoid obstacles and duplication of effort.) 4. Who can implement those solutions? Who has the power? (The Targets) 5. What kind of campaign would it take to convince them? (Feasibility test.) A. How long would victory take? What are the time constraints? B. What are tactics and paths to a victory? C. What are the opportunities or obstacles? D. What has worked for other organizations on similar campaigns? 6. Who are the other players? A. Who would support change? (Allies) B. Who opposes change? (Opposition) C. Who could become allies/opposition, but are currently neutral? 7. Does our base have the power and resources to win this campaign? 8. Will this campaign build our movement, base, or organization? WHAT IS A CAMPAIGN STRATEGY? A campaign can be seen as an organised, purposeful effort to create change, and it should be guided by thoughtful planning. Before taking action, successful campaigners learn as much as possible about: * the existing situation * who is affected by the campaign issue both positively and negatively * what changes could improve the situation * what resources, tactics and tools are available to implement a campaign that will address the issue. Campaigners use this knowledge to create their strategy, which guides them in planning, implementing, marketing, monitoring, improving and evaluating their campaign. A campaign strategy should answer the †¨following questions: Problem, Vision, Change 1. What problem are you confronting? 2. What is your vision of how the world will be, once the problem is resolved? 3. What change/s would bring about this vision? Stakeholders, Relationships,Targets 4. Who is affected, positively or negatively, by the problem? 5. How are these people or groups related to the problem and to each other? 6. Who are you trying to reach? 7. If your campaign is successful, who will be affected? Answering key questions repeatedly, at each stage of your campaign, about the problem, solution, stakeholders and targets as well as the tactics, message and tools you will use, will help develop your campaign strategy. Your campaign strategy will guide what you do and it should be updated regularly as the campaign is implemented and the situation changes. CREATE A COMMON VISION It’s useful to involve your whole campaigning group in exploring the problem, your vision and the changes sought: a shared understanding of the problem will stimulate ideas about possible actions to take, and will also help your group to stay motivated and focussed during the campaign. Creating a common vision will also help determine ways to monitor, and adjust the implementation of, the campaign if necessary. Activity 1: PROBLEM – SOLUTION – CHANGE 1. Discuss and decide, as a group, what core problem your campaign seeks to address. Elaborate all the adverse effects of this problem. 2. Each person in the group should create their own answer to the following question: What would a world without this problem be like? * Use words, diagrams, illustrations. * Imagine unlimited resources (money, power, etc). * Discuss and enumerate all the benefits of this proposed world. 3. Combine your individual visions of the future to create a single common vision for the campaign. Discuss in depth which broad actions or changes would resolve the problem you identified, so as to arrive at the world you have envisioned. These necessary actions are the main focus of your campaign. Discuss the scope of your campaign: decide whether it has multiple components (sub-campaigns). If it does, you may choose either to narrow the focus of your campaign or create a multiple-campaign strategy. UNDERSTAND THE CAMPAIGN’S STAKEHOLDERS Stakeholders are people, groups, organisations, or institutions that are connected to your issue. They may support your campaign, be adversely affected by the issue in question, have the power to change the situation, or even be responsible for the problem you have identified. An important task when designing your campaign is to learn as much about the stakeholders as possible. You should: * Understand each stakeholder’s relationship to the problem and your proposed solution * Define the relationships between different stakeholders * Determine the ability and willingness of stakeholders to help or hurt your campaign * Identify which of these stakeholders your campaign should concentrate on to create the change your desire. Activity 2: MAPPING STAKEHOLDERS AND THEIR RELATIONSHIPS Start creating a map in which entities with a stake in your issue are represented as circles, or nodes, and lines between these circles represent relationships. It is good to use sticky papers (post-it notes) for this activity because they can be moved about as required. 1. Discuss the interaction that is at the root of the problem your campaign wants to address. Who creates the problem? Who is affected by it? How and why are these entities connected to one another? 2. Continue, taking notes as you go along, until you can identify the interaction between entities (nodes) that most represents what you seek to change. 3. Identify all of the nodes between which this kind of interaction is happening. 4. Place these nodes at the center of your map. 5. Identify the relationships of these central nodes with others nodes on your map. Start locally and move outward regionally, nationally, internationally and globally, if relevant. Depending on your problem, expand your map with two or more levels of nodes (marking these in a clear way): * First level: entities with direct contact to the central nodes (family / local) * Second level: entities with contact to the first level (regional / national) * Third level: nodes with general influence on the issue (international / institutional) 6. Next, draw lines representing relationships between these nodes and identify the kind of relationship they have; for example: * Power * Mutual benefit * Conflict * Potential After mapping out as many stakeholders as you can, you will have a graphic representation of your stakeholders’ relationships with your issue. Next you should analyse how your stakeholders may help achieve the change/s you seek. For more information on how to do this, see New Tactics in Human Rights Tactical Mapping. Activity 3: FROM STAKEHOLDERS TO TARGETS Begin defining specific objective/s of your campaign. Consider each stakeholder’s level of support and level of influence in the context of your campaign objective/s. 1. In simple, active terms, define what would resolve your problem and bring about the change you seek. Your objectives should be specific, measurable, achievable, realistic, and time-bound. 2. Using the list of the stakeholders from the previous activity, identify as many as possible who could help achieve your objective. 3. Draw a horizontal and a vertical axis on a large sheet of blank paper (shown here). Place the stakeholders as follows: * The vertical axis represents their level of influence in achieving the goal of your objective from most influential (top) to least influential (bottom). * The horizontal axis represents whether they are likely to oppose (left) or support (right) your campaign. 4. After you place all the stakeholders on the paper, identify the most influential entities or individuals as potential primary targets, those who can make the change you seek. Note their level of support or opposition for this change. 5. Discuss the relationship of these entities to other stakeholders. You may already have this information on your stakeholder map from Activity 2. 6. Identify stakeholders who support your campaign and have influence on or relationships with your primary target group. They are your secondary targets, or participant groups, who could become actively involved in helping your campaign achieve its goals. Locate them on your graph and identify two or three participant groups to concentrate on. (Adapted from The Change Agency’s Power Mapping exercise.) Activity 4: FROM TARGETS TO TACTICS Now you have identified the target audiences that your campaign needs to communicate with, and what relationships they have with other entities with a stake in the problem, you can consider what tactics will best address your target and participant groups? 1. Draw a half-circle, divided into wedges. Place those who most support your campaign on the left side of the spectrum; those who oppose you the most on the right. 2. Use your maps and sticky papers, placing each target and stakeholder in a wedge according to their level of support for your cause. The result is a spectrum of stakeholders, a few of whom you have identified as primary or secondary targets. A five-wedge diagram would include the following: a. Active allies: supportive and motivated to achieve your goals b. Allies: may benefit from your success c. Neutral parties: may not be involved or affected currently d. Opponents: may suffer from your success e. Active opponents: actively interfere with your activities 3. Use this diagram to help decide which tactics to consider, depending on each stakeholder’s location on the spectrum. For example: f. Supportive: use mobilisation tactics g. Neutral: use educational. visualisation tactics h. Opposing: use disruption, interference tactics (Adapted from New Tactics in Human Rights’ Spectrum of Allies exercise.) This card was created by Namita Singh and Ali Gharavi in collaboration with Tactical Tech. There are four essential elements to every successful capital campaign: the Case; Leadership; Prospects; and, the Plan. This article is last in a series addressing each element and will focus on designing a successful capital campaign plan. You cannot do everything at once, but you can do one thing at a time. Begin by designing a comprehensive campaign strategy that works well you and your organization. Every successful campaign begins with a plan. The campaign plan is a detailed set of procedural guidelines for campaign leaders and volunteers. The successful campaign plan is built with two overriding principles in mind: (1) Anything other than a complete success is entirely unacceptable; and (2) To ensure the complete success of this fundraising effort, the campaign must be formally declared (and treated) as the primary institutional priority of the organization throughout the fundraising timetable. Recognizing and stating these basic truths puts you into the mindset to make the dec isions and commitments necessary for a successful campaign. From there, we begin to incorporate essential fundraising elements into a comprehensive strategy. Just as there are the four essential elements of a successful campaign (Case, Leadership, Prospects and Plan) there are many vital techniques at work within a good fundraising plan, among them the use of: personal visits, a phased approach, specific gift requests, lead and major gift solicitation, pledge type gifts. Personal visits always yield more money. People give to people—people they love, people they admire, people they respect and even people they fear. Often it is the personal relationship of the volunteer making the request that has the most sway with the potential donor. Our classic technique demands that we employ a phase-by-phase approach to our fundraising, always asking for the largest gifts first, and then medium sized gifts and finally smaller gifts. This ensures that we create enthusiasm and build momentum. Our success, as evidenced by our rapidly rising fundrais ing totals and our large average gift, will pull undecided people toward us and encourage them to give. Victory has a thousand fathers, yet defeat is always an orphan. One of the most important concepts we must use is to ask for a specific gift. We should be asking mostly with a view of our need in mind, but with some view of their means in mind as well. As we articulate the request, we want to make it clear that the reason we are asking them for this specific amount is because we need it if we are to succeed. It is important that they not get the sense that we are asking them for this amount just because we think they have it, or because we think that is what they â€Å"ought to give,† but only because â€Å"we have this enormous need and a limited number of people of means to whom we can turn.† If people are going to help you achieve ambitious plans, they need to know what is required of them. You must always ask for the specific gift. Every campaign that is successful in reaching its potential is going to do a good job of soliciting Leadership and Major Gifts. Clearly some families are especially able to help because of their material blessings. Within the fundraising industry, it is a well-known fact that approximately 80% of the money (or more) will come from just 20% of the people (and sometimes fewer). These Leadership and Major Gifts set the pace for others to follow and they provide the financial foundation upon which to build a successful campaign. Much time is spent, early in the campaign, trying to determine who should be challenged to consider a gift of this significant nature. A well-run campaign will always stress equal effort, equal stretching or even equal sacrifice from every prospective donor, but not equal giving. Each prospect should be encouraged to do their individual best. Another element of a successful campaign plan is to offer people the opportunity to make pledges, rather than one-time gifts, and to offer longer pledge redemption periods where appropriate and possible. Depending upon the length of the pledge redemption period, pledges are usually two—three times larger than one-time contributions. In today’s busy world, people often budget their money very carefully. If a family were going to give you $100 per month, you would rather have that run for 60 months (5 years) than 36 months (3 years), would you not? Narrowing the pledge collection period is not going to get this family (which is giving out of current income) to pay the money any sooner. It will merely get you a smaller pledge. There are many other important aspects of a solid fundraising plan, including: Financial Goals and Objectives Clearly stated goals tied to both the leaders responsible for attaining them and the timeline over which they are to be accomplished. A Detailed Campaign Timetable Giving form to function, the timetable gives us an orderly way to approach a complex task, ensuring the most important things are going to be done first. Organizational Chart Clarifying the responsibilities of each campaign leader and showing everyone how they are related to one another. Description of Leadership Roles and Responsibilities Written instructions delineating the job responsibilities of each leader/volunteer. Campaign Phases and/or Divisions and Tracks of Activity Another form of timeline, breaking out major phases of activity and tracks of action. Many phases may go on simultaneously, while others will be the only activity underway at that given time. Lead and Major Gift Programs This most important track of activity begins during the early quiet phase of the campaign and continues until the potential for such gifts has been exhausted. Commemorative Gift Plan A comprehensive plan to commemorate the gifts of your campaign donors, especially major and leadership donors which might include naming opportunities, public recognition and memorabilia that you can give to outstanding leaders/donors (such as a scale model of a building, etc.). Keep in mind that the plan may evolve as the campaign moves forward. Often this is a function of actual early results, and who is giving at what levels. Who is accepting a leadership role? Preparing a detailed timetable and organizational chart is a good way of measuring the progress of the campaign in relation to the plan and detecting when necessary adjustments or revisions may be needed. It also provides a specific measure of accountability. Establish goals for each constituency and phase. Everyone needs to know what is expected of him or her! A statistical summary of the number and level of gifts required to reach the campaign goal for each phase of activity should be kept regularly. This list should be constantly monitored against progress to date and should be consulted daily to develop a precise order of solicitation, thus providing us a plan and timetable for asking. In summary, the campaign plan is one of the four essential elements of a successful capital campaign and must be carefully researched and crafted. Remember to keep a close eye on the fundraising plan and modify it in view of your actual experiences. The plan is your road map to success. Remember, it is static while the world is very dynamic. Use the plan as your basic guide, maintaining your liberty to deviate from it briefly where called upon, and you will find it serves you quite nicely and leads to your fundraising success.

VSEPR Theory Definition in Chemistry

Definition: VSEPR is the acronym for Valence Shell Electron Pair Repulsion theory. VESPR is a model used to predict the geometry of molecules based on minimizing the electrostatic repulsion of a molecules valence electrons around a central atom. Pronunciation: vesper

Addiction Meeting At Herrin Hospital - 1212 Words

Addiction Meetings Jaime Payne Adventist Health University There are many programs dealing with changing addictive behavior. Addiction is a huge problem in the world today and has grown throughout the years. Addiction can be attributed to substance abuse, drugs and alcohol, but can also be some sort of behavior addiction. There have been many programs that have been formed to help people with varying sorts of addictions. When I looked up programs in my area, for example, I was very surprised of the number of differing programs and varying dates and times that they were offered as well as the number of them. There were all different days with morning, afternoon, and evening times for them. I was very surprised that†¦show more content†¦Sometimes people are court ordered to attend these programs. This way, these people can either choose to make a change or else complete the time that they were ordered to attend and then go back to what they were doing previously. I have honestly seen both ways. I have a brother who was court ordered t o attend one of these programs. He completed the program but was unfortunately not willing to make changes at this time. So afterwards, we were back to the same shenanigans when he was done. Later however, when he was ready, he decided to make the changes necessary and was able to complete that with outpatient help. These programs really have good intentions, and it is great that there are so many options to make sure that everyone is comfortable. However, it is definitely up to the person themselves on whether they want to make the changes or are just going through motions with no intention to change. With substance addiction, there is obviously a detoxification period that needs to occur. This can be one of the hardest parts for the people wanting to quit abusing substances. This is when there are changes that occur to not only the mind but the body of the individuals. If they are able to get past this part, then it makes it easier to make the later changes that need to be made. This is where a lot of people get hung up. When trying to detox, they do not like how it feels. They get sick and it makes them change