This paper is for a Regulatory Environment in Health Care class.

Note: For the purposes of this assignment, and for the sake of clarity, let us refer to the duty to treat as the duty to serve.

Write a two to three page paper that contrasts the duty to serve between grocery stores, restaurants, and hotels (as one group), and hospitals (as the other group).

Support your thoughts with legal arguments
You might consider how the very nature of the two providers differs.
Consider also what people seek from each group.
Consider what each group offers.
What is the expectation in each case?
Cite sources to your writings from your text and/or internet, articles, etc.

Criteria
Ratings

1.
Topic is directly relevant to the project assigned.
10 9 8 7 6 5 4 3 2 1

2.
Paper is well organized, of correct length, exhibits correct and appropriate grammar, punctuation, spelling, syntax, and word usage.
10 9 8 7 6 5 4 3 2 1

3.
Paper covers bulleted points.
10 9 8 7 6 5 4 3 2 1

4.
Paper cites sources.
10 9 8 7 6 5 4 3 2 1

5.
Paper takes into consideration readings from the text and or other source materials.

You are to write a 14-page paper. A Word Count Totaling 4,200 Words for this Paper. The Paper Format Must Be Times New Roman and Doubled-Spaced. Read the Case Study and at the end of the case study, are questions, Answer the Discussion Questions.'State the Question First', and then continue to answer. Be Sure to Properly Cite Sources Using APA Format. **For Outside Sources, Use Internet Only.**

Starbucks Corporation: Competing in a Global Market
Starbucks Corp. in a Seattle, Washington-based coffee company. It buys, roasts, and sells whole bean specialties coffee and coffee drinks through an international chain of retail outlets. Is beginning as a seller of packaged, premium specialty coffees, Starbucks has even fall into a firm known for its coffee houses, where people can purchase beverages and food items as well as package whole bean and ground coffee. Starbucks is credited with changing the way Americans and people around the world view and consume coffee, and its success has attracted global attention. Starbucks has consistently been one of the fastest-growing companies in the United States. Over a 10-year period starting in 1992, the companys net revenues increased at a compounded annual growth rate of 20 percent, to $3.3 billion in fiscal 2002. Net earnings have grown at an annual compound growth rate of 30 percent to $218 million in fiscal 2002, which is the highest reported net earnings figure in the companys history. As Business Week tells it: On Wall St, Starbuck is as great growth story. Its stock, including four splits, has soared more than 2,200 percent over the last decade, surpassing Wal-Mart, GE, Pepsi-Cola, Coca-Cola, Microsoft, and IBM in total return. Now at $21 {September 2002}, it is hovering near its all-time high of $23in July {2002}, before the overall market drop.
To continue this rapid pace of growth, the firms senior executives are looking to expand internationally. Specifically, they are interested in further expansion in Europe (including the Middle East), Asia-Pacific (including Australia and New Zealand), and Latin America. Expanding in these three Continents presents both a challenge and an opportunity to Starbucks. While the opportunity of increased revenues from the further expansion is readily apparent to the companys top management, what is not clear is how to deal with the growing anti-globalization sentiment around the world. This case looks at issues that are rising as Starbucks seeks to dominate specialty coffee markets around the world and explore what changes in strategy might be required.
Background
In 1971, 3 Seattle entrepreneurs Jerry Baldwin, Zev Siegl, Gordon Bowker started selling whole bean coffee in Seattles Pike Place Market. They named their store Starbucks, after the first mate in Moby Dick. By 1982, the business had grown to five stores, a small roasting facility, and a wholesale business selling coffee to local restaurants. At the same time, Howard Schultz had been working as VP of US operations or Hammarplast, a Swedish housewares company in New York, marketing coffee makers to a number of retailers, including Starbucks. Selling Starbucks, Schultz was introduced to the three founders, who have been recruited him to bring marketing savvy to their company. Schultz, 29 and recently married, was eager to leave New York. He joined Starbucks as manager of retail sales and marketing. A year later, Schultz visited Italy for the first time on a buying trip. He noticed that coffee is an integral part of the culture in Italy; Italians start their day at an espresso bar and later in the day return with their friends. There are 200,000 coffee bars in Italy and about 1,500 in Milan alone. Schultz believed that, given the chance, Americans would pay good money for a premium cup of coffee and a stylish place to enjoy it. Enthusiastic about his idea, Schultz returned to tell Starbucks owners of his plan for a national chain of Cafs styled on Italian coffee bar. The owners, however, did not want to be in the restaurant business. Undaunted, Schultz wrote a business plan and begin looking for investors. By April 1985 he had opened his first coffee bar, I1 Giornales (named after the Italian newspaper), where he served Starbucks coffee. Following I1 Gionales immediate success, he expanded to three stores. In 1987, the owners of Starbucks agreed to sell the firm to Schultz for $4 million. The I1 Gionale coffee bar to the name of Starbucks. Convinced that Starbuck would one day be in every neighborhood in America, Schultz focused on growth. At first, the companys loses almost doubled (to $1.2 million in fiscal 1990), as overhead and operating expenses ballooned with the expansion. Starbucks lost money or three years running, and the stress was hard on Schultz, but he stuck to his conviction not to sacrifice long-term integrity in values for short-term profits. In 1991 sales shot up 84 percent, and the company turned profitable. In 1992 Schultz took the firm public at$17 a share. Believing that the market share and name recognition are critical to the companys success, Schultz continued to expand the business aggressively. Schultz observes, There is no secret sauce here. Anyone can do it. From the beginning, Schultz has professed a strict growth policy. Although many other coffeehouses or espresso bars are franchised, Starbucks owns all of its North American stores out right, with the exception of license agreement in airports. Further, rather than trying to capture all the potential markets and still is possible, Starbucks goes into a geographic market and tries to complete the dominate it before setting its sights on further expansion. Using this strategy, Starbucks has grown from 17 coffee shops in 1987 to 5,688 outlets in 28 countries by the end of the fiscal 2002. It also employed over 60,000 individuals, including approximately 50,000 in retail stores at the end of 2002. Starbucks Corp. is organized into two business units that correspond to the companys operating segments: North American and International. In 1995, Starbucks Coffee International, a wholly owned subsidiary of Starbucks coffee Co., was set up to the build Starbucks business outside North America, including opening company owned, licensed, and joint venture based retail stores worldwide. A recent article in Business Week notes: Starbucks also has a well seasoned management team. Schultz, 49, step down as chief executive in 2000 to become chairman and chief global strategist. Orin Smith, 60, the companys number cruncher, is now CEO and in charge of day-to-day operations. The head of North American operations is Howard Behar, 57, a retailing expert who returned last September, after retiring. The management trio is known as H2O, for Howard, Howard, and Orin.
The Starbuck Model
Schultzs goal is to: establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining uncompromising principles as we go. The companys 25 year goal is to become an enduring, great company with the most recognized and respected brand in the world, known for inspiring and nurturing the human spirit. The companys mission statement articulates several guiding principles to measure the appropriateness of the firms decisions. In describing Starbucks unique approach to competition, Fortune notes the strategy is simple: blanket an area completely, even if the stores cannibalize one anothers business. A new store while often capture about 30 percent of the sales of a nearby Starbucks, but the company considers that a good thing. The Starbucks everywhere approach cuts down on delivery and management costs, shortens customers line at individual stores, and increases foot traffic brought all the stores in an area. Last week 20 million people bought a couple copy at a Starbucks. A typical customer stopped by 18 times a month; no American retailer has a higher frequency of customer visits. Sales have climbed an average of 20 percent a year since the company went public. Even in a down economy, when other retailers have taken a beating Starbucks store traffic has arisen between six percent and eight percent a year. Perhaps even more notable is the fact that Starbucks has managed to generate those kinds of numbers with virtually no marketing, spending just 1 percent of its annual revenues on advertising. Retailers usually spend 10% or so of their revenues on ads. Business Week adds: clustering stores increases total revenue and market share CEO Orin Smith argues, even when individual stores poach on each other sales. The strategy works, he says, because of Starbucks size. It is large enough doors or office at existing stores as new ones open up, and so the overall sales grow beyond what they would have with just one store. Meanwhile, its cheaper to deliver to and manage doors located close together. And by clustering, Starbucks can quickly dominate a local market. And Schultz points out: market is much larger than we originally thought in most cases local competitors benefit from our arrival because of the expansion of the marketplace. Our strategy is never to eliminate or hurt the competition. We never underpriced our coffee and its clear that we position ourselves so not to undercut the pricing structure in the marketplace. Schultz observes that the company is still and its early days of growth worldwide. We are opening three or four stores everyday, he notes. We go strongly that the driver of the equity of the brand is directly linked to the retail experience we create in our stores. Our commitment to growth of the company is significant and will continue to be based on the long-term growth potential of our retail format.

Securing the Finest Raw Materials
Starbucks coffee quality begins with the purchase of high-quality Arabica coffee beans. Although many Americans were arranged on a commodity like coffee made from more quality robusta beans (or Arabic beans mixed with less expensive filler beans), Starbucks coffee is strictly Arabic, and the company ensures that only the highest quality beans are used. David Olsen, the companys then senior vice president and then chief coffee procurer, scoured mountain trails in Indonesia, Kenya, Guatemala, and elsewhere in search of Starbucks premium beans. His standards were demanding, and he conducted exacting experiments in order to get the proper balance of flavor, body, and acidity. From the companys inception, it has worked on developing relationships with the country should from which it buys coffee Beans. Traditionally, Europeans and Japanese bought most of the premium coffee beans. Olsen sometimes had to convince coffee growers to sell to Starbucks especially since American coffee buyers are notorious purchasers of the dregs of the coffee beans. In 1992 Starbucks in a new precedent by outbidding European buyers for the exclusive Narino Supremo Bean crop. Starbucks collaborated with a mill in that tiny town of Pasto, located on the side of the volcano Galero. There they set up a special operation to single out a particular Narino Supremo coffee bean, and Starbucks guaranteed to purchase the entire yield. This enabled Starbucks to be the exclusive purveyor of Narino Supremo, purportedly one of the best coffees in the world.

Vertical Integration
Roasting the coffee bean is close to an art form at Starbucks. Starbucks currently operates multiple roasting and distribution facilities. Roasters are promoted from within the company and trained for over a year, and it is considered quite an honor to be chosen. The coffee is roasted in a powerful gas-fired drum roaster for 12 to 15 minutes while roasters use sight, smell, hearing, and computers to judge when beans are perfectly done. The color of the beans is even tested in an Agtron blood cell analyzer, with the whole batch being discarded if the sample is not deemed perfect.

The Starbucks Experience
According to Schultz, we are not just selling a cup of coffee, we are providing an experience. In order to create American coffee enthusiasts put the dedication of their Italian counterparts, Starbucks provides a seductive atmosphere in which to imbibe. Its stores are distinctive and sleek, yet comfortable. Though the sizes of the stores and their formats vary, most are modeled after the Italian coffee bars where regulars sit and drink espresso with their friends. Starbucks stores tend to be located in high traffic locations such as malls, busy street corners, and even grocery stores. They are all well lighted and feature plenty of light cherry wood and artwork. The people who prepare the coffee are referred to as baristas, Italian for bartenders. Jazz or Opera music plays in the background. The storage to range from 200 to 4000 square feet, with new units tending to range from 1500 to 1700 square feet. In 2003, the average cost of opening a new store including equipment, inventory and leasehold improvements is in the neighborhood of $350,000;a flagship store cost much more.





Building a Unique Culture
While Starbucks enforces almost fanatical spenders about coffee quality and service, a policy of Starbucks reward employees is laid-back and supportive. They are encouraged to think of themselves as partners in the business. Schultz believes that had the employees are the key to competitiveness and growth. We can achieve our strategic objectives without workforce of people who are emerged in the same commitment as management. Our only sustainable advantage is the quality of our workforce. We are building a national retail company by creating pride in and stake in the outcome of our labor. On a practical level, Brooks promotes and in court employee cloture through generous benefits programs, an employee stock ownership plan, and thoroughly employee training, each employee must admit me 24 hours of training. Classes cover everything from off the huge tree to a seven hour workshop called Brewing the Perfect Cup at Home. This workshop is one of five classes and all employees must take during their first six weeks with the company. Reports Fortune: its silly, softheaded stuff, though basically, of course, its true. Maybe some of it sinks in. Starbuck is a smashing success, thanks in large part to the people who come out of these therapy-like training programs. Annual barista turnover at the company is 60 percent compared with 140 percent for hourly workers in the fast food business. Starbucks offer its benefits package to both part-time and full-time employee. The package includes medical, dental, vision, and short-term disability insurance, as well as a paid vacation, paid holidays, mental health/chemical dependency benefits, and employee assistance program, a 401(k) plan and a stock option plan. They also offer dependent coverage and same-sex partners. Schultz believes that without these benefits, people do not deal financially or spiritually tied to their jobs. He argues that stock options and the complete benefits package increased employee loyalty and encourage attentive service to customer. Employee turnover is also discouraged by Starbucks Stock option plan known as the Bean Stock Plan. Implemented in August of 1991, the plan made Starbucks and the only private company to offer stock options unilaterally to all employees. Starbucks concern for all employee welfare expands beyond its retail outlets coffee producers. The companys guidelines call for overseas suppliers to pay wages and benefits that address the basic needs of workers and their families and to allow a child labor only when it does not interrupt required education. This move has set a precedent for other importers of agricultural commodities.
Leveraging the Brand
Multiple Channels of Distribution. Besides its stand-alone stores, Starbucks has set up cafs and carts in hospitals, banks, office buildings, supermarkets, and shopping centers. And other distribution agreements have included office coffee suppliers, hotels, and airlines. All this coffee is a large segment of the coffee market. Associated services (an office coffee supplier) provides Starbucks coffee exclusively to thousands of busineses around the United States. Starbucks has deals with airlines, such as an agreement with United Airlines to provide Starbucks coffee to Uniteds nearly 75 million passengers a year. Starbucks, through a licensing agreement with Kraft Foods Inc., offers its coffee in grocery stores across United States.
Brand Extension
In 1995, Starbucks launched a line of packaged and prepared tea in response to growing demand for teahouses and packaged tea. Tea is a highly profitable beverage for restaurants to sell, costing only 2 cents to 4 cents a cop to produce. As its tea became increasingly popular, in January 1999 it acquired Tazo, a Portland, Oregon based to a company. Starbucks coffee is also making its way onto grocery shelves via a carefully planned series of joint ventures. An agreement with Pepsi-Cola brought a bottle version of Starbucks Frappuccino (a cold, sweetened coffee drink) to store shelves in August of 1996. In another 50-50 partnership, Dreyers Grand Ice Cream Inc., distributes seven quart products and two bar- products of Starbucks coffee ice cream. Other partnerships by the Company are designed to form a new product association with coffee. For instance, the companys music subsidiary, Heart Music, regularly releases CDs, some in collaboration with major record labels that are then sold to Starbucks retail stores. While Starbucks is the largest and best-known of the coffeehouse chain and its presence is very apparent in metropolitan areas, the firms estimates indicate that only a small percentage (about 7 percent) of the US population has tried its products. Distribution agreement and the new product partnerships, Starbucks hopes to capture more of the US market.
International Expansion
For many years analysts have absurd that the US coffee bar market may be reaching saturation. They point to market consolidation, as bigger players snapped up some of the smaller coffee bar competitors. Further, they note that Starbucks is also maturing, leading to a slowdown in growth of unit by them and firm profitability. In response, some argue, Starbucks has turned its attention to foreign markets for continued growth. For instance, Business Week notes: To duplicate the staggering returns of its first decade, Starbucks has no choice but to export its concept aggressively. Indeed, some analysts give Starbucks only two years at the most before it exaggerates the US market. The chain now (in August 2002) operates 1,200 international outlets, from Beijing to Bristol. That leaves plenty of room to grow. Indeed, about 400 of its planned 1200 new stores this year will be built overseas, representing a 35 percent increase in its foreign base. Starbucks expects to double the number of its stores worldwide, to 10,000 in three years. However, of the predicted three of four stores that will open each day, the majority will continue to be in the United States.
Early Expansion
In 1995, the firm established a subsidiary called Starbucks coffee international. At that time, the subsidiary consisted of 12 managers located in Seattle. Today, the subsidiary is led by Australian expatriate Peter Maslen and is staffed with about 180 experienced multinational and multilingual managers located in Seattle and three regional offices around the world. This group is responsible for all Starbucks business development outside North America, including developing new businesses, financing and planning stores, managing operations and logistics, merchandising, and training and developing Starbucks international managers. Starbucks first non-North American store was opened in 1996 in Tokyo. In reflecting on this early step in internationalizing the chain, Schultz notes: Two years prior to opening up in Japan, we hired its blue-chip consulting firm to guide us to succeed here. Basically, they said we would not succeed in Japan. There were a number of things they told us to change. They said we had to have smoking, but that was non-starter for us. They also said no Japanese would ever lose face by drinking from a cup in the street. And third, they said that given the high rent, stores could not be larger than 500 square feet well, our no smoking policy made us an oasis Japan. As for our to go business, you cannot walk down a street in Tokyo today and not see someone holding a cup of Starbucks coffee. And our store size and Japan is identical to our store size and United States, about 1200 to 1500 square feet. It just shows the power of believing in what you do. And also that Starbucks is as relevant in Tokyo, Madrid, or Berlin as it is in Seattle.
The Starbucks Way
According to US News & World Report
When venturing overseas, there is a Starbucks way. The company finds local business partners in most foreign markets it tests each country with a handful of stores in trendy districts, using experienced Starbucks managers. It sends local baristas to Seattle for 13 weeks of training. Then it starts opening stores by the dozen. Its called the lineup does not vary, but Starbucks does adapt its food to local tastes. In Britain, it won an award for its mince pies. In Asia, Starbucks offers curry puffs and meat buns. The company also fits its interior dcor to the local architecture, especially in historical buildings. We do not stamp these things out cookie cutters style, says Peter Malsen, president of the Starbucks coffee international. Although Starbucks is committed to owning its North American stores, it has sought partners for much of its overseas expansion. As Catherine Lindemann, SVP of operations for Starbucks international describes it: Our approach to international expansion is to focus on the partnership first, country second. We rely on the local connection to get everything up and working. The key is finding the right local partners to negotiate local regulations and other issues. We look for partners who share our values, culture, and goals about community development. We are primarily interested in partners who can guide us through the process of starting up in a foreign location. We look for firms with (1) similar philosophy two hours in terms of shared values, corporate edition should, and commitment to be in the business for long-haul, (2) multi-unit restaurant experience, (3) financial resources to expand the star Bob confab rapidly to prevent imitators, (4) a strong real estate experience with knowledge about how to pick prime real estate locations, (5) knowledge of retail market, and (6) the availability of people to commit to our project.
In an international joint venture, it is a partner that used to store sites. Each are submitted for approval to Starbucks, but the partner does all of the preparatory and selection work. Cydnie Horwat, VP for international assets development systems & infrastructure, explains how Starbucks market entry plan starts with brand building, which then facilitates rapid further expansion in a country: when first entering a market, we are looking for different things in the first one to three years that later on. During these early years, we are building our brand. Our stores and the biggest source of advertising, since we do not do a lot of separate advertising. So we have higher investment in stores in the first three years. About 60 to 70 percent of the stores opened in the first three years are or high brand builders. Adds Horwat: First, we looked for a dreamy visible site in well trafficked areas and focus on three major factors: demographics, branding potential, and financials. Second, we categorize sites on an A to D scale. A sites are signature sites that are qualitatively superior to all other sites within the trade area [an area within Starbucks chooses to locate one store]. We rarely take a C or D store. Third, we ask our international market business unit (MBU) to send in the site submittal package with quantitative and qualitative measures, such as how the site meets Starbucks established criteria and the partners agreed upon criteria. This package is reviewed by a number of functional units operations, finance, an real estate within the international group. Fourth, we moved into the design phase, which is done in Seattle using information provided by the partner. Negotiate the least with the landlord and the initiate the construction when the appropriate permits are obtained. Finally, we turned over the store to operations. The whole process takes about 13 to 16 weeks from start to finish.
Establishing Starbucks as a Global Brand
Based on the success in Japan and other locations, Schultzs goal is for Starbucks to have a ubiquitous image as one of the most respected brands in the world. He notes: Whenever we see the reception we are getting in the marketplace such as in China, the Philippines, Malaysia, the UK, and most recently Spain and Germany, we recognize that the growth potential for the company [overseas] is very significant. We want to accelerate the growth, maintain our leadership position, and, ultimately, be calm one of the most respected brands in the world. Since its early foray into the Japanese market, the pace of international expansion has picked up significantly. In 1998, Starbucks acquired Seattle coffee company in the United Kingdom, a chain within more than 38 retail locations. That same year, it opens doors and Taiwan, Thailand, New Zealand, and Malaysia. In 1989, Starbucks opened in China (Beijing), Kuwait, South Korea and Lebanon. In 2000, it entered another seven markets (China-Hong Kong and Shanghai, Dubai, Australia, Qatar, Saudi Arabia, and Bahrain). It added three markets 2001 (Switzerland, Israel, and Austria). Last year another nine markets were opened (Oman, Spain, Indonesia, Germany, South China-Macau and Shenzhen, Mexico, Puerto Rico, in Greece). Schultz said that this expansion is only beginning and confidently predict more to come: Ten years ago, we had 125 stores and 2000 employees. Today we have 62,000 people working in 30 countries outside of the North America, serving approximately 22 million customers all week. Our core customer is coming in about 18 times a month. With the majority of adults all round the world drinking 2 cups of coffee a day and with Starbucks having less than seven percent share of total coffee consumption in the US and less than 1 percent worldwide, these are the early days for growth and development of the company. We have got a model that has been well tested from market to market.
Starbucks is well on its way to becoming a global brand. According to Business Week: The Starbucks name and image content with millions of consumers around the globe. It was one of the fast-growing brands in a Business Week survey of the top 100 global brands published August 5, 2002. At a time when one corporate start after another has crashed to earth, brought down by revelations earnings misstatements, executive greed, or worse, Starbucks has not faltered.
But becoming a global company is not without risk. As Business Week point out, Global expansion poses huge risks for Starbucks. The one thing, it makes less money on each overseas store because most of them are operated with local partners. While that makes it easier to start up on foreign turf, it reduces the companys share of the profits to only 20 percent to 50 percent. In addition, the firm is becoming a target for anti-globalization activists around the world.
Perils of Globalization
As Starbuck establishes a global presence, its growing ubiquity has not gone unnoticed by anti-globalization activists. A clear manifestation of this game in November 1999, and tens of thousands of protesters took to the streets of downtown Seattle when the World Trade Organization (WTO) held its third Ministerial conference there. Although nongovernmental organizations (NGOs) and activists had gathered to oppose the WTO, some activists deliberately targeted multinationals like Starbucks, Nike, and McDonalds. A small, but vocal, percentage of these protesters garnered international press coverage by committing acts of vandalism against carefully chosen targets. As a report in Business Week recalls: Protesters flooded Seattles streets, and among their targets with Starbucks, a symbol, Madame, a free market capitalism run amok, another multinational out to blanket the earth. Amid the crowds protesters and riot police were black masked anarchists who trashed the store, leaving its windows smashed and its tasteful green and white or smelling of teargas instead of espresso.
Recalling the incident against the firm Schultz says: Its hurtful. I think people are ill-informed. Its very difficult to protest against a can of Coke, a bottle of Pepsi-Cola, or a can of Folgers coffee. Starbucks is both a ubiquitous brand and a place where you can go and break a window. You cannot break a can of Coke. Anti-globalization protesters target recognizable global brands because they are convenient symbols. The following excerpt from The Ruckus Societys Action Planning Manual and Media Manual illustration to close ties between global brands and the principles of direct actions against them: First [we] use direct action to reduce the issue to symbols. The symbols must be carefully chosen for their utility in illustrating a conflict: an oil company versus an indigenous community, a government policy versus public interest. Then we worked to place these symbols and the public eye, in order to identify the evil doer, detailed the wrongdoing and, if possible, point to a more responsible option.
The message that activists want to communicate focuses on the overseas activities corporations. They accuse multinational paying less than living wage workers in the Third World, of engaging in labor and environmental practices that would be outlawed in their home countries, of driving local competitors out of business and of furthering cultural imperialism. As one Global Trade Watch Field organizer described it: The rules by which trade is governed need to have more to do with the interests of citizens and with the back pockets and cash wads of a couple corporate CEOs. And we want to make sure that there is a balanced consideration. Obviously people are always going to be concerned with their profits; its business, and we understand that, we accept that. But we think that needs to be balanced with concern for the rights of workers, basic human rights, [and] protecting the environment.
Critics further accused international organizations like the WTO, World Bank, and IMF of promoting corporate globalization by supporting trade liberation, by promoting export based economic development, and by facilitating foreign direct investment. According to an organization that bills itself as Mobilization for Global Justice: Most of the worlds most impoverished country have suffered under IMF/World Bank programs for two decades: may have seen debt levels rise, unemployment skyrocketed, property increased, and environment devastated. Urged to export, they focus on cash crops like coffee instead of food for their own people, and allow foreign governments to build sweatshops, which also puts pressure on jobs in the US.
When Starbucks opened its first store in Mexico in September 2002, it shows a night in the Sheraton Hotel on Reforma Boulevard in Mexico City. This was Starbucks first store in Latin America and its first in an origin country, i.e., a coffee producing countries. An article on the Organic Consumers Association Web site describes Starbucks Mexican flagship store: The new Starbucks on Reforma features soft lighting and an aromatic ambience Behind the counter, will roam employees without his signature Frappuccino and lattes. Indeed, the only jarring note is the 36 pesos ($3.60) the young woman at the register wants for a double latte, 10 times the price Indian farmers are getting for a pound of their product in Chiapas Oaxaca, and other coffee Rich state of southern Mexico There is no starker contrast in the economics of coffee these days than between the cushy comforts and gourmet blends of the Starbucks Experiencia and the grim, daily existence of 360,000mostly Indian coffee farmers will work small lots carved from the Jungle Mountains of southern Mexico.
Multinational corporations and their supporters respond that the effects all and solutions for globalization are more complicated than the critics contend. They note that multinationals create jobs, pay better prices and wages and domestic firms, and conform to a local labor and environmental regulations. The skeptics are right to be disturbed by sweatshops, child labor, bonded labor, and other gross abuses that go on many poor countries (and in the darkest corners of rich ones, too). But what makes people vulnerable to these practices is poverty the more thoroughly these companies (multinational) penetrate the markets of the Third World, the fastest today introduced their capital and working practices, the sooner poverty will retreat and the harder it will be for such abuses to persist.
Moreover, multinationals argue, they have responded to the criticism of profit driven behavior by developing corporate codes of conduct, corporate social responsibility programs, and partnerships with nongovernmental organizations. They point out, however, that they are in a no-win situation, vis--vis their critics, because today can always be criticized for not doing enough. Starbucks has found that global concerns of thing get mixed up with and intertwined with local issues. Even the mere act of opening a Starbucks retail store in a neighborhood can be solved and local activism and community push back against the Starbucks brand. For example, when Starbucks opened a store in Cambridge, Massachusetts in 1998, picketers carrying signs that read Dont Let Corporate Greed Destroy Our Neighborhood, greeted it. A lawyer who helps community keep national chains out, says: Its part of the growing tension in the world between the mass market economy and peoples desire to retain self-control and some local culture if you have got a beef with Starbucks, you have got a beat with capitalism. Starbucks has stationed a variety of community pushback situations around the world. Soon Beng Yeap, one of Starbucks international brand reputation manager notes: This community push back is a live issue and Starbucks manage each pushback incident case by case. In some markets we have gone in and in some we have pulled out. He cites two recent examples, one in London, where Starbucks decided to withdraw its efforts to open a store after local activists actively campaigned against the firm, and the other in Beijing, where the firm opened a store in a historic district, and, following subsequent and significant adverse comment reported in local and international media, decided to stay put.
Primrose Hill and Starbucks Decision to Withdraw
In 2002 Starbucks made plans to open a store in Primrose Hill, a London suburb. Located in northwest London, Primrose Hill is a well-known historical and picturesque area comprised of a public park, shopping village area, and attractive Victorian residential housing. Residents of Primrose Hill many of whom are writers, photographers, actors, and musicians take great pride in the area and are protective of their local environment, acting to ensure that no change stores operate in the area. In early 2002, Starbucks selected Primrose Hill as a potential site for a store, and in April 2002 cemented an application to the local council. When this information was published in the local papers, it received considerable negative feed back from the residence, in particular from the Primrose Hill Conservation Area Advisory Committee. This committee claimed that litter, noise, and disruption from deliveries to Starbucks store in Primrose Hill what real in the village ambience and contribute to the homogenization of the high streets. The opposition surprised Starbucks because Primrose Hill residents, associations (including the Primrose Hill Conservation Area Advisory Committee), and businesses had been contacted as part of calls location. What the potential site. Although the objections of Starbucks entry focused on local planning issues, there was an anti-globalization element as well. One critic was quoted as saying that Starbucks was renowned for not paying proper money to coffee growers. In response to the grid ticks, Starbucks offered to arrange meetings between the planning committee, local counselors, and its representatives to discuss the issues and hear their concerns. Despite Starbucks effort, no meeting all for was accepted and minimal responses were received. In the meantime, the Primrose Hill conservation area advisory committee began to campaign strongly against Starbucks. They collected more than 1300 letters of objection, which they then presented to the local council. Many celebrities, such as actor Jude Law, national theater director Nicholas Hytner, broadcaster Joan Bakewell, singer Neneh Cherry, author Jeanette Winterson, and artist Patrick Caulfield, lent their support by opposing that Starbucks application. Media coverage that was initially local became national when celebrities became involved. According to Horwat: Primrose Hill was an A site. A very affluent neighborhood, little or no competition, and we knew it would be a winner. Everyone [at Starbucks international]loved it. The real estate people, the fans people, and others signed off on the deal. Opposition only came when the city Council was about to approve [our application]. The opposition claimed that our entry would raise rents in the community. So we went back to the city Council to argue our case. But activists brought in movie stars and gather local and national media attention. In early June 2002, when it was apparent that Starbucks was not welcomed in Primrose Hill, the company decided against opening the store. Reflecting on their decision to withdraw, Horwat explains: We care about the abuse of the communities about which we are a part. We tried to have our stores to be part of a community. We had hoped to make a positive contribution to the people to get together in Primrose Hill. If the community does not welcome us, it is not someplace we want to be.
Adds Soon Beng Yeap: You have to understand the bigger picture in the UK to appreciate what was going on locally at the time Starbucks was seen as an American chain coming in to the British market and the British media tend to be very cynical. The specialty coffee market was becoming crowded and extremely competitive with several other chains such as Caf Nero, Coffee Republic, and Costa Coffee making a strong push market share. The Starbuck team review all factors involved as well as listened carefully to the community concerns. At the end of the day, we decided to withdraw our application.

Beijing and Starbucks Decision to Stay
Starr Boggs opened its first outlet in Beijing in January 1999 and has over 100 stores and the country today. However, Starbucks touched a nationalist nerve in 2000 when it opened a small coffee shop in Beijings Forbidden City. In highlighting this particular store, the New York Times noted: If ever there was an emblem of the extremes to which globalization has reached, this is it: mass-market American coffee called her and Chinas most hollowed historic place. Even a McDonalds in the Kremlin would not come as close. Starbucks opened its Forbidden City shop a month ago [September 2000] with a signature menu board advertising the usual Americano and decaffeinated latte coffee and a glass display case filled with fresh glazed doughnuts, cinnamon rings, and banana walnut muffins.
Starbucks, for its part, had taken extraordinary care to ensure its presence was unobtrusive. To avoid ruining the atmosphere of the big city, assigns and brand images were placed inside for this store. This small store (barely closet size according to some reports) had only two small tables and few chairs. It was located on the edge of the Forbidden City, among 50 other retailers, including some selling souvenirs and trinkets. Despite such a low-key presence, this store ignited controversy. Dozen of Chinese newspapers reported on reactions to the shop. According to one such report and the Peoples Daily: The reason for this uproar is due to the cafs location: the Forbidden City, the worlds largest imperial palacefirst constructed in 1406, the forbidden city is Chinas best preserved ancient architecture encircled by a rampant 3 km. The caf, named Starbucks is situated in the southeastern corner of the Hall of Preserving Harmony (Baohedian), one of the three most impressive buildings on the palace grounds. The hall used to be giving you to hold feasts by Emperor and Noble of ethnic groups on New Years Eve of Chinas lunar calendar debates over the mini Caf took place first on the Web. A survey by Sina.com showed that over 70 percent of nearly 60,000 people surveyed were opposed to the caf entry into the Forbidden City, the main reason being the damaging effects to Chinese culture heritage and its atmosphere.
The administrators of the forbidden Palace and other government officials took note of the controversy but were supportive of Starbucks. Chen , a spokesperson for the forbidden city Museum, maintained that allowing Starbucks into the big city was part of their effort to improve service in the area. Moreover, Chen added: The reaction has been very intense. Some people say this is a gem of Chinese culture and that foreign brands and should not be allowed in we cannot give up eating for the fear of choking.
According to Horwat: The Forbidden City location was a C site at best. But not definitely a D site, because there was still the benefit of brand presence. But the government said, We think you should come in, and it was difficult to say no. there was no local community, only tourist. Following the flurry of articles and the Chinese media CNN began to run news clips of the story in the United States. Watching this unfold in the US media, some senior managers at Starbucks became alarmed at the negative publicity. According to Soon Beng Yeap: The immediate reaction was to close the store! Due to the relentless negative coverage generated by the international media. After serious discussion among the senior executives, we felt as guest in a foreign country, we should be respectful of our host; the Forbidden City officials-who invited us to be there in the first place. We decided to not to pull out because it was the international media that stirred up the whole controversy. Unlike the Primrose Hill case, there was no real local community pushback. It was all media driven. A few reporters got hold of the story and ran with it, all citing the same survey by Sina.com we were very disappointed by the negative media coverage, which created a false sense of cultural imperialism about our intentions and opening the store, especially when we worked very hard to be culturally sensitive and listen to the local community.
The controversy has since died down, as a recent report (February 2003) in The Straits Times (Singapore) indicates: Today if anything, the tourists were more upset than the Beijing residents about the presence of Starbucks in the forbidden city, complaining that it was out of place in a historical site ask what were the hottest issues of the day ordinary citizens, taxi driver Liu Zhiming said: Cars, apartments, and making money. What else?

Entering Rio de Janeiro, Brazil
Peter Malsen, president of Starbucks international, hurriedly convened a meeting of his key executives and Starbucks international, including Julio Gutierrez, his president for Latin America. Starbucks entry into Brazil was in jeopardy because certain activists opposing Starbucks presence in the country were gaining momentum. Brazil is the largest coffee producing country in the world, and this was Starbucks second foray into Latin America (after Mexico). The company chose not to seek a joint venture partner to enter Brazil. Since many copycat chains had sprung up in Ro de Janeiro, some imitating Starbucks to the last detail, Malsen felt that his team had to move quickly before any particular group established itself as to permit chain. After several years of working with Julios Latin American team, no suitable joint venture partner had been identified, and Malsen was considering establishing a 100 percent Starbucks owned MBU (as it had already done in the UK, Australia, and Thailand). The business development group, with Julios team, had picked a site in the Ipanema area of Ro de Janeiro. They proposed that a flagship store be opened on this neighborhoods main commercial Street Rua Visconde de Piraja. Many of Rios motion tradition boutiques started in Ipanema, later to be exported to the malls and other parts of town. Many world-renowned brands such as Cartier, Louis Vuitton, and Polo Ralph Lauren had stores on the Rua Visconde de Piraja. It is often said that news in Ipanema makes headlines all over Brazil. Starbucks had also chosen other sites, four to be specific, were the company could open stores immediately following the opening of the flagship Ipanema store. One of the stores was to be located in the posh neighborhood of Barra de Tijuca; another one slated for Leblon, and two others for shopping malls located in affluent residential neighborhoods in the city. The real estate group was ready to sign the lease with the agents of the Ipanema property owners, but was awaiting a formal response from the city Council members. The business development group, led by Troy Alstead, SVP finance and business development at Starbucks international, was confident that the Ipanema location was an A category site. The demographics of the area are just right for a flagship store. They are affluent, Young, and love of American Brands. The business development groups financial projections indicated that the Ipanema Starbucks store would be profitable in a short time, and Alstead believed that this was a conservative figure. Further, he pointed out: Based on the companys experiences of opening flagship stores and similar, high-traffic posh neighborhoods in other cities around the world our store in Ginza, Japan, comes to mind we believe the Ipanema store would be viable for Starbucks. We estimate meeting the store ROI targets in aggregate of the first five stores within two years.
But Malsen had some concerns. He was troubled by the reports about rising levels of violence and street crimes in Rio and Sao Paulo. In response to the growing violence, some of the most fashionable retailers were relocating themselves in shopping malls. He also questioned whether the timing for Starbucks was off. Current world events had generated anti-American feeling in many countries. Following the standard practice, Starbucks had been working with the local chamberof commerce since January 2003, and with the local city council for the required permits. The members city Council and local chamber of commerce were positive about granting Starbucks permission to begin construction. While the formal voting had yet to be undertaken, it looked certain that, bearing anything unusual, permission would be granted. But nongovernmental organization like the Organic Consumers Association and Global Exchange were mobilizing faster than expected to oppose Starbucks entry into Brazil. They found out about Starbucks intent to enter Brazil when to Ipanema district chamber of commerce newsletter proudly announced that, We arent extremely pleased walk of Starbucks into the fashionable district of Ipanema. By opening a store in our neighborhood, they will join other global brands and help enhance further our district image as a place to be in Rio. The NGOs was recruiting local activist and had informed Starbucks that they would oppose its entry into Brazil ride petitioning the local council to reject its application. They also threatened to start picketing in front of the store once construction was initiated. The brand group a Starbucks was concerned about the turn of events. Soon Beng elaborated: People in Latin America now the brand because of their proximity to the US. Potential partners are always contacting us about coming in. Before we go nto a place like Brazil, what is to due diligence we have to do? It is an origin country for us {i.e., coffee producing country} it is a very vocal place, and there is a love-hate relationship with United States. Advanced people always want to say yes to or when the numbers look good. Today some in Starbucks, at least in our group, say that maintaining and protecting our strong brand reputation is equally important. Others counter: if our brand or strong and why worry about it? This is a discussion we have here everyday and the company. While the pushback is not totally unexpected, it is hard to gauge the severity of the situation and its likely impact what our brand.
Malsen asked Alsteads business development group to work with Julios Latin American team to estimate how picketing in front of the store might impact the financial projections and his group had prepared. Their answer: Our financial estimates for the Ipanema store are based on comparables from other flagship stores and locations similar to Rio in other parts of the world. Our financial models are sensitive to the demographics of the area. We project that demand could fall from 5 to 25 percent, because of people picketing in front of the store. We acknowledge it is much harder to guess what the impact on our entire system in Brazil might be as we open new stores. It all depends upon the type of media coverage the activists are able to muster and the issues the media choose to highlight.
Volunteered Soon Beng
The tide of public opinion is unpredictable. We review each pushback incident the best we can, and we can have a reasonable track record of predicting outcomes. But, every time we walked into a potential site somewhere in the world, we potentially face is pushback. It would be great to have a foolproof total system to help us evaluate the sorts of issues and make the appropriate decisions. Malsen had to leave Seattle to attend an important meeting in Europe the following day. He called together his key managers and said, Look, we have experienced a variety of pushbacks and protests before. What lessons have we learned? We have been deciding whether to go into sites or pulled out on case by case basis. If we are going to grow to 25,000 stores, we cannot keep taking an ad hoc approach. We need a systematic method to respond to push back to this side whether we stay with a site or pull out. I want you to come up with a way to help me decide whether to go into Rio at all. And its got to be a system or decision process that would work equally well in London or Beijing or any place else that we want to open. Let us meet again when I get back to town in a couple of days. The managers of Starbucks international had their work cut out for them. But they look for it to tackling the issues raised.

Discussion Questions

a.Briefly describe the history and evolution of Starbucks.

b.In your view, what are the key events in the history of the company?

c.Using your own words, described the Starbucks model.

d.What were the key issues and the decision by Starbucks to go international?

e.Identify and discuss some of the negative elements of globalization focused by Starbucks.

f.Based on your analysis, what advice would you provide Starbucks with respect to the next 3-5 year period.

Essay #1: What is your career objective and how will the Wharton MBA Program for Executives contribute to your attainment of these objectives? (try to keep this 750-1000)

>Definitely ensure the following is covered:
a. History at FactSet
b. actSet and coming back (advance my career at FactSet..become VP in the short term and Director in the longterm)
c. Wharton is the MBA edge I need to take me to the next level Whartons program is a different caliber and Im in a different point in my career. To make an investment the time and resources to doing an Executive MBA and thats Wharton.

>Resources include information below:

PROFESSIONAL EXPERIENCE
FACTSET RESEARCH SYSTEMS INC., NEW YORK, NY, USA
Institutional Sales Executive 2010??"Present
Account Executive 2003??"2005
Senior Consultant 2002??"2003
Consultant 2001??"2002
Provide exceptional support in generating new business among sell-side, private equity, valuation / restructuring / M&A advisory, IB boutique, and institutional independent research firms throughout the Northeast United States region. Prospect, close trials, and ensure new clients maximize market data spend with FactSet.

Notable Contributions:
? Sourced and determined opportunities to formulate creative corporate solutions, attain strategic account penetrations, and generate revenue growth for clients, such as Bear Stearns, Credit Suisse First Boston, Citigroup, and JP Morgan.
? Worked in collaboration with global account manager in overseeing more than $10M in client revenue.
? Created and carried out global account strategy, relationship management, business negotiations, and overall client satisfaction with teams worldwide.
? Strategically designed, developed, and launched new product trials through active participation in product strategy and development efforts.
? Coordinated with consultants in ensuring account maintenance, project work, and achievement of client expectations.
? Managed and maintained FactSet applications; built custom FactSet models, screens, and automation routines.
? Rendered support to client personnel as well as with custom projects.
? Conducted software upgrades and ensured users were updated regarding enhancements and changes to FactSet.

Short-term and long-term career goals?
A. I work in the financial services industry at FactSet and getting promoted to Vice President of Sales is my short term career goal.
B. My long term career goals, approximately 10 years from now I hope to be appointed Director of Sales and use that position to open a FactSet office in West Africa where I think the market has great potential.
C. I strongly believe my previous work experiences at FactSet as well as entrepreneurial activities at startup ventures in the past have positioned me to greatly assist FactSets future plans in entering the African market.

Why do you need an MBA education?
A. Im satisfied with my career path and trajectory at FactSet, so I want to advance my career with broadening my business knowledge of strategy and general management in a classroom setting that an EMBA program can provide.
B. Its important for me to gain more managerial and strategic perspectives that I can immediately apply while working at FactSet. Building a network through social clubs and other EMBAs across different industries will help me reach the next level in my career.

Why do you need that education starting now?
A. No time like the present. I need that EMBA edge that gives me the knowledge, strategic perspective and confidence I need to reach new levels in my professional career at FactSetthe sooner the better.
B. I have a long history working at FactSet with consistent career progress.

Why are you pursuing this school?
A. Theres only ONE WHARTON MBA. Im pursuing Wharton because of its strong impact on my career.
B. I want to advance in my career at FactSet and an EMBA at Wharton will get me there and beyond. Courses such as The Foundations of Leadership and Teamwork course looks at individual, team, and organizational leadership. It lays the groundwork for examining and developing your own personal leadership capabilities, wherever you find yourself within an organization.
C. Then, theres the Wharton Leadership Ventures course that take students out of their comfort zones and into hands-on experiences in order to explore the qualities of effective individual and team leadership in business and beyond
D. Finally, I would love to take Linda Richardsons sales class--as founder of global sales training firm Richardson, she teaches sales and management courses at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Like Linda says, the issue is that sales as a profession is much more sophisticated than before, and sales is a driving force in any economy
E. Outside the classroom, Whartons close networks and friendships are priceless. For example, on Friday evenings when the study groups get together to review course material students form personal and professional bonds which last long after graduation.
F. Wharton's online community, WhartonConnect, gives current students and alumni an easy way to find colleagues in just about any field.
G. Finally, the Wharton Alumni Club comprises a lifelong network of leaders providing support and opportunities for Wharton graduates worldwide.





Essay #2: Describe the most significant way, either in or out of your job, that you have demonstrated leadership. (try to keep this 750-1000)

>Definitely ensure the following is covered:

d. **Great way to talk about my leadership on The Apprentice: Africa (please see below examples from Task #14) and tie this in to the intention to leading business in Africa with FactSet. And laying the foundation to making that possible with FactSet . I demonstrated my leadership at FactSet by closing deals with private equity firms, consulting firms, and investment bankingdriving FactSets up and directly contributing to FactSets bottom line.
e. ** Integrate information from O&M Media, my content media start up. O&M Media created Top 100 Entrepreneurs in Africa, a TV program featuring Africas leading entrepreneurs and business icons. In line with the programs selection criteria for credible African business people, a comprehensive research methodology and strict shortlisting was conducted by a management and public policy consulting firm on behalf of O&M. The purpose of its esteemed TV project is to recognize other leaders in Africa and to tie that into my belief in becoming an African leader at FactSet.
>Resources include information below:
O&M MEDIA LTD., LAGOS, NIGERIA
Founder | Director 2008??"2010
Delivered exceptional services to company-owned TV programs, which included Africas Top 100 Entrepreneurs. Advisory Board members included Dr. Ken Kwaku, Special Advisor to Former President Mkapa (Tanzania); Demola Aladekomo, Founder/Managing Director, Chams Plc (Nigeria); and Savannah Maziya, Group CEO, Bunengi Holdings (Pty) (South Africa).

Notable Contributions:
? Obtained investment funding and sponsorships valued at $75,000, secured a co-production partnership with Storm 360, a leading West African entertainment company, and forged media partnerships including HiTV, Silverbird TV, NN24, and BusinessDay.
? Established and implemented overall business objectives of becoming a world-class production and broadcast company offering international broadcast content to strengthen the spirit of enterprise and human development throughout Africa and across the globe.
? Played an integral role in representing company in key business negotiations.

THE APPRENTICE: AFRICA, LAGOS, NIGERIA
Contestant | 1st Runner Up 2008
Selected as one of eighteen contestants from across Africa and the Diaspora to compete in a spinoff of the American reality TV series, The Apprentice, which depicts a group of professionals competing in tasks that showcase emerging sectors in Africas economy including telecommunications, banking, aviation, tourism, and hospitality. The grand prize wasa one-year, $200,000 job at Bank PHB supervised by Apprentice Africa CEO Biodun Shobanjo.

Notable Contributions:
? Won 2 tasks as Project Manager during the show, Task #5: Creating a mission statement and a TV commercial for the Sahara Group, an Oil and Gas company headquartered in Lagos with operations spanning the energy sector. Task #14: Designing new school uniforms for students at Abbey Junior Mixed & Infants School, a private primary school with a blended Nigerian and British curriculum.
? Played a pivotal role in winning team-based tasks, including developing and marketing a new fast-food chicken entre for Chicken Republic, planning and executing a hotel redecoration project at Eko Hotel & Suites, presenting a route to market strategy for West Africas largest cell phone provider, Celtel, and formulating a marketing strategy for a new energy drink for Nigerias largest beverage company, Nutricema.

1- Leadership: FactSet, Moelis Deala global investment bank
S- Generate new business sales for FactSet; prospect ranked investment banks in middle markets
T- Bring global investment bank on as a FactSet client
A- Convince the Information Services manager and CFO to buy FactSet licenses for the entire firm; initiative trials with associates and VPs in NYC and LA; negotiate pricing and contract
R- Approx. 8 months to close; Moelis is a new client today
L-Always follow up, leverage relationships, focus on the real needs of the prospect

2- Teamwork: The Apprentice: Africa, Task #14
S- Project Manager of Zulu, team of 2 (including me) against Team Matrix, team of 3.
T- Task #14, design new school uniforms for students at Abbey Junior Mixed & Infants School, a private primary school with a blended Nigerian and British curriculum. Host a fashion show to present uniforms; the number of votes wins (no idea who could vote)
A- Interviewed parents, teachers, and students on previous school uniform designs, researched other school uniforms in the area, sought the advice of local tailors and seamstresses
R- My team won. The other team listened a lot more to the students wants/desires whereas my team we listened to what the parents wanted to see in their childrens uniforms. We won based on our truly innovative design, simple and elegant, yet functional (no frills, wild colors, flamboyant cuts like the other team).
L-Identify who your real clients are and do your research
3- General Management Perspective: O&M Media, startup in Lagos
S- Founder of media startup company, O&M Media conceptualized and owned TV programs including Africas Top 100 Entrepreneurs
T- Fundraising for equity investment and sponsorships for O&M and TV programs and manage team of interns/volunteers willing to work with you to build up the company
A- Build an Advisory Board of established leaders/influencers across Africa, leverage sponsorship contacts from The Apprentice Africa, aggressive marketing and promotions for publicity through media partnerships HiTV, Silverbird TV, NN24, and local newspapers, initiate meetings with private wealthy individuals, banks, and companies
R-2008-2009, received investment funding and sponsorships valued at $75,000 during recessions
L- Do not underestimate impact of global recession in Africa (drop in trade & commodity exports; revenue shortfall due to oil prices down ); Politics and business (upcoming presidential election in April 2009); timing is everything; personal growth (humility/humbleness/sacrifice); how to ask for help




Essay #3: Given your already demanding job and the desire to remain committed to important family and personal obligations, how do you plan to handle the additional demands on your time once you enroll? (500 word limit)

>Definitely ensure the following is covered:

1- First Half of the essay should be devoted to describing what you want to keep, outside of the MBA. I want to keep priority on family relationships, work, and school. Describe what the mechanics would look like. What my personal commitments are.my only personal commitment would be to my family.
2-. Second half of the essay should be how to deal with it. address specifically how I would deal with it. Ive already had conversations with my team at work; they are extremely supportive. What plans you have in place to accommodate your MBA. Ive had conversations with my family and boyfriend and they are willing to help me and provide the support needed to get through the program.
3-Include that I'm extremely well organized and multi task very well. I have experience balancing such demands once I enroll....for example, while working at FactSet I took classes at NYU to prepare me for graduate school at Cornell. W




Essay #4: Is there anything else you would like to add that would help us in evaluating your candidacy? (500 word limit)

>Definitely ensure the following is covered:

1- Need to address the time gap between O&M and FactSet; provide a narrative. Soon after I resigned from O&M Media as Director I moved back to the states. During the four months (June 2010 and October 2010) I was unemployed; I spent my time getting acclimated to the states. I spent time picking up where I left off with family, friends, and networking. I was extremely lucky that the first and only call in my quest for employment was to FactSset . So, the month before rejoining, I was on the phone will old colleagues getting updates on all the changes since Ive left. I spent time reading some of the new products FactSet has developed, and simply prepare to get back to work again.
2- GMAT??" Ive honestly made my best effort towards that particular test. For reasons based on other than my career, prior academic performance, mbamath transcript as well as additional course work in statistics and structured finance at New York University while working full time. Demonstrate my ability to handle the mathematics involved in business studies.
3- If I only had 5 minutes with Admissions committee: 3 most compelling selling points
a- Im going to change face of business in Africa
b- And Im going to start with FactSet; Leading within my organization and open a FactSset office in Africa.
c- Greatest experience of professional and personal growth was internationally televised

Imagine that you are an entrepreneur wanting to start your own hotel/inn/bed and breakfast. Choose a tourist area where you would like to build your concept.

Write a 4-5 page paper on the following:
Determine the type of concept you want to build based on an environmental analysis of a tourist area. Explain your decision.
Develop 3 types of strategies you would implement in order for your concept to succeed. Explicitly explain why you believe these are the best 3 strategies.
Determine the competitive advantage your concept has over others in the area.
Suggest a plan to use technology and the Internet to start and maintain your concept.
Use 4 quality resources for this assignment.

Understanding and dealing with risk is essential in business today. The business environment, and indeed the world in general, is fraught with risks of all kinds. Being able to identify and prioritize these risks is paramount to successful management of an organization. The marketplace has always been an uncertain environment. But now, compound the normal business risks - do I have the right product, at the right price, for the right market? - with the ?new? risks of terrorism and unsavory business practices by large, and previously reputable companies, and you begin to realize how many factors the average business must anticipate and mitigate to operate safely and successfully. Please read the article below concerning the risks theme parks are taking, then answer the following questions.

What four risks and their specific consequences do theme parks face in today's market?
Are they High, Medium, or Low risks?

In a 4 page paper describe the risks the them parks face and explain the level of each risk.



Full Text:

The thrill is back.
With faster, scarier rides, Southern California theme parks are betting visitors will be too.
The region's amusement park industry, after suffering several years of declining attendance, is gearing up for the summer tourist season by opening new roller coaster attractions, some with elaborate special effects. Among the offerings: a jerky ride from atop a 183-foot-tall "haunted" hotel that will be the tallest structure at the Disneyland Resort and the fastest indoor roller coaster west of the Mississippi that zooms into total darkness at more than 45 mph.
"The theme park industry is extremely competitive now," said Dave Koontz, a spokesman for SeaWorld Adventure Park in San Diego, which is unveiling a watery roller coaster called Journey to Atlantis. "If you don't refresh your park every two to three years, it's very difficult in today's environment to retain your attendance base."
All told, Southern California parks have invested more than $150 million in their new attractions, creating hundreds of jobs, according to estimates from Amusement Business, a publication that tracks the industry.
"We're thrilled. It keeps the product 'California' always fresh and trendy in the minds of visitors," said Caroline Beteta, executive director of the state's Travel and Tourism Commission, which estimates that more than $75 billion in travel spending funnels into the state economy every year, supporting more than 1 million jobs and generating $5 billion in direct state and local tax revenue.
The new rides might lure more visitors and pump more money into the economy. Or they might not excite enough interest to make the money spent worth it.
When a park adds a multimillion-dollar attraction, "there's always risk," said James Zoltak, Amusement Business' senior editor in Los Angeles. "There's risk that you'll do it and you won't get the visitors you hoped," he said, "or that you won't do it and you'll have lackluster performance."
At Disney's California Adventure, the Twilight Zone Tower of Terror, a ride that starts in a service elevator atop the 13th floor of an abandoned Hollywood hotel, is the most expensive gamble at an estimated $60 million, according to Amusement Business. The Tower of Terror is slated to open May 5.
Also on tap for May is SeaWorld's Journey to Atlantis, the park's largest attraction in its 40-year history. Riders board eight- passenger Greek fishing boats for a voyage that tells the tale of Atlantis through simulated tremors and floods and also enjoy an underwater view of Commerson's dolphins, an exotic piebald-marked species of the mammal.
At Six Flags Hurricane Harbor in Valencia, the Tornado water slide also will open in May. In June, the high-speed, special- effects-laden Revenge of the Mummy roller coaster, based on "The Mummy" movies, will debut at Universal Studios Hollywood.
At Legoland California, which was forced to cut jobs and close on Tuesdays and Wednesdays after attendance sagged in 2002, summer will bring Coastersaurus, which will speed along at up to 18 mph in and around a jungle of Lego dinosaurs.
And in December, Knott's Berry Farm will launch the Silver Bullet, a roller coaster that loops six times.
Together, the parks are spending millions to promote their new rides, with new television, radio, print and billboard advertising beginning this month, analysts said. On May 4, for example, Disney will hold a media day for Tower of Terror and expects several hundred members of the press to attend.
The theme park companies declined to divulge how much they are spending on their latest projects.
Wall Street analysts who cover publicly traded theme park companies such as Cedar Fair, which owns Knotts Berry Farm in Buena Park, said it was in the best interest of the companies to keep adding new features, despite the expense.
Other parent companies of the theme parks, such as Walt Disney Co., owner of the Disneyland Resort, and Vivendi Universal, the global entertainment giant and parent of Universal Studios Hollywood, are all hoping for more profits from their theme parks.
In the last year, the stocks of Sandusky, Ohio-based Cedar Fair, Burbank-based Disney and Vivendi of France have all gained at least 50%.
Brett Petit, senior vice president of marketing for Charlotte, N.C.-based Paramount Park -- which recently opened the Borg Invasion attraction at its park in Las Vegas -- put it another way: "You want people to come back and so you need to have something new."
At Knott's, spokeswoman Susan Tierney said that was the reason for the Silver Bullet and other new attractions, including RipTide, a high-flying spinning thrill ride to open later this year. "We're a regional park, heavily dependent on the Southern California repeat business," she said. And there is a lot of competition in the region, she added. Theme parks "need to keep up with each other."
Visits to theme parks worldwide were down 1.5% in 2003, mostly due to poor weather, the economy and terrorism concerns, according to Amusement Business. Among the gainers last year were Universal Studios Japan, with 10% more traffic, and Disney's California Adventure in Anaheim, with a 13% uptick in visitors. After a big spending boom in the late 1990s, most parks cut back on heart- stopping thrill rides and went for more family-friendly and cost- effective rides, with slower speeds or seated experiences linked to movies such as Universal's "Shrek" 4-D movie ride.
But this year, it's back to the future.
"This is a very dark, very edgy experience," said Chuck Myers, a vice president at Paramount who helped craft the Borg Invasion in Las Vegas, a 20-minute encounter with the evil aliens made popular in "Star Trek." "People will feel the Borg touch them and almost feel as if they are breathing down their neck."
At Universal, Don Skeoch, a senior vice president of marketing, said he was hopeful the new Mummy ride would bring in more visitors.
Billed as the "world's first psychological thrill ride," the coaster uses special motors to propel 16 passenger mine cars through a third of a mile of curves, drops and sweeping turns. The ride tracks are filled with sand to minimize noise and the cars zip forward and backward. Four warrior mummies free-fall 20 feet in the air, nearly landing on the guests' heads.
Skeoch is unconcerned that other parks are promoting new rides, too.
"All boats will rise," he said. The investments will make "Southern California a more appealing destination for theme park visitors."
And a more expensive destination. Universal raised ticket prices this year by $2 in anticipation of higher demand. Adult ticket prices are $49, while children under 48 inches are $39 and children younger than 3 are free.
Like most parks, Universal offers special deals: If you purchase a one-day admission, you get a full-year's admission free, although there are blackout dates, such as weekends in July and August.
SeaWorld, owned by St. Louis-based Busch Entertainment Corp., has a similar deal with its "fun pass," which allows a visitor who pays full admission price, $51.95 for each adult and $42.95 for each child, by May 2 to come back for the rest of the year for free, except for blackout dates. Also included: a sneak preview to Journey to Atlantis.
At Disneyland until April 29, Southern California residents can visit both the main park and California Adventure for $47.
Executives at Disneyland aren't concerned about the number of competing new attractions opening in Southern California this summer, or about the amount of money spent on Tower of Terror.
"Theme parks need to open new rides. People expect it," said John McClintock, spokesman for Disneyland. "As Walt Disney once said, 'Disneyland will never be completed. There is no limit to imagination.' "

New Thrills, and Risk, for Theme Parks; Local attractions are betting millions on faster, scarier rides to draw guests
Debora Vrana. Los Angeles Times. Los Angeles, Calif.: Mar 21, 2004

I would like the writer redscribe for this project 'Do you agree with New York's ban on smoking in bars and restaurants?'



Module 3 - Case
Working Conditions
Smoking in the Workplace
Here in Los Angeles we took a lot of static when smoking was banned in bars and restaurants. Now, even the jaded New Yorkers are doing it! From a health perspective there are serious questions about second hand smoke. Of course, if you don't want to go into a smoky bar, then don't go in. But some people don't really have that choice, namely those who work there. Or do they? Are people who work in bars and restaurants any different from police or miners, or anyone with a job that has a certain risk? If they know and accept the risk doesn't that make it acceptable? Or should it be like any other work place safety concern? Perhaps people who work in a bar or restaurant have the right to a smoke free and safe environment. Of course, all this depends on whether or not you accept the studies on second hand smoke to begin with. Be this as it may...........
Do you agree with New York's ban on smoking in bars and restaurants?
EXPECTATIONS:
I know that the ban goes beyond just bars and restaurants, but please focus only on this aspect and write a three to five page answer. Dig on the web and in proquest to find out as much as you can about the new law, and of course, apply the principles of normative ethics in your answer (utility and deontology).
Please read:
New York state outlaws smoking in all enclosed workplaces
Nation's Restaurant News; New York; Apr 7, 2003; Paul Frumkin;

Abstract:
Moving with unexpected swiftness, New York state lawmakers passed a sweeping anti-smoking measure thay makes New York the third state after California and Delaware to ban smoking in all workplaces, including restaurants, bars, and hotels. Within hours of the New York bill's passage, Governor George E. Pataki signed the tough measure, which exempts only America-Indian-owned casinos, cigar bars already licensed in New York City, fraternal clubs, outdoor areas of restaurants with no roof or awning, private homes, and personal but not company cars. New York's ban will take effect July 24 in areas where smoking now is permitted and where local ordinances are weaker. Although the law will not supersede the stricter measures previously passed in Westchester and Nassau counties, it will replace elements of New York City's new law, which took effect March 30.

Modular Learning Objectives
By the end of this module, the student shall be able to satisfy the following outcomes expectations:
? Case
o Identify the utilitarian issues surrounding workplace safety
o Identify the deontological issues surrounding workplace safety
? SLP
o Discuss the nature of workplace safety
? TD
o Discuss the nature of workplace safety
Working people die, or are seriously injured, on the job nearly every day. From industrial accidents to delivery vehicle accidents, from second hand smoke and industrial chemicals to repetitive motion disorders and excessive noise, working people get hurt.
However, the term "safety" is a bit misleading. Just about every workplace has its hazards. Typing out this explanation, and the many other long lectures I write, play havoc with my hands. But I know that this will happen and I accept the "risk".
A workplace is safe if the attendant risks are judged to be acceptable.
When a radiologist works with x-rays s/he knows that there is a risk. When a shark diver goes into the ocean, s/he really knows that there is a risk involved. The question remains, what constitutes and acceptable risk for that particular occupation?
One criteria must be the notion of "reasonableness". Government agencies routinely talk about "unreasonable risk of injury" on the job as the criteria for determining acceptable safety standards. While experts are routinely brought in to determine risk by a "rule of reason", this is a rather murky and ill defined way of thinking.
The following categories need to be considered when thinking in terms of acceptable and reasonable risk:
? Knowledge of the risk
? The risk is necessary and unavoidable
? Prevailing Professional Practice
? Highest level of protection possible
From a utilitarian perspective, when employees get injured it can cost the company money. Time away from work, finding temporary help, morale problems, and training new people is expensive. All this can significantly impact the company's competitive standing. Costs to society for worker's compensation claims can be dramatic. Of course, it is not that good a thing for the employee either. Time away from work, pain and suffering, lost wages, all have an adverse impact on the employee.
From a deontological perspective, the issue we are concerned with lies in a worker's right to a safe workplace. Every employer has a duty to provide his or her employees with a safe working environment - a positive contractual right.
Module 3 - Background
Working Conditions

CLICK HERE for a video on Working Conditions (real player needed)
alternatively:
http://www.youtube.com/watch?v=CcqdFYKD4ds
Required Readings
New York state outlaws smoking in all enclosed workplaces
Nation's Restaurant News; New York; Apr 7, 2003; Paul Frumkin;

Abstract:
Moving with unexpected swiftness, New York state lawmakers passed a sweeping anti-smoking measure thay makes New York the third state after California and Delaware to ban smoking in all workplaces, including restaurants, bars, and hotels. Within hours of the New York bill's passage, Governor George E. Pataki signed the tough measure, which exempts only America-Indian-owned casinos, cigar bars already licensed in New York City, fraternal clubs, outdoor areas of restaurants with no roof or awning, private homes, and personal but not company cars. New York's ban will take effect July 24 in areas where smoking now is permitted and where local ordinances are weaker. Although the law will not supersede the stricter measures previously passed in Westchester and Nassau counties, it will replace elements of New York City's new law, which took effect March 30.
Optional Readings
The following is a list of sites relating to workplace safety. Refer to them as you deem necessary. The case assignment for this module is a complicated one. I want you to search the web for information related to the case. While the background information for this module is entirely optional, you will find it a useful place to start in your case research.
Please refer to the OSHA website Click here: OSHA (2007). Retrieved 2009 from http://www.osha.gov/
Check out their site at NIOSH (2007). Retrieved 2009 from http://www.cdc.gov/niosh/homepage.html
Occupational Hazard (2007). Retrieved 2009 from http://www.motherjones.com/news_wire/tobacco_osha.html
"The tobacco deal would pinch OSHA's power to protect workers from secondhand smoke."
This is an interesting article from Mother Jones. Navigate around the site for other workplace safety articles.
Check out their Analysis of the news (2007). Retrieved 2009 from http://www.safetyonline.com/content/homepage/default.asp?VNETCOOKIE=NO
Check out the GBRRC. You will need to create an account. But it is free, and filled with some important basic information on creating a healthy workforce. Click here: GBRRC (2007). Retrieved on 2009 from http://www.bsr.org/resourcecenter/
Module 3 - Objectives
Working Conditions

Objectives
? Case
o Identify the utilitarian issues surrounding workplace safety
o Identify the deontological issues surrounding workplace safety
? SLP
o Discuss the nature of workplace safety
? TD
o Discuss the nature of workplace safety

Updated Information!

Examine the current restaurant business in London, relate the discussion to the economic, investment and social environment. The analysis should be support by industry examples.



Type of restaurants


- Fast food, Self-service, Ethnic, Take away, Pubs, Independent restaurants, club/restaurant, theme, hotel restaurants.



Paper should provide:




- ?An academic rigor to be confirmed through a mature analytical assessment of the economic, social and investment elements of the restaurant sector in London.

- A thorough investigation of the economic development of the restaurant business.

- An assessment of the impact for and of the social environment to the business

- The influence of eating trends generally

- The role of restaurant design

- Evaluation of the investment potential and fluctuations

- Marketing, media and consumer influences

- Cultural factors and impact of ethnic cuisine

- Impact of restaurants for the tourism industry

- Not description ? Insight ? the ability to see what every else see but think different. Foresight - not just about the word as it is but what it could be tomorrow.



Criteria



- Relevant, recent and well-researched insights

- Critical not merely descriptive analysis of insights

- Ability to use data and research appropriately

- Show you can understand what drives the industry

- Currency of information and effective use of industry examples and comment on where the industry might go

CASE 1

Yesterday, Angelica Angulo was offered a job as a waitress with GEM Hotel Corporation, located in Las Vegas, Nevada. She had recently graduated from high school in Milford, a small town in New Mexico. Since Angelica had no college aspirations upon graduation, she had moved to Las Vegas to look for a job.

Angelicas immediate supervisor spent only a short time with her before turning her over to Laurie Rader, an experienced waitress, for training. After they had talked for a short time, Laurie asked, Have you given any thought to joining our union? Youll like all of our members.

Angelica had not considered this. Moreover, she had never associated with union members, and her parents had never been members either. At Milford High, her teachers had never really talked about unions. The fact that this union operated as an open shop meant nothing to her. Angelica replied, I dont know. Maybe. Maybe Not.

The day progressed much the same way, with several people asking Angelica the same question. They were all friendly, but there seemed to be a barrier that separated Angelica from the other workers. One worker looked Angelica right in the eyes and said, Youre going to join, arent you? Angelica still did not know, but she was beginning to lean in that direction.

After the end of the shift, Angelica went to the washroom. Just as she entered, Stephanie Clements, the union steward, also walked in. After they exchanged greetings, Stephanie said, I hear that youre not sure about joining our union. You, and everyone else, reap the benefits of the work weve done in the past. It doesnt seem fair for you to be rewarded for what others have done. Tell you what, why dont you join us down at the union hall tonight? Well discuss it more then.

Angelica nodded yes and finished cleaning up. That might be fun, she thought.

Questions

1.Why does Angelica have the option of joining or not joining the union?

2.How are the other workers likely to react toward Angelica if she chooses not to join? Discuss.

CASE 2

Isabelle Anderson is the North Carolina plant manager for Hall Manufacturing Company, a company that produces a line of relatively inexpensive painted wood furniture. Six months ago Isabelle became concerned about the turnover rate among workers in the painting department. Manufacturing plant turnover rates in that part of the South generally averaged about 30 percent, which was the case at Hall. The painting department, however, had experienced a turnover of nearly 200 percent in each of the last two years. Because of the limited number of skilled workers in the area, Hall had introduced an extensive training program for new painters, and Isabelle knew that the high turnover rate was very costly.

Isabelle conducted exit interviews with many of the departing painters. Many of them said that they were leaving for more money, others mentioned better benefits, and some cited some kind of personal reasons for quitting. But there was nothing to help Isabelle pinpoint the problem. Isabelle had checked and found that Halls wages and benefits were competitive with, if not better than, those of other manufacturers in the area. She then called Nelson Able, the painting supervisor, to discuss the problem. Nelsons response was, To heck with them! They will do it my way or they can hit the road. You know how this younger generation is. They work to get enough money to live on for a few weeks and then quit. I dont worry about it. Our old timers can take up the slack. After listening to Nelson for a moment, Isabelle thought that she might know what caused the turnover problem.

Questions

1.Do you believe that the exit interviews were accurate? Explain your answer.

2.What do you believe was the cause of the turnover problem?

Brief summary of research topic/introduction: A convergence of factors surrounded the simultaneous labor and womens movements in the early 20th century intersected and affected legal, political, and economic structural orders over time.
Both Howard Gillman and Barry Cushman systematically analyze key cases involving protective labor legislation for women, such as Muller v.Oregon, Adkins v. Childrens Hospital, and West Coast Hotel Co. v. Parrish. However, the authors doctrinal focus does not fully recover the "Multiple Traditions in America," as described by Rogers Smith (which recognizes the conflictual and contradictory history of the roles of women and minorities in the nation). For example, Gillman only makes one explicit reference to womens suffrage and the external influence of the Nineteenth Amendment with his quote by Justice Holmes dissent in Muller, "...[i]t will take more than the Nineteenth Amendment to convince me that there are no differences between men and women, or that legislation cannot take those differences into account." (171). A closer examination of the multiple actors and influences of the changing institutions, orders, and rules surrounding womens and racial minorities' legal and political status may improve understanding the interpretive context and evolving constitutional frameworks during this era.

Sources:
Julie Novkov, Constituting Workers, Protecting Women: Gender, Law and Labor in the Progressive and New Deal Years (2001)

Louise Newman, White Women's Rights(1999)

Ritter, Gretchen, The Constitution as Social Design: Gender and Civic Membership in the American Constitutional Order (Stanford: Stanford University Press, 2006)

Rogers M. Smith, Beyond Tocqueville, Myrdal and Hartz: The Multiple Traditions in America, American Political Science Review 87 (1993): 549-666.

Gender, Class, Race, and Reform in the Progressive Era. by Noralee Frankel, Nancy S. Dye - Author(s) of Review: Nancy Folbre. The Journal of Economic History, Vol. 52, No. 4 (Dec., 1992),

Stromquist, Shelton. Reinventing 'The People': The Progressive Movement, the Class Problem, and the Origins of Modern Liberalism, University of Illinois Press, 2006

_________________________________________________

See also Gillman, Howard, The Constitution Besieged (1993);

Cushman, Barry, Rethinking the New Deal Court (1995);

(Regarding multiple political orders...) Karen Orren and Stephen Skowronek, Institutions and Intercurrence: Theory Building in the Fullness of Time, in Ian Shapiro and Russell Hardin, eds., Nomos XXXVIII: Political Order (NYU, 1996), 111-146.

This paper is on elvis presley. someone from this site has already made an outline, a 2 page intorduction and a bibliogrpagy for this paper. I will copy and past all of that below. It was a great outline so the paper can be based directly off of that. Citations are very important, things shoudl be cited a lot. another thing that needs to be added to this paper which isnt in the outline is footnotes. If more sources are used it would be helpfu it you woudl send a new bibiography if you use more sources. below im goign to paste the 2 page introduction, the outline and the bibliography.

Introduction thus far: Celebration of Elviss music has become a national pastime as he has become an enduring legacy of our past and the beginning of Rock and Roll. However this musical celebration and cult following may have been heavily influenced by African American musical traditions. Many black historians claim that Elviss theft of their musical tradition is an epitome of the racism inherent within that era. Elvis signifies the foul way so many black writers and performers, such as Little Richard, were treated by the music industry. The enduring image of Elvis is a constant reflection of societys then refusal to accept anything other than the non-threatening and subservient Negro (Kolawole, npg). The legacy of Elvis as King of Rock and Roll has to be re-examined in the wake of criticism upon the origins of Rock and Roll. These origins claimed by many stem from deep African American musical traditions in blues and gospel music. Elvis himself has admitted that his music is heavily influenced by the gospel of his childhood. In order to examine the roots of Elviss music and the connection to African American musical traditions, several areas must be thoroughly examined. First a closer look at the black musical tradition within Elviss time period. Second, an examination of musical blending that was occurring within Elviss lifetime. Third, a detailed understanding of Elviss childhood and the influence of black musical traditions upon his future music. Finally, an analysis of his actual musical traditions. Elviss music has strong roots within African American musical tradition that was prevalent in the south. Significant musical blending throughout his musical era, combined with his upbringing caused Elviss music to be rooted within the tradition of Blues and Gospel music.
At the time of Elviss rise and climb to fame, black rights were still at the fringes of public discourse with no real solutions or movements present. Segregation occurred in all social mediums including the institution of churches, which became a strong impetus for why Gospel music was not popular within white culture while flourishing within African American communities. The segregation of the period was one of the primary reasons for musical separation as African Americans formed their own communities that were autonomous from traditionally white communities. At the time, African American communities were still relegated to the status of inferior status. The caste system within the south was deeply ingrained into the fabric of socially acceptable segregation (Bertrand, 18). The birth of Rock and Roll in the 1940s to 50s was also mirrored by the birth of the civil rights movement. Many argue that Rock and Roll, especially in relationship to Elvis helped the movement persist strongly and influenced better relationships between white and black social integration. On the issue of race, Elvis rode the tide of the civil rights movement. By blending black and white music, he helped legitimate black culture during a time when African Americans were breaking into mainstream music and entertainment culture, sports, and more broadly U.S. society as a result of the civil rights movement (Kellner, 2). Rock and Roll became the means to provide grassroots support for the civil rights movement. Thus the blending of musical traditions was not only inadvertent but encouraged as a method to spread black music to the mainstream. Musical segregation at the time was still a consistent and popular theme.By the 1920s much of the entertainment music played by white American musicians, was clearly influenced by black music, but black and white music scenes were still segregated: black musicians played their songs for black audiences, white played their music for all white audiences (Kloosterman and Quispel, 151).

Outline:

1. Introduction:
a. Celebration of Elviss music has become a national pastime as he has become an enduring legacy of our past and the beginning of Rock and Roll
b. However this musical celebration and cult following may have been heavily influenced by African American musical traditions
i. Many black historians claim that Elviss theft of their musical tradition is an epitome of the racism inherent within that era
ii. Elvis signifies the foul way so many black writers and performers, such as Little Richard, were treated by the music industry. The enduring image of Elvis is a constant reflection of societys then refusal to accept anything other than the non-threatening and subservient negro (Kolawole, npg)
c. The legacy of Elvis as King of Rock and Roll has to be re-examined in the wake of criticism upon the origins of Rock and Roll.
i. These origins claimed by many stem from deep African American musical traditions in blues and gospel music.
ii. Elvis himself has admitted that his music is heavily influenced by the gospel of his childhood
d. In order to examine the roots of Elviss music and the connection to African American musical traditions, several areas must be thoroughly examined.
i. First a closer look at the black musical tradition within Elviss time period
ii. Second, an examination of musical blending that was occurring within Elviss lifetime
iii. Third, a detailed understanding of Elviss childhood and the influence of black musical traditions upon his future music.
iv. Finally, an analysis of his actual musical traditions

2. Thesis Statement
a. Elviss music has strong roots within African American musical tradition that was prevalent in the south. Significant musical blending throughout his musical era, combined with his upbringing caused Elviss music to be rooted within the tradition of Blues and Gospel music.

3. Overall landscape of black musical tradition
a. At the time of Elviss rise and climb to fame, black rights were still at the fringes of public discourse with no real solutions or movements present.
i. Segregation occurred in all social mediums including the institution of churches, which became a strong impetus for why Gospel music was not popular within white culture while flourishing within African American communities.
ii. The segregation of the period was one of the primary reasons for musical separation as African Americans formed their own communities that were autonomous from traditionally white communities.
iii. At the time, African American communities were still relegated to the status of inferior status. The caste system within the south was deeply ingrained into the fabric of socially acceptable segregation (Bertrand, 18).
b. The birth of Rock and Roll in the 1940s to 50s was also mirrored by the birth of the civil rights movement. Many argue that Rock and Roll, especially in relationship to Elvis helped the movement persist strongly and influenced better relationships between white and black social integration.
i. On the issue of race, Elvis rode the tide of the civil rights movement. By blending black and white music, he helped legitimate black culture during a time when African Americans were breaking into mainstream music and entertainment culture, sports, and more broadly U.S. society as a result of the civil rights movement (Kellner, 2).
ii. Rock and Roll became the means to provide grassroots support for the civil rights movement. Thus the blending of musical traditions was not only inadvertent but encouraged as a method to spread black music to the mainstream.
c. Musical segregation at the tie was still a consistent and popular theme.
i. By the 1920s much of the entertainment music played by white American musicians, was clearly influenced by black music, but black and white music scenes were still segregated: black musicians played their songs for black audiences, white played their music for all white audiences (Kloosterman and Quispel, 151).
ii. In the 1930s, the influence of black musicians was not yet great enough to induce whites to incorporate black composition in their repertoire (Kloosterman and Quispel, 151).
iii. The musical tradition of the times clearly reflects this deficiency and lends credence to the popular theories surrounding white theft of the black musical tradition.
d. Black musical tradition of the period was rooted within two basic modules, Gospel music and Blues music. These two musical traditions were segregated within the African American domain with few exceptions.
i. Blues music has its traditional roots within African American musical tradition as evidenced by the long string of musically talented artists within that genre.
1. Blues music however did not cross racial lines with the majority of famous blues musicians residing in New Orleans and other prominently black cultural hotbeds.
2. Blues music was a blending of black musical traditions that has a history of over one hundred and fifty years (North, npg).
3. Sammy Davies Jnr and Nat King Cole, who are notably recognized as founders of the Rock and Roll genre played a heavy influence upon Elvis (Kolawole, npg)
ii. Gospel music has been an African American church tradition with influences from traditional African music and especially prevalent during the slavery era
1. Gospel music was strongly discouraged within mainstream society and actively suppressed.
2. Primary sources show that black musical revival in gospel music was not integrated into mainstream society because of burgeoning suppression from slave-owners and religious suppression.
3. Many see similarities between Gospel music and Rock and Roll, and even Elvis notes that his early childhood influences within this genre cultivated his later music
4. The Blending of Musical Traditions in the South
a. The blending of Southern musical traditions was not started by Elvis and is deeply rooted in the integration of musical traditions.
i. Bill Ivey, while Director of the Country Music Foundation, pointed out that the American South has always been a uniquely musical region, drawing inspiration from its variety of folk sources and constantly melding them into new combinations, be they called blues, jazz, rock and roll, or country (Ivey, 289)
ii. [Elvis is] not the first time such interracial cultural cross-fertilization had occurred within popular musical traditions (Kloosterman and Quispel, 152).
b. Within the era of Rock and Roll, segregation of music into differing racial markets was a common theme among the music industry.
i. Primarily for misguided marketing purposes, the recording industry divided southern music along racial lines, into two very general categories, with black performances being issued on "race" records and white performances as "hillbilly" series, no matter how inept and inaccurate such a racial labeling and bifurcation of the music itself was (North, npg).
ii. The division between music traditions played a strong role in why black musical traditions were excluded from mainstream music. However, it still grew into a very mature industry based almost exclusively on grassroots and underground interest.
c. The integration of black and white music has a deep historical tradition
i. musical interweaving of black and white elements in American music, tracing these mutual influences as far back as the forced arrival of black people to the New World in the early 1600s. (Lewis, npg).
ii. the tones of these black and white fiddle bands "are plain proof of a century of cultural seepage..., a century of windings and flowing that spilled onto the lap of the 1920s; both Henry Sims and the Mississippi Possum Hunters" (172).
iii. The integration of black musical traditions within country music has been recognized by Nashville and now has a fixed place within the historical context of countrys development
5. Elvis and his musical education within Black musical traditions
a. Elviss childhood was in one of the poorest sectors of the Southern political sphere, therefore, a strong root and cultural influence of traditional Gospel music and blues music was added to his musical tradition early in childhood
i. He was born and raised in Tupelo, MS, a poor white community that bordered upon many segregated black communities
ii. He attended the Assembly of God church in a neighboring African American church and was introduced to gospel music at this early period within his life
iii. era, as well as being the most dramatic example of a celebrity transformed into a cult deity by a pill-popping mama's boy hillbilly from Tupelo, Elvis Aaron Presley was the first musical megastar of the rock and roll a premature death (NNDB, npg).
iv. Elviss parents were a truck driver by the name of Vernon Presley and his seamstress wife Gladys Smith. Raised in poverty, Elvis developed his singing talents at the familys Pentecostal church, and by the age of ten managed to win second prize at the Mississippi-Alabama Fair and Dairy Show with a version of the song Old (NNDB, npg).
b. Elviss move to Memphis as a teen heavily influenced his strong attraction towards blues and R&B.
i. In 1948 his family moved him to Memphis, and it was here that Elvis fell under the influence of black R&B performers such as B. B. King by way of the thriving music scene centered around the city's Beale Street clubs (NOTATION).
ii. Elvis attended many R&B performances and even practices with traditional blues players within noted Memphis nightclubs, winning regional level accolades through his rendition of black R&B.
iii. Elviss first recording session was with Sam Philips Sun Records, which thought that although he was personally unpleased with Elviss black music, had strong potential if carefully articulated and modified
c. Elviss music was strongly influenced by Gospel music which is prevalent through much of his music
i. An analysis of his music within Mystery Train reveals that Elvis used Gospel style lyrics throughout his first two albums as well as the popular expansion of musical tradition within this genre.
ii. Michael Bane makes a similar claim within his book White Boy Sings the Blues, in which he argues that Elvis used the lyrics of blues musicians in conjunction with Gospel musical traditions in his most popular songs.
iii. The combination of these factors strongly influenced Elviss music which was strongly influenced by black musical traditions in relationship to his childhood and his teenage education in blues and gospel.
d. Many contend that Elvis was in fact a racist who intentionally subverted black musical traditions to his own commercial success
i. He was quoted as saying, The only thing black people can do for me is shine my shoes and buy my music" (NOTATION).
ii. Helen Kolawole contends that Elviss racism is brought about by his impoverished upbringing in the backcountry of the south, in which racism was a prevalent form of social caste systems and racial segregation.
iii. Whether we remember him as an obese, drug-addled misogynist or a hip-swinging rebel, let's call him what he is - the all-conquering great white hope - and demand the entertainment industry never again makes such a deceitful claim (Kolawole, npg).
e. However, an equal amount of advocates argue that Elviss position and his cross-cultural musical tradition were in fact extremely helpful for the black empowerment movement
i. Careful review of literature and cultural texts so that the beginning of Elviss career were within R&B communities. Tens of thousands of rural white youths embraced R&B music as well as the later rock and roll venues. Elvis was among these individuals who overtly fell in love with R&B,many times praising King and other strong influences for their role in his music.
ii. It can be argued that the overt participation and the activity within musical culture among white youths was part of the grassroots movement towards greater rights for African Americans.
iii. On the one hand, Elvis Presley's enormous popularity with young, white southerners in the mid-1950s affirmed that, indeed, a civil rights movement was under way. On the other hand, the disgust with which many of these youngsters' parents greeted Elvis Presley's popularity signified that, despite this movement, large segments of the southern white population would never be moved (Bertrand, 120).
iv. Experts such as Professor Bertrand argue that Elvis was the epitome not of southern racism, but rather the rise of a revolutionized race relations within the United States.
v. Elviss popularity allowed large numbers of southern, white, working class youths to use the revolutionary cultural and musical changes to institute a transformation of the racial caste system within the south.
6. A closer examination of Elviss music reveals strong influences of black musical traditions.
a. Early music produced by Elvis was rejected on the basis of their too similar nature to black R&B music.
i. Elviss first songs that he recorded himself were called My Happiness and thats When Your Heartaches Begin. These two songs were not well received by record companies within the area due to their coarse and inappropriate nature that inevitably led to their rejection.
ii. His second attempt which resulted in A Casual Lover Affair and Ill Never Stand in Your Way were recorded with Sun Records and its owner Phillips. Although these songs were more polished and showed potential, they still were regarded as too black for white audiences.
iii. In order to increase the social acceptability of Elviss music, Philips had to hire a backing band featuring a guitarist and bassist in order to deviate the music away from its R&B similarities. Thus producing the soundtracks I Love you because, Blue Moon of Kentucky and Thats All Right. All three of which, especially Blue Moon, were to become Elviss first hit singles.
iv. The struggle for Elvis to find a venue for his music in these early years demonstrated how closely he was following the R&B style of the black musical tradition. All of these songs had such strong similarities to R&B that Sun Records was hesitant to approve them for broadcasting.
b. Elviss later music and especially his dance style are imitations of R&B performances, closely linking his own music with its black musical traditions.
i. Elviss popularity did not reach manic levels until his live TV performances were he provided, what was then considered inappropriate and scandalous gyrations. These musical traditions were actually already part of black musical culture. Elviss impersonation of this style shows a direct imitation of black musical culture at the time.
ii. RCA released Heartbreak Hotel, which is considered one of Elviss most celebrated singles, is strongly rooted within black musical culture in both its similarity to R&B as well as gospel music. Experts argue that this rendition in fact has strong roots in similar King music that heavily influenced Elvis.
iii. The last two albums of Elviss career, Suspicious Minds and Change of Habit, were both less dramatic and slower than his earlier albums. They exhibit far more than his other albums the gospel roots of his music.
7. Conclusion:
a. Elvis is considered one of Americas greatest musical icons. His home in Graceland is now a national park, and there is still a cult following those results from both his image and his music.
b. It is evident that Elvis was strongly influenced by the black musical tradition.
i. He was raised within an environment where he was constantly exposed to black musical tradition in the form of gospel music. This had a strong influence in developing his music core and understanding of rhythm.
ii. His early teenage infatuation in R&B was the foundation of much of his early works and brought black musical tradition into mainstream society through his blending.
c. Elvis did have a significant impact upon the civil rights movement because he brought the black musical tradition fully into mainstream America at a period where the civil rights movement was at its highest peak. Therefore his influence is profound upon American culture and even more upon the acceptance of black culture within mainstream society.


Bibliogrpahy: Epstein, D. 1977. Sinful Tunes and Spirituals (Chicago)
Pennington, J. 1849. The Fugitive Blacksmith (London)
Russel, T. 1970. Blacks, Whites and Blues (New York)
Southern, E. 1971. The Music of Black Americans (New York)
Kloosterman, Simon and Quispel, Lee. "Not just the Same Old Show on my Radio: An analysis of the role of radio in the diffusion of black music among whites in the south of the United States of America, 1920 to 1960" (Popular music 92) pg 148-162.
Nemerov, Bruce. Elvis's Influence, by Popular Music 1991 Cambridge University Press
Emery, Ralph. The View from Nashville. New York: Morrow, 1998.
Foster, Pamela. My Country. Nashville, TN: Private Printing, 1998.
Green, Doug. Country Roots. New York: Hawthorn, 1976.
Elvis: A Biography, 1971, BY: Jerry Hopkins
Last Train to Memphis: The Rise of Elvis Presley, 1994, BY: Peter Guralnick
Elvis Presley: The Man. The Life. The Legend., 2004, BY: Pamela Clarke Keogh
Race, Rock, and Elvis Michael T. Bertrand U of Illinois P, Urbana, IL, 2000
Elvis Aaron Presley: Revelations from the Memphis Mafia, 1995, BY: Alanna Nash

African American Musical Tradition. (1998, June 9). Retrieved January 9, 2007,
from http://www.questia.com/
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!792541765?a=o&d=5002470978&gserror=true

Term Project

Your term project will consist of the following hypothetical scenario:

Acme manufacturing is a moderately sized tool and die company located in Akron, Ohio. Acme has been using the airlines to transport their high level executives to their three satellite locations in Chicago (ORD) (actual business location Aurora, IL), Seattle (SEA) (actual business location Renton, WA), and Miami (MIA) (actual business location, Opa Locka, FL). Each week, seven company executives must visit these three satellite locations. Problems are starting to add up as the CEO and his associates have noticed that not only is the cost adding up (approximately $75,000 per month in first class airline tickets) but productivity is significantly decreased because the executives have to make airport connections and many times cannot travel out and back the same day due to the airline's schedule. This also adds to travel expenses as hotels and food have to be figured into the expense equation (approximately $15,000 additional dollars per month). The CEO, Mr. Acme, has had enough. Since Acme has no prior aviation experience, he has asked you to draft a proposal that would make sense. He needs all of your expertise to help his company to be more productive and hopefully save money.

Mr. Acme wants to make sure he knows as much as possible before committing to anything. Make sure that you address such important areas as:

What type of aircraft do you think would serve the mission? like to use the bombardier lear jet 45 for the aircraft
What on-demand aviation method will best suit the situation? a 135 charter or a company like flexjet or net jets
What are the costs (acquisition, monthly, etc.). Don't forget to include training, maintenance, hangar, crew, insurance, fuel, etc. Assume the aircraft will fly 80 hours per month.
How do the overall costs compare to the airlines?
Your are to write a business proposal. Your goal is to impress Mr. Acme with your knowledge and professionalism. You are free to choose the style and format of the proposal.
I put a few tips like flexjet they are a charter/owner style company out of richardson tx . and another company like net jets. you can also use a basic 135 charter company like keyair they also use a lear 45 . thanks if you have question let me know

?Atlanta International Airport?

Atlanta International Airport employs over 10000 people, and it has staff from 300 organizations based at the airport to cater to the needs of their customers. There are 200 retail shops and restaurants. The airport handles around 80 million passengers per year and about 1 million flights. Atlanta International Airport is recognized as one of the most efficient and well-managed airports in the world.

The ground crews are loading and unloading aircraft, putting meals on board, filling the fuel tanks and cleaning the airplanes. The baggage handling operation is sorting, checking and dispatching bags to the many departing flights. The airlines? ticketing staff is dealing with lines of passengers, each of whom may have a different destination. The information desk deals with the many queries, such as people wanting to know if their plane is delayed, the location of a hotel, or trying to work out how to get by road or plane to their final destination. Passengers flow through the lounges, passport control and security checks, and use duty free shops and restaurants, all of which have to always be kept clean and fully stocked. All of these activities, and more, are coordinated by the airport?s Director of Operations.

According to the Operations Director, the secret of managing operations is to make sure you have very good processes and procedures. Everything has to be well planned and tested. Atlanta International Airport is the busiest airport in the world. Therefore, it should continually try to improve all the processes and operations happening on its premises.



The Required Essay:

After defining what is a transformation model and what is an operation or process in a business and organizations, please identify the micro-operations to be found at the airport and clarify the difference between transformed resources and transforming resources. Also summarize the job of the operations director (and his/her priorities), and discuss an example of a business that has successful operations in ?The H.K. of Jordan?.





- Please acknowledge all your sources of information using full Harvard Style Referencing (in-text referencing plus list of references at the end).

- Your response to my order should take the form of a full essay format divided into a number of paragraphs with introduction and conclusion without subheadings and bullet points. Would you

please also use (if available): ?Understanding Business: Processes?, Edited by David Barnes at The Open University,UK. First published 2001 by Routledge, London and New York; as one of your sources of information. And use examples from my own country ?Jordan?.


Guidance to the writer:
? Discuss concepts that are related to the subject (e. Organizational open system, boundaries of the operations function, transformation model, macro and micro operations, processes, the value chain and value system. Discuss also the short case given in this order.
? Select and group topics and decide the order in which you intend to write about them.
? While writing; please avoid descriptive writing, I ask you to discuss a statement.
? Would you please support your discussion by using examples from the above mentioned source if applicable, as well as examples from my own country.



Thank you for the effort..
Best wishes to all of you on the Easter!

Yours,
Jamal Dakash

This is a belief and knowledge paper based on superstition specifically the number 13. Why do we believe that the number 13 is bad luck? Why do we avoid using this number, for example, hotels do not have a 13th floor, Friday the 13th is bad day (Knights Templar executed in 1307, on Friday the 13th), the number 13 is apocryphal according to folklore, Dan Marino #13 of the Miami Dolphins never made it to the Super Bowl, and so on. Where did this belief derive from? How did this belief come about? How is this number perceived in other cultures?

References can come from anywhere through the internet as long as it is not wikipedia. Please use references that are easily accessible online. Thank you!
Customer is requesting that (RLT2413) completes this order.

Film Review;
("Lost in Translation") Bill Murray, Scarlette Johanson; 2003
-- about "two Americans in Tokyo [experiencing] a unique friendship that helps them to deal with the confusion, loneliness and hilarity caused by cultural and language differences."
(answer these questions)
1 - what are some of the "non-linguistic [i.e. visual/cultural] cues" early in the film that suggest from the outset that the main characters are lost in a culture and language they cannot possibly understand? How do these issues direct to the context of language philosophy?
2 - what role in the film is played be Bob's wife, and her communications to him? [H: in what way is she the exemplar of correspendence theory, embedded in a film that deals more with coherence theory? How is she "reality in the background"?
3 - why is the bar in the hotel an important meeting point for the main characters? In what way is it meant to point out the limits of their understanding of the culture in which they find themselves?
4 - why does Charlotte's visit to the Shinto shrine bother her so?
5 - what (if any) role has the red-headed lounge singer in the plot?
6 - What [in your view] keeps Charlotte and Bill from connecting, almost to the bitter end? What is the problem re: the nature of language that affects them so desperately at the individual [private experience] level?
7 - what do you think Bill whispers in Charlotte's ear in the last scene? Why would it [whatever it was] allow them both to walk away from each other with a smile?
8 - How might you apply the film to the notion of real life...of your life?

Guidelines - here is what my professor told me after grading my short story:

Kristin,

The final twist in your story makes for a promising dramatic moment, but I would suggest stripping away much that comes before and just focusing on her trip to Miami, to reunite with Lucas.

The introductory monologue, in which the narrator explains herself to us, does not move the story forward. The narrator repeats herself, rather than deepening our knowledge of her character. Then the scene at the farmer?s market introduces a narrative involving the mother, but this narrative line in completely discarded when we move back in time to the camp crush scenes. The camp scenes focus on the conflict between Isabella and Nicole, but Nicole is another red herring. She is simply dropped, and anyway nothing of importance happened at camp except that she met Lucas, which could be explained in a sentence?Then, the scene when Lucas asks her to carry his/his partner?s child comes completely out of nowhere. She hasn?t seen or talked to him, as far as I can deduce, in ten or twelve years. So that final scene is not believable. You have spent your time prior to that scene on unrelated topics. In this shuffling around, Isabella?s character has become muddled. What your story needs to do, I think, is narrow its focus and work on making us believe in the dramatic irony of that dinner scene. If you can make us believe that she thinks she is reuniting with Lucas, while he thinks she knows he is gay and feels that he has found, in her, the perfect person to give birth to his child, then I think your story could be very successful. The irony is rich.

Maybe try the following:
The story opens with her arriving at her hotel and putting in the first phone call to Lucas. No explanation of her marital status, etc,: let that come out through the events. In the next couple of scenes (which should probably occupy the bulk of the story), she and Lucas become reacquainted with one another, and Isabella begins to see potential in him. We, as readers, begin to see that all is not as it seems, that Isabella?s view of the situation is too good to be true, but we don?t quite know what the truth is. Isabella, it becomes clear (to us but not to her), is blinded by her intense desire to reclaim the one that got away. Then, she suggests a romantic dinner out, and he agrees avidly, and we see that they both have big expectations, but entirely different ones, and then?the revelation.

Grade: C+
------------------------------------------------------------

The assignment is a 8-16 page short story on a topic of our choice. Here is the story:

?Under a Rock?

Over the years, my life has become one big rock. Well, maybe not a "big" one, considering the fact that I really haven't lived all that long, but anyhow, it's still a rock. Majority of the time, I either find myself dying to crawl under one or coming to the tragic realization that for what seems like an eternity, I have been living under one. The latter tends to be slightly less embarrassing, less intentional and I guess, just a tad bit reassuring. Reassuring in the sense that I do not know it all, although I fool many people into thinking I do. Could it be that I was very sheltered growing up? It must be because I am going on 29 and not yet married.
Life under the rock gets lonely sometimes. I've wanted to get married for about, hmm, 29 yrs. now? No, it's got to be more than that. I am quite curious as to where my white horse, my red roses and my pathetic but wonderful attempt at a down-on-one-knee wedding proposal happens to be hiding? God must have forgotten about me. I'll bet your bottom dollar that he is most definitely punishing me for breaking too many hearts and tricking one too many men into thinking that, they in fact, were Prince Charming. Some have permanent reservations at my heartbreak hotel, while others, well, went out with the trash. Those that reside in the soft spot of my heart, were all lovely, but lacked a few key requirements.
So that leaves me, Isabella Evans, all alone in my miniature, but quite classy, one bedroom apartment. Did I forget to mention just how miniature it really is? Yes, well, the bedroom and the kitchen are closerthanthis?what a good thing not much traffic comes through these parts. My little midget, but posh apartment, also happens to be right smack in the middle of Humungous House Land, also known as Bellevue, Washington. How the hell did I get here anyway? Oh that's right. I grew up in sheltered island paradise, dawdled around in Miami for awhile, and, how the hell did I get here? Who knows? Not I.
Miami was where it all happened. I dated then. I guess you could say I had a life. Back then, if I were to be living under any rock, it had to be a very beautiful one, such as limestone, the kind of limestone that grew in small crevices on the road leading up to my grandfather's home on the island. The kind that was so dazzling, it hurt to look too long. By the way, is limestone even a rock? It is most likely a stone of some sort. Is there a difference? Oh hell, whatever. I was after all, under a rock, so don't look to me for any answers.
I am assuming that, perhaps, my obsession with marriage was conceived in Limestone Land, also known as the childhood home of my mother. It was a breath-taking home. It was the kind of home that had gardens you could wander in for days. Of course there was a catch. While wandering around in the sweltering heat and taking in the pungent smell of tropical flowers, you had to sore your ear drums by listening to the family parrot, Cockybird, ranting and raving his own name, and those of family members. Sometimes it appeared as if you had made a deal with the devil, other times, you just accepted the bad with the good. Mind you, this was a third world country, so while taking in the beauty you had to be careful not to stumble upon any criminals. Besides that damn annoying bird, and the murderers, the home was grand and each family wedding reception that took place there was even more lavishing than the one that preceded it.
Marriage reminds me of a miniature garden. There is a nice combination of Cockybird and tropical flowers. Unfortunately, more and more society walks the fine line between appreciating the beauty and not noticing it is there. Married couples used to suck it up, now they just move on. Prince Charming will come, eventually. When he does, he isn't going anywhere. After all, I am amazing, he must just not have received the memo quite yet. You just wait, and I guess, I'll wait with you.
?Getting up in this millennium Belle?? Oh Christ! It?s Saturday. I'm awakened by a loud but lovely accent that tends to be fighting with the midget front door that belongs to my midget apartment. My mother, who also happens to be my best friend, has arrived, just as she always does, at the crack of dawn. On Saturdays we go together to the Farmer's Market. We buy some fresh flowers and talk with some bystanders who look like they haven't seen a shower in decades, but mostly, we are there for the strawberries. As we dodge crates and careless children I hear, ?Engaged yet dear?? She is truly evil.
?That would mean I would have to be dating someone mother, and well, hmmm, I'm in a bit of a boyfriend drought.? Ha, take that!
?Well, what about that one fellow? The doctor?? Ok, I'm down for the count. She must seek pleasure from my pain. The one that could have been, but well, I lost interest.
?He was such a nice guy, I really enjoyed him.? Good mother, I am thrilled.
My sweet meddling guidance counselor is referring to a doctor of something that I dated for less than a second. He was a doctor, brownie points. He was tall, double brownie points and well, I got bored. I did carry on our relationship in my mind, if it was even that much, after it ended. Sometimes I think of him. Especially when I run into snotty old friends that I get immense joy from making jealous.
?How are you?? Oh God, this is when I need that rock.
?Fine and you?? I reply with a smile that resembles a museumgoer who has just sat to take a rest and realized that her bench is in fact an important piece of art..
It was Cynthia. We had attended high school and college together and I swear she followed me up here. She never liked me much. Her boyfriend in high school fell in love with me and well, she took it out on me. Bitch. Fortunately for me, at this time, I was wearing my gigantic yet very fake wedding ring. I wear it around town sometimes in the hopes of warding off smelly bystanders and creepy critters who feel like they need to be part of my life. Score, she noticed.
?Belle! You're engaged??
I was tempted to respond with, ?Married actually, to your ex from high school?, but I didn't think that would fly.
?Yes, can you believe it?? God forgive me.
?To who? Do I know him?? Do I?
?I don't believe so. He's a doctor, just moved here from New York. We will have to get together so you two can meet.? This is of course after I meet him.
?I'd love that, we could do Luckys for drinks.? Oh hell. Luckys happens to be the posh restaurant in my neck of the posh woods where people gather to eat posh meals that cost more than my not-so-posh monthly income.
?For sure, I'll catch up with really soon Cynthia.? Yes, after I find him, and I am able to make you insanely jealous of him.
I reluctantly wrap my arms around her with a weighty left arm, permitting her to take note that the skating rink I am carrying around is just too heavy and just a nuisance to lug everywhere. Whew, thank God that is over. My mother and I head back to her place. My ecstatic father greets us at the door with a euphoric, ?Hello ladies, how was the market?? He has always been such a kind soul.
?Fabulous, I ran into Cynthia and told her I was getting married.? I say nonchalantly as I enter the house.
?You did? Belle! How could you?? Oh shit, guilt trip, once again.
?She deserved it; she was awful in school and always had a much better body.?
He becomes suddenly uninterested in my web of lies as he starts eyeing the strawberries in my hand.
?Lovie, would you be a dear and make some strawberries and cream?? He motions towards my mother. By this point in time, I've long convinced myself that my poor father wishes, more than anything, that he was of British decent.
?When did I become the maid?? She retorts, but in a heartbeat starts slicing and dicing for my father?s strawberries and cr?me de la cr?me.
My father and I take a seat out on the patio. My parents have always had an amazing garden and it was one of those days. There was a bit more wind than I cared for but I could feel the sun blistering my shoulders. My father will lay out once in awhile to work on his tan. He has always done really well with multi-tasking. While he lies out, he has the ability to pet the family golden retriever with his left foot, wipe the dripping sweat of his forehead and potbelly with his right hand, and turn the pages of the latest Time Magazine with his left. It was always nice having someone to look up to.
?I'm heading back to Miami next weekend.? I say while throwing back some orange juice.
?Oh really dear, why is that?? Why is that? Um, hello. Quite possibly because everyone and their second cousin is down there, and well, sometimes it?s nice to see your old friends, and perhaps visit and old love.
?You're not going back to visit that one guy are you?? That one guy just happens to be my Prince Charming, remember? The one that never received the memo?
His name is Lucas Walker. We are in love, somewhere, in the back of my mind. I met him when I was 17, the summer before I became a freshman at Hippie University, the most granola university in the universe. He had the most beautiful smile. He had a radiant tan and wore a baseball cap that looked like it had belonged to his great-grandfather. He was a supervisor at a nannying camp where I spent my summer days working.
I had been away from the camp for a few days, God knows where. I returned bright and early to the shrieking children just in time to catch the latest camp gossip.
?He is beautiful, how will I get him?? It is way too early to be so bubbly, and quite frankly, Nicole has never been much of a bubble.
?Who? Did I really miss that much? Stuff always happens when I'm away.? I shrug, as I walk beside Nicole, towards the check-in desk.
?Lucas! We always thought he was super cute, but I really got to know him while you were gone.? Excuuuuuuuuuuse me? Nicole is the one that must have missed the memo.
?Nicole! I have only loved him, for, hmm, ever!? I shrieked as the words flew out of my mouth. She had a smile the size of my ego, planted on her face. She really must have a few screws loose. Did everyone not know that I had the biggest crush on him? This is ridiculous. I wanted to slap the smile off her face and proceed on with my day.
I've always had a thing, somewhat of a phobia, about approaching the male species. Remember my ego? Well, it was huge and I didn?t waste much of it on men that didn?t want me enough to initiate conversation with me. The strange thing is, he did speak with me, and he did give me every indication that he was interested. He just didn't really make it much more.
Back then, I had what one would call a "winning streak." Pretty much any guy I sunk my teeth into, would fall head over heals?whether they wore heals or not. Sean didn't appear to be one of those poor guys. He was unattainable and stunning. Being that I was Belle and I did have that one annoying phobia, amongst others, I spent the rest of the summer hanging out in the sun, making small talk where I could. Lucas would invite me out every so often. To the movies maybe or just over to hang out. Not that I ever did accept. For the first time, I was scared, uneasy and embarrassingly inexperienced. He was, by the way, a bit older and did have that dazzling bronze skin. I regret it to this day, that I never went out with him. We would spend hours talking, but nothing more. It was always a bit intimidating, being that I, a beautiful girl, and Lucas, being of equal or quite possibly more beauty, wanted to spend time with me. I desired, so sincerely, to just?well, spend the rest of my life with him.
Lucas and I would continue to speak casually through out the following school year, every once in awhile when I was in need of a soft voice that conveyed both sensitivity and longing. Nice combination?.oh well. I would date here and there, break hearts and move on, get close to love and then escape but all while still wishing that Lucas was the one I was with. Everyone who was anyone, in my soap opera life, knew that I needed Lucas, knew that I longed for him on lonely nights, and maybe some not so lonely nights. So sue me. I found comfort in the fact that my ideal man existed?I lost control of my feelings and I never was too fond of that happening. Not that it happened all that often, because, actually, I don't think it ever did happen?at least not yet, on that level. I have never been a huge fan of loosing control, and even less of a fan of not getting what I want, when I wanted it. With Lucas it was different. The longing was true. He wasn't a possession or a conquest, more of a venture, into uncharted territory.
?There is another person, one from my past, that I have not been able to let go of," Lucas declared while treating me to a swanky steak dinner. Is he joking? Am I dreaming? I needed to wake up and fast. Beads of sweat are being born in every crevice of my body. There is a fire growing inside of me, only to be fueled by the beads of sweat. My hands are clammy, I reach for my glass of pinot noir and it slides unto the floor. I lean over to pick it up and take the candlelight with me. Is there a fire or is that just my insides again? This was supposed to be the first weekend of the rest of my life but instead, I felt as if I was being dumped. But wait, it doesn't count if we were never officially together right? Good, I am still 0 for hmm?.6756408970896 on the dumping ratio. Wait, what was I thinking? You can't play love by numbers; you have to play it all by heart. Heart. That is what it is about! Heart and maybe face, which could use some saving right about now.
As these thoughts race through the mush up above, a tall, slender, modelesque gentleman walks over to Lucas and kisses him gently on the cheek. There is no way. Impossible. I always thought he worked at summer camp because he enjoyed the sporty atmosphere rather than the bonding with children.
?This is Brandon, my lover.? I look around to see if the steak knife is still on the table. ?I wanted you two to meet. We are thinking about having a baby and we would like you to help us.? The cotton in my mouth has all of a sudden dried up the beads of sweat on my body. I always thought the marriage would come before the children, I guess in the real world it no longer happens that way. I begin to feel tingles throughout my body, as if someone is pouring acid through my veins. My eyes feel as if they are about to squirt tears all over the table and my heart is beating at the speed of light. Utterly mortified, I crawl under my rock and yell, ?Check please!?
I can't breathe. My heart is beating a bit faster. Although I am out of harm's way, hidden safely under my duvet, I can't help but feel the tendency for heat stroke. Maybe it is time to crawl out from under the rock and show my face to the world. No, not quite yet. There was much revision and reflection that was necessary before a full and complete recovery could take place. I know, I will jot some notes down in my diary. Diaries are always good listeners; they never tell you that hind sight is always 20/20 or that you were a fool for falling or that the dress you wore to your last office party accentuated your tummy rolls rather than your tush. No, diaries are always good about those things. That's what I will do, I will write.
"Yikes," I screech and slowly return the diary to its home. I had forgotten one minor detail. Planted on the first page of my diary was the most painful, um, beautiful picture of Michelle Pfeiffer. Not that Michelle Pfeiffer really matters all that much, but what did matter was that she was modeling, for some exquisite magazine, my dream wedding dress. It was striking, chiffon with a touch of satin, layered in all the right places. Perfect for my tropical wedding. The wind would blow just right, the sun would set just in time and the fans in the little island church would all be working, for once. The reception would be luxuriant and lavish. There would be white lilies and ivory candles, loud music and even louder relatives. Wait, who am I kidding? I will die alone and be eaten by my cats.

I am running behind for this short assignment. 1 full page or 1.5 if you feel generous. No works cited page is necessary. The topic of the essay is "Is Quality Free?" This is for my Management Class - Quality Management and Beyond (TQM). My opinion is that quality in the products we purchase and services provided are never free. Example, Toyota vehicles cost more to manufacture than the same class of vehicle made by Kia, but the quality in the Toyota is 1st class and thus, Toyota is able to charge more for the car increasing revenue. On the service end, the prestigously trained staff at the Ritz Carlton provides customer service that all service oriented companies try to copy. It is why their hotels are able to charge 200% higher rates than the average vacation resort. This dynamic state that meets customer expectations is also found in people, processes, and the environment itself. Thanks!!! You all are great!

I need a 5 page essay analyzing and critizing----not summarizing---- the 3 articles I will fax to you. The articles deal with employee dishonesty and are titled:
1- Organizational Structures to Deal with Employee Fraud
2- Peer Reporting to Control Employee Theft
3- Fiddling in Hotel Bars: Types, Patterns, Motivations and Prevention.
There are faxes for this order.

12 pt font, New Times Roman, One page, single spaced. Talk about and comment on these various things.

Comment on personal education:
Taking Accounting classes
Taking Economic classes
Math classes

Career Goals:
Becoming a CPA for a big Accounting firm
Getting my Masters in Accounting
Becoming more business oriented by getting internships across country
Being more sociable and people savvy
Going on to expand my knowledge of Accounting by getting a degree in Criminology and studying
criminal Accounting

Student Activities:
Working for the yearbook as a photographer
Starting a conflict management and peer mediation group at my high school
Doing volunteer work throughout my community

Work Responsibilities:
Worked retail/sales to become more talkative and open
Worked at the Blackwell Hotel which is in conjuction with the Fisher College of Business
which I got to meet many professors and graduate students from the College while being a server for a sandwhich shop called Grab 'n' Go
Worked under my Aunt who is a distinguished business woman who taught me a lot about the business world. She owns a business that helps women start off their careers by investing in their own businesses.

After you have analyzed the document and assigned readings, consider the following question: The atomic bomb drastically altered events not only on the battlefield and in the arena of international relations, but also in the everyday lives of ordinary Americans. In a coherent, intelligent essay, analyze the impact of the Atomic bomb on American politics and culture in the decade-and-a-half after the explosion of the first Atomic weapon over Hiroshima. Make sure to advance a historical argument about the ways the bomb?and the threat of its further use?shaped important aspects of American public life. In the course of your essay, you should cite at least FOUR of the items (photos/pictures/mp3files) and at least THREE of your assigned readings.

***You have to use at least FOUR of these items(choose any):
-Photograph of Miss Atomic Bomb 1957 at the Sands Hotel, Las Vegas
-Bert the Turtle Public Service Announcement, Civil Defense Administration (1950)
-Boston Herald photo of design for ?Poor Man?s Bomb Shelter 1959
-Boston Herald photo of Mass. Gov. John Volpe constructing brick bomb shelter (1961)
-U.S. Office of Civil and Defense Mobilization, Ad for Fallout Shelter (1956)
-Jacket Photo of 1945 book by Rev. Wilbur Smith, Atomic Bomb and the Word of God
(I will send you the pictures via e-mail)
you may also use:
--mp3 of song ?Duck and Cover? (1950)
--mp3 of Lowell Blanchard and Valley Trio, ?Jesus Hits like an Atom Bomb? (1949)
(but I will NOT send you these mp 3files)

***You have to cite at least THREE of these documents (choose any):

1.Graphic Illustrations of How to Respond to a Nuclear Attack
2.Joseph McCarthy, Speech at Wheeling, West Virginia. (Feb 09, 1950).
3.A Political Test for Employment: The Loyalty-Security Program in Operation, 1955
4.Red Channels, 1950
5.U.S. News and World Report Assesses the Perils of Mass Culture and the Evils of Television, 1955
(I will send all of these document in acrobat form via e-mail)

**Please use footnotes or endnotes as citations.**


There are faxes for this order.

Assignment in report style, maximum 3 000 words ( excluding table of contens,executive summary/abstract and referencing)
Marketing theory : branding,
Example in tourism sector: it can be any brand from tourism industry like hotel brand or airlines.(but not Ritz Carlton and Easy Jet)!!!

This assignment has been designed to offer an insight into how marketing theory can be
applied to the tourism industry. Hence, the completed assignment should demonstrate the
use of theoretical models and techniques from marketing disciplines with analysis and
application to the tourism sector.

Task
First evaluate marketing theory (branding) and follow this with a
discussion of how it is applied to your selected tourism sector example.
Please indicate the marketing topic you have chosen to apply to the chosen
example in the title of your work and on the front cover of your assignment.

In your assignment, you should draw on theoretical material available and show evidence
of wide reading. Critical thinking and evidence of your own thoughts on the subject is
expected. Thorough referencing and a full, professionally presented list of references are
essential.

The report should be a maximum length of 3000 words of text (excludes appendices,
graphs, tables and references), word-processed, 1.5 spaced using 12 point,
preferably Times New Roman font.
Use one inch (about 2.5cm) margins as a minimum to right and left.
Your answer should be written in report style.

You should also aim to be creative and critical in order to produce innovative and
insightful thinking about the chosen example in relation to marketing theory.

There is an approximate plan of report:

Executive summary/abstract
Table of contents
1Introduction( what is the purpose of this report,why is it important,)
2Theory
2.1 general overview of branding
2.2 importance of branding or particular topic of branding for service industry..for example
2.3 overview of particular topic of branding(brand equity,brand image,brand loyalty...//)should be relevant to the chosen brand.
3 brief intro to the case,background info of chosen brand..(about 300words)why the case is relevant to the topic?
4.theory x related to the case ..
4.1....
4.2.....
5.Recommendations(should derive from analysis , what are trends in industy related to analysis)
6.Conclusion ( can include what people can do for further research...)
7.References ( Harvard style)
8.Appendices ( too big tables, or just additional info)

Branding is vast theme,so need to focuse on particular topic
Dont use 'I', "we" and so on
British English
Preferably use sources like textbooks and academic journals and articles.

Journals
? International Journal of Services Industry Management
? International Journal of Retail and Distribution Management
? Journal of Services Marketing
? Journal of Retailing
? Journal of Retailing and Consumer Services
? The Services Industries Journal
? European Journal of Marketing
? Harvard Business Review
? Long Range Planning

Internet
Company websites might be useful for company research etc.

Tourism Marketing Books: FOR EXAMPLE
? McCabe, S. (2009) Marketing Communications in Tourism and Hospitality, Oxford:
Butterworth Heinemann.
? Holloway, J.C. (2004) Marketing for Tourism, 4th Edition, Harlow, Pearson
Education.
? Horner, S. and Swarbrooke, J. (2006) Leisure Marketing: A Global Perspective,
Oxford: Butterworth-Heinemann. 17
? Kotler, P., Bowen, J and Makens, J. (1996) Marketing for Hospitality and Tourism,
New Jersey: Pearson Education.
? Kotler, P., Haider, D.H. and Rein, I. (1993) Marketing Places, New York: Free Press.
? Kozak, M. and Andreu, L. (2006) Progress in Tourism Marketing, Oxford: Elsevier.
? Middleton, V.T.C. (2001) Marketing in Travel and Tourism, 3
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Edition, Oxford:
Butterworth-Heinemann.
? Morgan, N., Pritchard, A. and Pride, R. (2004) Destination Branding: Creating the
Unique Destination Proposition, Oxford: Butterworth-Heinemann.
? Shoemaker, S., Lewis, R.C. and Yesawich, P.C. (2007) Marketing Leadership in
Hospitality and Tourism, 4th Edition, New Jersey: Pearson Education.

I work for Piedmont Airline, who is under the umbrella of USAir, as a ramp agent. I must write a paper that is 8 pages not including the reference page. It must contain at least 6 scholarly sources. The criteria of the paper was to find a problem at our place of work and come up with a solution . The problem is employee morale is low which in my opinion causes the high turnover rate. Turnover rate is currently 29.6%, information given by VP of operation?s assistant. However, according to the VP of Operations, this is where the company wants it. When the rate becomes too low, cost rises due to employee wages and vacation. When the rate increases to high, cost rises due to the frequency of training classes. Through conversations with coworkers the majority of complaints are work schedules, write ups for minor/unintentional mistakes and a feeling of not being appreciated by upper management.
Benefits are flying free as long as there is an available seat. Employee parents, children, spouse or registered guest fly free as well except for paying the taxes on the flight. Since Piedmont is under the umbrella of USAirways, employees also get discounts on hotels, car rentals and cell phone bills and a host many other places.
The outline submitted to the professor is as follows,
I. Background and Problem
II. Literature Review Topics
? Scheduling ? Corporate releases flight schedules 3 months ahead.
? Unemployment ? From injuries, firing from too many write ups(occurrences) and damages to equipment(Airplanes, beltloaders)
? Advancement ? Limited to the ramp and non existent to a corporate level
III. Analysis
IV. Resolution and Conclusion
When corporate sends flight schedule, each station manager and their staff come up with the work schedule so every quarter, employees bid for their schedules based on seniority. There is a software program Piedmont uses called Staffplan that calculates necessary manpower, hours and shift times which is why there is no straight first, second and third shifts. After calculating, the program sends out a certain number of work schedules for 6am-10am, 7am-1:30pm, 12pm ? 5 or 8pm basically throughout the day to ensure enough coverage to efficiently run the operation.

I need this essay for admission into Ecole Hoteliere de Lausanne (swiss hotel business school).
It has to be 2 pages long.

the topic is:
Why do you believe you should be admitted to the Ecole hoteliere de Lausanne and what will you be able to contribute that is unique and would make you a valuable member of the EHL community?


ps: i will fax my notes on this topic, describing my personality (motivated, etc etc) and my ideas on how i could contribute to the school. I would like you to include them into the essay.
You can use as many additional sources as you wish.
There are faxes for this order.

3,000 word story as per the below outline, summary, interview quotes, and restaurant listings:

---Summary

New York is home to people from all over the world, and it is well-known that they often bring with them cuisine from their homelands. Foodies descend on food courts in subterranean malls in Queens, Russian bakeries in Brooklyn, and ethnic food trucks pretty much anywhere throughout the five boroughs. For being a cosmopolitan city with such cosmopolitan tastes, surprisingly little attention is paid to the diversity of African food. The continent of Africa is rich in food tradition and, increasingly, we are seeing these traditions manifest throughout New York. In fact, several openings over the past few years have dramatically altered the African dining scene, and this development is very much worthy of coverage.

Some of the showstoppers include Accra (opened 2013, West African), Les Ambassades (2012, West African), Tolani (2010, South African), Lalibela (2012, Ethiopian), Ponty Bistro (2012, Maghrebi), Farafina Caf (2013, African fusion), and Le Souk Harem (2010, Maghrebi). Harlem has become an epicenter for this revival in African food in the city. The number of African restaurants has grown steadily over the past few years, in part due to an influx of immigrants, but also to events such as New York African Restaurant Week (NYARW), which draws in curious New Yorkers to sample these unique cuisines. NYARW is a bi-annual event that just completed its run with 17 participating restaurants. The African community in New York has become quite active in promoting its heritage and culture, and this starts with food. NYARW has become the centerpiece of that effort as it highlights the exceptional standards of African food in New York. Some restaurants, such as Tolani with its South African cuisine and wines, have a strong mainstream crossover appeal, while classics, such as Buka, have menus heavy in the traditional and exotic.

So, what is driving this trend toward African restaurants? New Yorkers have experienced an increase in high quality African restaurants. In the past only a handful of these restaurants exists, whereas now, 2 or 3 open each year. The fact that so many are clustered in Harlem and Brooklyn is particularly interesting, especially in light of the broader Harlem renaissance and other quality dining establishments opening in the neighborhood (e.g., Red Rooster, etc.). I would like to talk to the restaurateurs behind this African restaurant revival because these are sophisticated restaurants, not just mom-and-pop joints in far-flung strip malls. New York holds a fascinating history with this cuisine that one was only made surreptitiously in SRO hotel rooms to meet the needs of underground laborers from West Africa who craved food from home (Sietsema).



----Outline
I.Introduction

The central character is Cisse Elhadji, Executive Chef and Restuaurant Owners at Pony Bistro and upcoming restaurant, La Terenga.

Begins with the soft opening. New space, blue colors, bar and restaurant, bar stools, tables, lighting. Sexy vibe with good dancing music. The first of its kind in Harlem. This is his second restaurant and its a gamble, a risk, etc. This is the first time hes taken on bank debt and money from friends and family. He was given 6 months to renovate and hes running a month behind schedule.

Include a bevy of sensory details (this is a piece about the popularity of African restaurants and trends, after all). Discuss the colors, scents, the particular types of food being served to people (meats, vegetables, spices, etc.) Also focus briefly on the customer base, note its diversity, add this to the sensory details where possible. [maybe a brief description of the dcor, music, waiters attire if any of that seems to signal: Africa] You want the reader to know by the third graf, at least.

II.Delivery of the Who, Where, What, Why, How, etc
Explain that this scene could occur at a number of African restaurants in NYC. Explain the influx of such restaurants in the past couple of years. Just give the approximate totals in YEAR TK compared to a different YEARK TK compared to now, then tell how many opened in the last two, three years and are scheduled to open this year as well as the particular cultures they represent. Mention those that are set to open this year as well as highlight restaurants with more than 2/3 locations across NYC. Establish that this is a PHENOMENON that readers need to care about.

How many openings now, 1990, 2000, etc. There are more African restaurants now more than ever before because..
This nut section can include a bit of baground ??" that they started in SRO hotel rooms ??" and can also allude to the broader context ??" that they are part of or intertwined with the Bklyn/Harlem revival.
The nut is where you map out where the story is going from here, so readers feel oriented.


III.Lets go to your main character now, Cisse. This guy and his current project, the new restaurant in Harlem, are going to be what keeps someone reading. You need to put a human face on this trend, and Elhadjis is the face you want.


Much of what was III will fit into other sections

IIIA. Main character: The Senegalese Chef at Ponty Bistro, Cisse Elhadji
Show him in action, stirring, tasting, talking, ordering, whatever. Explain how Cisse is an example of the success taking place in this movement, with his current restaurant, Ponty Bistro and projected restaurant, La Terenga. [AP Style: quotation marks for plays and TV shows, but not restaurants.] Garner his insights about the reasons behind the arrival of rich, authentic African cuisine in New York. Include where he is in the process for opening La Terenga, the issues hes facing, etc. The soft launch is scheduled for July 15th. Include his story on how he got started with Ponty, his background, etc. Yes, you can say what a day is like, but you wont have space to show it hour by hour. Summarize.We want a fair number of quotes in this section.

IV. Whys and Hows

This section we go in more depth into the reasons for the boom (immigration? Growing familiarity with African cuisine for some reason? New York foodies have developed more adventurous tastes, a willingness or eagerness to try new stuff? With various restaurateurs, critics or African Restaurant Week organizers weighing in.

And its where you can discuss the challenges that are PARTICULAR to African restaurants, not just to all restaurants. Still lots of folks unfamiliar with the cuisine or leery of it? Harder for some reason to get financing than for an Italian or Japanese place? Harder to market than other kinds of restaurants? Hard to get authentic ingredients, so people have to ask travelers to bring things? Harder to find chefs trained in these particular cuisines?

You can weave Restaurant Week organizers, other restaurant owners, various folks in here:

African Restaurant Week, Akin Akinsanya
A key aspect to emphasize in this section is the dedicated effort by those who sponsor and participate in these events and the growing trend towards African cuisine in New York to propagate a social conscious mission to bring greater awareness to issues that impact people of the African Diaspora (Ebony). This fact should be a motif throughout the article; discuss it with all people interviewed for the piece including event producers A Taste of Africa (Harris).
What you have labeled VI and VII can go in the section IV, whys and hows. We dont want separate case studies of many restaurants, just the one or two that are about to open, because there is action there and uncertainty.

Restaurant Owners at Buka, Tolani, and Lalibela, etc
Discuss the above motif with each of these owners, ask them about a sense of community among restaurateurs and the residents in their communities in general, and see how community contributes to the restaurant movement. [so quote these folks in section IV, Whys and Hows

Marketing
Discuss with various PR personnel the unique attribues for marketing African restaurants, as well as restaurants in general, in this part of the city. Tie these results into the motif of the article.

V. Secondary character Somalian Restaurateur, Mona Musa
End the article by discussing the prospects for a fledgling African restaurant owner, Mona Musa.
She lives in Harlem, shes divorced with 3 children and comes from a family restaurant business.
She plans to open an African Restaurant by the end of August. She found a place in Harlem and shes waiting for funding to sign the lease. She expects to get the money within the next 2 weeks. Explain how the market info will hurt or help her chances to open in time. Include action. Show her doing something in here, trying out recipes or looking for chairs and tables or meeting with a designer or something. Maybe just showing you the space she wants and how she envisions it looking when shes done.

VI. Lets end with a scene of Elhadji opening his place for real (not the soft opening). Or, possibly, ALMOST opening his place but being delayed. But being optimistic about his chances and the role of African restaurants in general, assuming he does feel that way.


Keep your sentences crisp and clean, free of unnecessary verbiage. Strong active verbs. If theres information you dont have yet or scenes you havent observed yet, put in brackets where new material will come. i.e [information on financing here] or [scene with Musa showing the space she wants to build out in Harlem TK]


---Interview Quotes and Background

*Cisse Elhadji*, Executive Chef and Owner of Ponty Bistro (Gramercy Park) and La Terenga (Harlem)

-La Terenga ,means hospitality in my dialect, Wulog(?)
-The new place is located at 144 West 139th st, NY, Harlem
-Its needs a little finishing
-The target date was June 15th, but we pushed it back to July 15th. We need to turn on the gas and get a liquor license. Paper work needs to be done.
-Its stressful. Everything is on your shoulders. I do everything. Im doing this with my cousin and sometimes we fight. He does a lot. I do a lot. My dayin the morning Im at -La Terenga and in the evening Im at Ponty Bistro
-At La Terenga, you see the tables, chairs, its sexier, modern, come here for a drinkenjoy life. Here we cater to the younger demographic. This is different, this is a lot of work. Its a bar and restaurant
-Im nervous, I owe money!! Ponty Bistro, I saved up for it. Now, I have debt, I owe friends and family. I owe almost half a million dollars. This is a 15 year lease.
-Ponty Bistro is for an older demographic, more conservative. This is completely opposite.
-La Terenga will be the same menu, but cut down.
-Opening up the restaurant is the challenge
-2 Reasons: 1- Always try to grow and make a better life 2- This is my real dream restaurant. Im setting this up the way I want it. Whatever I missed with Ponty I made sure to put it in this place. This place sits 60-80 people. Its huge. No joke.
-Im not going to stop opening. I want to open another one in another 6 months or a year.
-Im a workaholic. I dont drink. I dont smoke. I work. I work long hours.
-1996 I came here to this country with nothing. I just keep going. Its life. I work hard. I believe. I play by the rules. You make money.
-If the restaurant isnt full it will drive me crazy. I find a way. Find a solution. Rent is very high. I cant afford 1 month without paying rent. This is my job.
-Never had a publicist. I always do it myself. Ponty Bistro was all word of mouth and yelp reviews.
-I interviewed 2 publicist last week for La Terenga. I was it to be the hottest spot. The thing about PR is that you dont know what you will get with them. The location is key. So, well see.
-Im hungry. When you come here, you want to leave your stamp here. Maybe I was born like this. Both my parents are dead. My dad had a lot of money and 3 wives. We call him the Alhadji. My mom worked too.
-I cant beg. I can only work hard and pay the bills.
-1996 I came to the US. I saved money.
-I love cooking. I worked in a lot of restaurants for years.
-2008. I wanted to open a restaurant. I got a 10 year lease on this place. It was in move in condition. We did some work and in a couple of months we were open for business.
-Its a lot of work. Its hell. Its a lot of work owning your own business.
-Its been 6 years. Very hard. Expensive. I needed to expand. Try something else.
-We put 125% in it . We cook with love. We are different. We care about service. We want them to come back. Thats how things work here.
-95% people who come here are white. They love the food. They love the service.
-6 years ago Harlem wasnt ready. Harlem is different now. People have gentrified. Columbia bought into the neighborhood.
-This is upscale fine dining. Easy $100 checks. Rent is expensive.
-Im writing a cookbook. About my background and how to cook
-I came into the country with nothing. Little English. Super star chef on TV. Came here at the age of 17.
-I learned how to cook here.
-Opened a restaurant for the first time with no guidance, training, just passion. You have to love it!

**Mona Musa, Opening up a restaurant in Harlem**
-3 kids, divorced, single mom, 2 cousins live nearby.
-Im working hard to build a future.
-Im 33 years old.
-Found a place in Harlem for the Somalian restaurant, but havent signed the lease yet. Waiting for funding.
-Its a family business. Locations in Minnesota, Toronto, Canada, plan to open up the same type of restaurant in NYC
-I plan to hire people to manage it. Get a chef. In NYC, going to focus on healthier dishes because NYC is health conscious. Have some Somalian as the main dish, and Kenyan, and Tanzanian as some other dishes.
-I cook, but I plan to get a cheffrom minnestoa.
-Build a Somalian restaurant and relate it to culture and food. Bring people together.
-In Harlem, people want good food. People travel to come and experience different foods.
-Plan to open by August.
-I want hooka bar and shisha.
-I have a muslim backround, fasting for Ramadan
-I was raised in the family business running restaurants back in Kenya.




** Stanton Du Toit, Owner of Tolani Wine Restaurant, Upper West Side**
-Tolani opened up October 2012
-South Africa is not mainstream enough for Manhattan rent
-We lead you in with an international and give you the best of South Africa
-Serve South African cuisine and wine at the forefront
-New York is completely different in terms of red tape. You need permits. So much red tape. Manhattan makes it so difficult to compete. You need deep pockets. Small businesses get squeezed out.
-Treat restaurants owners like were bad.
-This was in move-in condition. The licenses were already in place.
-Food critics dont give African restaurants due respect that they can do it. I hired multiple PR to entice the press to review, but it doesnt work. Its difficult to get reviews to review African restaurants
-Korean, Thai, Chinese, Italian---they all get the attention.
-It will come to that cycle eventually and will expose south African, Nigerian, Ethiopian and will become trendy at some point
-Red tape is insane. Rent and payroll.crazy expenses
-People who have traveled. You find regulars who have been to South Africa. They enjoy that style of service and food when they went and they want the same here.
-Do I think South Africans come here? If you have the option to choose Chinese, Thai.what do you think? No one can cook like your mother. No one can do what mama can do.
-It has to be a group of friends. Cultural introduction.. People traveling to SA will come here so they can connect with people and friends.
-I want to see critics and reviews to feel more open. Unless you are a celebrity chef, but for many others Its hard to get critical acclaim.
-Opening and running restaurants is hard. Intense pressure. Long hours.
-African Restaurant Week should set up awards. The best dish. Critics choice. Some sort of reward program because critics dont pay us enough attention
-The Marrow magazine did a review on Tlani Of wine and men by Ellis.
-Its difficult to get them to pay attention.
-Put articles in facebook for awareness.
-We try to make presentations. Make it clean. Old culture and change to new and contemporary. Thats what people want. Beautiful things. Everything cost money.
-People want variety on what they are familiar with. They want a lot of what they already know.
-South African wine is the value driver. Best wine growing region in the world. So it has to be in the conversation.
-We have wine tasting. The chef pairs every dish with plates and wines.cultural influence involved.

**Ahmed, Owner of Accra Restaurant, Harlem**
-Family owns 3 restaurants 1 in harlem, 1 in the Bronx (main), and 1 in Bronx (college ave)
-Not a small African restaurant. We have the potential be to be the next McDonalds.
-These are my Dads, I have to open one. Hes going to pass the torch. He has a vision. I want to open the next restaurant. Give me 2 years to open a new one.
-We have Accra on Wheels, a food truck packed and ready to go. Getting the paperwork together and looking at locations downtown.
-I want my Dad to be proud. For him to be happy it has to keep going. Thats how he sees his vision grow. Action. I want to show him.
-The success---consistency! Once you master something the first time. And you duplicate it. People know you. Duplicate it. People will come back.
-People come from all over. Customers. Africans lift us. Harlem location attracts everyone. Caucasians come to try something different.
-Whats different about us? You see the food right in front of you. People see the food they getfresh food make people excited.
-This is a sit down restaurant, not fine dining. Very casual. Dress like whatever. Know the food is good.
-We grab a lot of African americans. Serve soul food and African food. Serve jollof rice and mac and cheesethat grabs people.
-I cook in the restaurant. I can make it.
-Youre in charge. Not just paperwordk. Roll up your sleeves and cook. I went to school, Monroe college for cooking, culinary school. I have to cook in case something happens. Worker cant show up. Everyone knows how to cook. My happiest moment is in the kitchen.
-We get catering orders from colleges, events, festivals.
-Ahemed is 32 years old
-Import spices. Suya powder, yagi powder.. My Dad handles that. 100 pound bag. Special blend. Its not the sameyou need to get it. It lasts you for months. It comes from Ghana.
-we make authentic good. People say its just like back home.
-People see culture growing in the US. People are saying this is good. Its a movement. But they are late. We are conducting. We do what we got to do. Accra is a name already.
-Its a family restaurant business. We have recipes, so we wouldnt offer a franchise. We keep the family recipes close.
-Accra in Harlem opened up March 9 2013.
-Connect on Facebook, Instagram, word of mouth, people know about it.
-I busted my ass for that A (restaurant grade). Thats the biggest challenge in Harlem, the other restaurants need to know that they are not at home. They need to follow the policy, rules, and regulations by NYC.
-Embrace the African community. What can I do to help business growth. Mingle with people
-Restaurants is not easy. You must love it. I play every role. Im a plumber, cook, manager, everything, server, meat cutter, server.
-I learned to cut cow leg from my Dad.I know how to break it down. People can tell the difference between frozen and fresh meat.
-Buy fish from the fish market. Break it down ourselves. You have a choice. But I do it myself.
-I love this place. Its my Dad. But I appreciate working for people. Be a leader. Need to be a follower not about what you know. Train yourself to be humble.
-My Dad pushed me to be the face of the restaurant

***Sasay, Owner of Lalibla Ethiopian Restaurant in Midtown**

-Opened in 2012
-Love to cook. See things from my sisters restaurantcouldnt find the one I wanted in Harlem, so I found a place in Midtown. Rent is tough.
-This is a 10 year lease and 5 year option
-This cost money. 6 months to refurbish. Lease Jan 2012 and opened June 8 2012
-Good relationship with community, church, a lot of people. Good reputation. Everyone was happy to help.
-We see different people, white, Spanish, etc.
-Great location. Easy transport. Close to subway and walking distance.
-The food is good. I know about 8 or 9 other restaurants and theres no place like this. ---People review on yelp. People talk to people. They come and they know what they eat.
-We have a range of dishesvegetarian, sampler, awazi spicy lamb, kitfo cornbeef
-Running a business is tough. Market is still. No one knows that much. Dont know place where we are. Need more marketing. Groupon is great, it helps. Reward on Amex to get customers.
-Rent is expensive. If you cook, serve, order, I do a lot of things to make sure we survive.
-I want to open another restaurant in Harlem in 5-6 years.
-The more experience, more restaurants
-I came here on a student visa. Working hard will change your life. I love this country. It changes your life!!!
-I have 3 kids. 10, 7, and 1.4 months.
-There are about 2-3 other Ethiopian restaurants in the area. You see others coming here. Theres Queen of Sheeba on 46th st. theres a community. We all know each other. Theres competition. Health competition.
-Most of the spices come from Ethiopia. People who delivery cargo. Get my family to bring it here
-Main spices from Ethiopia, so it tastes like home. No English word for it exactly.

***Lookman, owner at Buka Restaurant in Brooklyn**
-Opened April 2010
-Its about time. Its been in the underground for a while.
-Its great. 4 years.5th year going strong
-Its not easy. I believe in what were doing.
-Its African restaurant, the most difficult
-Its a matter of time
-Everything is expensive. If I could, I would be in midtown
-I import food myself. Friends from home bring spices, shrimp50% imported. Its not cheap. Ill get it myself
-I opened this place because there as a need! Im a foodie myself. When it comes to Nigerian food, this is where most people come to. They bring their friends
-I told myself when the opportunity comes Ill open a restaurant myself
- Ive been here. Ive always been here. I know this neighborhood.
-I get most of the encouragement from Non-nigerians
-I want people who want spicy food and want Nigerian food, something different. This is what youll find in lagos.
-If you love what you have then you can do it.
-White people buy the most eshewu goat head entre here.
-Ill open up another restaurant by the Grace of God in the next 5 years.
-Theres no media that doesnt know about Buka
-Open a good Nigerian restaurant. We have started and the next generation will do it right and better than me.
-Restaurant is difficult. Nigerian restaurant staffing is the most difficult. The health department is your worst enemy. Regular stuff like locus bean ogiri fermented spice, smells really bad, but tastes good. I had to find a way to explain to them what it is!
-Cooks are mostly Nigerian or west African.
-We import egusi, locast bean, smoke fish, snail, and palm wine.
-Its our time now. We are sitting on a goal mine. we have all kinds of events. Even the mayor wanted to come here.
-All about culture. Anything that happens in Nigeria, they come here to ask what I think is going to happen.Boko Haram. TV/Radio ask me for my take on whats going on in Nigeria.
-I can cook everything on the menu. Sometimes Im the only chef here.
-Its hard to train someone else to cook. For example, rodo pepper you cant write how much to regulate the amount of pepper you use. You just have to know. You know the normal helping. Its hard. It can be done to write a receipe, but Im not there yet.
-Everytime you come, we are very grounded. We wont pretend.
-There are very few places to get authentic Nigerian food in new York

**Papa, Owner of Jollof in Brooklyn**
-1st place was 1995-2011, then closed it. Then opened 2nd one in 2011.
-Long story. I neer cooked in my life. I learned to cook in America with my sibllings. I lost my job, so I cooked for my family, then friends, then got requests from friends of friends. Had a convo with my siblings on the idea of opening up a restaurant. I fell in love with cooking.
-Its all about consistency, flavors come alive. When you hear the name its quality and flavorthose 2 things must be delivered each time
-Everybody can eat it. Its how you present it.
-The problem is how we showcase the food. In western culture. Its beautiful and tastey.
-Im not a chef. I cook from the heart and I present, you eat it, and you love it.
-Its art when they show you. I give them credit. We need to work on it.
-This is a destination place for people who know.
-The concept has to be right to expand. Never had done it before. Better to know yourself.
-There is a certain way people look at you in the food industry. Not even exotic.
-Is this an African restaurant? Some are surprised to see place is nice, neat, and clean
-We have to raise the bar. We have to do it ourselves. What we have it not scary, its very healthy. Maybe give it a makeup. Make it look nice thats all.
-People go off word of mouth.
-There are a lot of things we dont use.like Maggie cubes. MSG. its not healthy. Its not African
-I have 4 kids. They do orders online and take care of the restaurant. They only cook when necessary.
-what makes this different, I always have my kids and family here. I use to hold them and serve customers. Now take orders and run the restaurant.
-I do it for love. Thats how you go the extra mile.
-Now a days its expensive. I never had a loan. I never asked for money. No loan for the restaurant. I always wanted to be a free man.
-The secret is that you have to love what you do. If you dont you have to leave it.
-Why more restaurants? They see some of the ones now. They left a good image of African restaurants representin a good way, especially in Brooklyn.
-People come back because they know what to expect.

**Lamia, Owner of Le Souk in Greenwich Village**
-1st place was 2001-2010. Opened 2nd place in 2008
-Run the place with husband and brother.
-This is the only Moroccan restaurant that rurns into a loungeyoull expect to see this merrikesh. Big lights, candles, hookahs, incense. This is what is expected.
-Theres the traditional aspectall about the party and a lot of fun.
-When I came here there were 12 restaurants, no Moroccan restaurants.
-I dont cook. I was missing Moroccan cuisine
-In the beginning, it was a small 600 sq ft place. Over a year and a half it grew to 7000 sq ft. it was something different. At that time, we were the only ones. Now there are more poping up.
-People are starting to learn about the food. Now everyone knows about the food, the dancers. People are curious. Its a fun culture. People want to have fun, food, and hospitality.
-Our food is not spicy, its very flavorful. Very sweet and savory.
-Cordemon spice thats hard to get. It was hard to get in the beginning, but now ingredients are easy to find these days. In the past, it was specifiarabic companies.
-We didnt do advertising. Didnt have to pay for it. All word of mouth.
-Trying to talk husband into expanding into another place. He doesnt believe in franchising.
-You dont sleep. A lot of work. You have to love it. Its our life. 70% of the customers are repeat customers. Its like hanging out with your friends.
-You learn by your mistakes. A lot of people have this misconception because they think its easy. We had a lot of thing we had to go throughmake sure you have the right staff and food.
-The most challenging part if organization. Its controlled chaos. We are 3 people. We host events, corporate parties and open to the public.
-Stews like tangines, couscous, are most popular
-People come because they want to discover food. Or they traveled to morocco and want to relive their experience.
-Customers are diverse. Some are famous. Everyone comes together and I want to keep it that way.
-The trend of people is interest in food. People now a days have more interest in food because of reality shows. Young people know more about food.
-Africa is such a beautiful continent. Beautiful food and culture.
-People want to explore and go to a nice fun place.
-le souk is a market in Arabic where you sell spices
-Here we do parties, birthdays, people get married, come back for anniversaries.

**Akin Akinsanya, NY African Restaurant Week**
-Celebration of African cuisine and culture.
-Highlight cause for chefs in the diaspora. Focus on diaspora, food culture, use various events to highlight things like food policy
-Here we can tell our story through our food and where it comes from.
-Before NYARW there was Taste of Africa, thats where it started. It was an organic growth progression. It took sacrifice, time, energy, and effort to put it together.
-We see people reacting to it. Now there are a ton of carribean people here, they started Caribbean restaurant week.
-we take initiative and highlight our cultures. Its clear we do it and get recognized for it.
-We are unique and we like to do it. Bring people together. A positive spin on our people and important to continue to do this.
-Restaurants are saying they like it and showcase restaurants. They want to do more next time and come with their own ideas.
-Gotten to a place in New York. Its here. We want to bring our people together. It translates to us coming together and good things happen.
-Restaurant industry is huge. Why not have more? We dont have enough. Theres a Chinese restaurant on every block. Why not have more African restaurants?
-For me, I built a brand and name while doing it. Sky will be the limit. Gives us great satisfaction when we bring people together.
-Biannual event. Spring and Fall. The next one is Oct 11-19th
-Right now, working on a kickstarter campaign for about 4 weeks in July. Raise money to do NYARW, so it can be bigger and better. Have a lot more activities, do more marketing, etc.

***Pierre Thiam, Senegalese Chef**
-My first restaurant in Brooklyn was not really a complete restaurant. Yolele came at a break in routine. It was well received. A bistro. A shocking thing at the time in bedstuy. It became a destination.. people looking for an African experience.
-It was more than a restaurant. It was music, culture,, experience. People got the chance to travel through food. The senses are involved. Connecting the taste, smell, atmosphere, and music
-Food is central and people are aware. People looking for exotic destinations. NY is the largest restaurant business in the world. Here you discover all frontiers. Africa is the last frontier. Were in for a surprise. Open the box for endless flavor. Hit New York. Hit customers. Were in midtown, harlem, were here to stay.
-The industry is very competitive. Restaurants are tough. This is not the business to make money. Integrity, quality of ingredients, everything counts.
-Be sincere after much quality. Be creative. We have to keep growing from our parents receipes. Basis for growth. For example, French cuisine is not where it was 15 years ago
-Food evolved in New York. French then Chinese, Italian (not until early 90s), indian, thai, Japanese, Mexicans, African was bound to happen. Much of the cusine is from Africangumbo is African. Tomales were influenced by African cuisine. Africa brought rice to this country, what cuisine is there without rice?


African Restaurants: Yelp.com

Year Name Country NYC Area
1989 (25 years?) Massawa Eritrea Harlem

1994 Awash Ethiopian Restaurant Ethiopia Harlem

1995 Jollof Senegal Brooklyn
1995 The Sugar Bar African/Carribean Upper West Side
1995 African Kine Senegal Harlem

1999 Madiba Restaurant South African Brooklyn
1999 Queen of Sheba Ethiopia Midtown

2004 Kombit Bar & Restaurant African/ Haitian Brooklyn
2004 Awash Ethiopian Restaurant Ethiopia East Village

2005 Nomad Morocco East Village
2006 Accra Restaurant Ghana Bronx
2005 Zoma Ethiopia Harlem

2007 Xa Xai South Africa Midtown West

2008 Braai South Africa Midtown
2008 Ponty Bistro Senegal Gramercy Park
2008 Abidjan Ivory Coast Brooklyn
2008 Ghenet Ethiopia Brooklyn

2009 Bati Restaurant Ethiopian Brooklyn
2009 Brasserie Creole African/ Carribean Queens

2010 Buka Nigeria Brooklyn
2010 Tolani South Africa Harlem
2010 Le Souk Harem Morocco Greenwich Village

2011 B&D Halal Restaurant West African Midtown West

2012 Awash Ethiopian Restaurant Ethiopia Brooklyn
2012 Lalibela Ethiopia Midtown East
2012 La Caye African/ Haitian Brooklyn
2012 Cafe Rue Dix Senegal Brooklyn
2012 Lenox Saphire French African Harlem
2012 Accra Restaurant Ghana Bronx

2013 Accra Restaurant West African Harlem
2013 Farafina Caf African Fusion Harlem
2013 Haile Ethiopian Bistro Ethiopian East Village
2013 Injera Ethiopia West Villiage/ Meatpacking

2014 Bunna Caf Ethiopia Brooklyn


Without open dates

Name Country NYC Area
La Savane, West African, Harlem
Festac Grill & Lounge Nigeria Brooklyn
9ja Villa Nigeria Brooklyn
Africana Restaurant, Nigerian, Jamaica
Maimas, Liberian, Jamaica
Keur Sokhna Restaurant Senegal Harlem
Keur Coumba Restaurant Africa Harlem
Uptown African Restaurant, Ghanaian, Bronx
Papaye, Ghanaian, Bronx
Ebe Ye Yie Ghana Bronx
Kaloum Restaurant, Senegalese, Harlem
La Nomade Restaurant Cafe and Bakery, Senegalese, Harlem
Treichville, West African, Harlem
Akwaba
New Ivoire Ivory Coast
La Baraka Restaurant French North African Queens
Salimata Restaurant Guinea
Mataheko West African Queens
Bognan International Corp West African Restaurant West African
Le Baobab Restaurants Senegal Harlem
Meskerem Ethiopia Greenwich Village
Meskerem 47 Ethiopia Hell's Kitchen
Meskel Ethiopia East Village
Luwam Restaurant Ethiopia Harlem
EN Restaurant and Bar Nigeria Brooklyn
Meytex Enterprises Nigeria Brooklyn
Wazobia Restaurant Nigeria Staten Island
African Grill African Queens
Gourmet Jollof Nigeria Bronx
Bate West African Bronx
Fouta African American Restaurant Senegal Bronx
Saloum Senegal Bronx
J Restaurant Chez Asta Senegal Harlem
KenyaBites Kenya Midtown East
Tropical Grill Nigeria Queens
Shalel Lounge Morocco Upper West
Cafe Mogador Morocco East Village
Cafe Mogador Morocco Brooklyn
Caf Gitane Morocco Nolita
Caf Gitane Morocco West Village
Aso Rock Lounge & Restaurant Nigeria Queens
Mombar Egypt Queens
El Omda Egyptian Cuisine Egypt Queens
Shawarma Grill Egypt Kips Bay
Midnight Lounge & Restaurant Egypt Queens
Mirage African Restaurant African Brooklyn
Les Amis African Restaurant African Bronx
Patina African Restaurant African Bronx
Bab Marrakech Morocco Midtown West
Obaa Koryoe West African Rstrt African Harlem
Sunkofa African Bronx
Zerza Moroccan Home Cooking Morocco East Village
Barbes Restaurant Morocco Midtown East
Prospect Corner African Brooklyn
New Combination Restaurant African Brooklyn
Cafe La Case African Harlem
Suite 55 Morocco Midtown West
Arabesque Morocco Midtown East
Tagine Fine Moroccan Cuisine Morocco Midtown West

Expected
Year Name Country Location
2014 Dndkitchen Nigeria ???
2014 ??? Somolia Harlem
2014 La Terenga Senegal Harlem


Closed
Year Name Country NYC Area
1984-1988 African Restaurant Ghana Bronx
1985-2005 Accra Restaurant Ghana Bronx
2003-2007 Yolele Senegal Brooklyn
2004- 2012 Le Grand-Dakar Senegal Brooklyn
2012-2014 Mama Joys Ethiopia Brooklyn

5,000 word article on African Restaurants in NYC as per the below outline, draft of 3,000 word article, interview quotes, and restaurant listings from yelp.com. This article shall have no more than 3 quotes from other sources; the rest of the quotes MUST come from the interviews below from the following people 1- Cisse Elhadji (include as many quotes from Cisse as well as his background since hes the primary character), 2- Mona Musa, 3- Stanton Du Toit, 4- Ahmed Abdellah, 5- Sisay Kassa, 6- Lookman Mashood, 7- Papa Diagne, 8- Lamia Funti, 9- Akin Akinsanya, 10- Pierre Thiam. Work off the draft below as a guide.

Explain why each person matter to this article, how do they all relate in telling this story about African restaurants in nyc. Each person contributes.

Please read additional instructions in section (Comments | Structure | Quotes/Background | Yelp.com | Draft Article) carefully and refer to the draft as a guide to fill out article:

----Comments

Article should answer the following questions: where is ponty bistro? How long has it been in business? Where does Elhadji come from? How old is he? What does he look like? How did he get involved in restaurants in the first place? How big is Ponty Bistro? How much bigger is the new place in Harlem, La Terenga? Where is the new place in Harlem? Why is he opening his second place in Harlem instead of someplace else?

How much did it cost to get Ponty launched and how long did it take to turn a profit? He has a bank loan to start the new restaurant? What bank? How much? How mush has it cost to do the renovations and what was involved? How high is the rent? How much as he borrowed from friends and family?

Identify every restaurant by location and cuisine and length of operation. Identity every owner or other source with full name, age, and country of origin and how long that person has been in the US.

In the scenes, include description. The best graft in the article shows Elhadji working the room. Describe how he looks like. Prose should be visual.

Point out the few that have closed (i.e. Pierre Thiam as per below) and why. Every place that opens is not a success, which is why Elhadjis attempt to open a big new place is so dramatic. It could easily fail. Most new restaurants do.

Tone is key. The draft was written as if a publicist wrote it, so its important to maintain neutrality.

Prose. Reduce the length of sentences without sacrificing the meaning. The draft is wordy. For example, There is a soft backdrop of blue that helps to complement the overall color scheme and the dcor, giving the whole atmosphere a cool-toned, slightly futuristic and slightly industrial type feel. Its best to reword and say, A soft blue backdrop gives the space a cool, slightly futuristic and industrial feel, like a hip loft in the future.

Refer to sources and subjects by their last names after the initial mention.

Do not put quotes around restaurant names

---Structure

1) Start with the scene at the soft opening of La Terenga. A scene includes not just dcor, but Elhadji moving around, people eating and talking about food, quotes and description. Explain who he is and what hes trying to do and why that is a risk (400-500 words)
2) Then the nut section that documents the rise in African restaurants, with numbers to show the growth. You can put the history ??" vendors graduating to restaurant owners ??" here. And mention the array of cuisines represented and where a lot of these new places are opening. Then the why. Quote people who know why. If its partly immigration, tell how many people have come to New York from African countries in the past 10 years or so. If its adventurous tastes, quote someone saying that. Explore this a bit. (600-800 words)
3) Elhadji. Tell his backstory and talk about his ambition and hi energy. Supply specifics. How many dinners does he serve on weeknights and weekend nights at Ponty? Size of staff? How long did it take to break even? Who does the actual cooking? Why is he gambling on a new place? And how much of a gamble is it? Costs? Loans? Size of staff? How many dinners does he have to serve to turn a profit? How is he adapting the cuisine etc for uptown? What happens if new place fails? How long can he keep it going before it enters the black?
4) The challenges of African Restaurants. Restaurant owners, the restaurant week guy, critics, go here. The ingredients issue, finding competent chefs, making menus appeal to both immigrants and non immigrants. Maybe other things that make African restaurants harder to start than others. If they are clustered in Harlem and Brooklyn, then rising rents could be a factor too. But if none of that is slowing growth, if despite the challenges there are more African restaurants every six months, quote someone about that too.
5) Mona Musa here as a secondary character.
6) Back to Elhadji and his actual opening in August. Or if he doesnt manage to open in August, as close as you can get to the opening. Scenes of him in the new restaurant. What remains to be done? How is he managing to pay the rent? What pressures and changes are there? But he remains optimistic, so you can end with his looking forward.


----Background on Cisse

*Cisse Elhadji*, Executive Chef and Owner of Ponty Bistro (Gramercy ) and La Terenga (Harlem)
Ponty Bistro Address: 218 3rd Ave in Gramercy
La Terenga Address: 144 West 139th St in Harlem

-Cisse is from Senegal. He speaks French and his village dialect, Wolof. Hes fiercely private. Hes 59. He lives in Manhattan. Hes 32 years old. Hes about 58 tall, black, nice white teeth, pleasant smile, speaks great English but you can tell he has an accent, hes muscular in build (although hes lost about 10 pounds within the last month due to stress and working), typical male voice (but not too deep). He usually dresses in dark jeans and a plaid button shirt with short sleeves; otherwise, hes wearing his crisp white chef uniform when hes needed in the kitchen. When he greets people in the restaurant, it appears hes known them forever. They are usually long time older (45+ years) customers who eat at the restaurant often.

-Ponty Bistro seats 40 people. The restaurant size is 1100 sq ft Enter through a narrow corridor with seating along the sides. Candles light on every table. Intimate, Cozy, Comfortable. Orange, Yellow, and Green pillows align the soft bench seating along the wall. Cherry wood tables. Warm color aesthetics, orange, yellow, crme. Small bar towards the back with about 4 bar stools. African masks are displayed along the walls. The entrance of the restaurant is a large window from the ground to the ceiling. Its usually left open during the summer to allow a nice cool breeze. In front of that window is a chair for two people, perfect for a romantic date or intimate meal between 2 people. Theres recess lighting on the ceiling.


-LaTerenga seat 60 people. The restaurant size is 1600 sq ft.

----Quotes from Cisse from interview

-La Terenga, means hospitality in my dialect, Wolof

-I need to hire about 20-25 people for La Terenga. I create jobs. This immigrant is creating jobs!

-Im stressed. I need a massage. I have to keep going. I hope the first month I can pay in full. I have to pay this [debt] off right away.

-Its me and my cousin, so we split our time. There are 2 shifts. Lunch and dinner. When La Terenga opens well split time there too.

-I talked to a few publicists. With Ponty I did it myself. Social media like Facebook, Twitter, etc. I know I need someone to help, I cant even sit in front of the computer for 5 minutes anymore.

-The target date was June 15th, but we pushed it back. I hope we can have the soft opening Tuesday, July 29th . I have 2 big inspections. Were almost done. Just finishing touches left.

-We never lose money. We always pay our bills on time.

-Ponty? We made profit in less than a year. I do whatever needs to be done. We have 15 staff including me. Everyone has a shift.

-Like right now, Im on my way to Restaurant Depot. I go pick up the stuff myselfto save money. I buy what we need. Im a hustler not a boss. Im out here running around like a chicken with its head cut off. Its hard. If I need to do the shopping. Ill do it. If I need to do the cooking. Ill do it. Im tired, but I still have to work. If I dont then Ill lose it. All these things are important to me. I cant fail. I have a lifestyle I want to live. I have to pay the bills. It keeps me going.

-Next year this time, I want to open another restaurant. Hard work pays off.

-Where we come from is poor. Not everyone is rich. Here you can grab soda or water. At home, you cant even get clean water like that. I do what I have to do. I get up and work. I think big and make it work.

-I got money from New York Small Business around 135,000 and the rest from friends and family.

-Rent for Ponty is about 18,000, La Terenga is about 10-20% more.

-I dont calculate by the number of dinners, I calculate revenue. I do it differently, Ponty needs about 80,000-100,000 a month.

-Its stressful. Everything is on your shoulders. I do everything. Im doing this with my cousin and sometimes we fight. He does a lot. I do a lot. My day starts in the morning Im at La Terenga and in the evening Im at Ponty Bistro

-At La Terenga, you see the tables, chairs, its sexier, modern, come here for a drinkenjoy life. Here we cater to the younger demographic. This is different, this is a lot of work. Its a bar and restaurant

-Im nervous, I owe money!! Ponty Bistro, I saved up for it. Now, I have debt, I owe friends and family. I owe almost half a million dollars. This is a 15 year lease.

-Ponty Bistro is for an older demographic, more conservative. This is completely opposite.

-La Terenga will be the same menu, but cut down.
-2 Reasons: 1- Always try to grow and make a better life 2- This is my real dream restaurant. Im setting this up the way I want it. Whatever I missed with Ponty I made sure to put it in this place. This place sits 60-80 people. Its huge. No joke!

-Im not going to stop opening. I want to open another one in another 6 months or a year.

-Im a workaholic. I dont drink. I dont smoke. I work. I work long hours.

-1996 I came here to this country with nothing. I just keep going. Its life. I work hard. I believe. I play by the rules. You make money.

-If the restaurant isnt full it will drive me crazy. I find a way. Find a solution. Rent is very high. I cant afford 1 month without paying rent. This is my job.

-Never had a publicist. I always do it myself. Ponty Bistro was all word of mouth and yelp reviews.

-I interviewed 2 publicist last week for La Terenga. I was it to be the hottest spot. The thing about PR is that you dont know what you will get with them. The location is key. So, well see.

-Im hungry. When you come here, you want to leave your stamp here. Maybe I was born like this. Both my parents are dead. My dad had a lot of money and 3 wives. We call him the Alhadji. My mom worked too.

-I cant beg. I can only work hard and pay the bills.

-1996 I came to the US. I saved money.

-I love cooking. I worked in a lot of restaurants for years.

-2008. I wanted to open a restaurant. I got a 10 year lease on this place. It was in move in condition. We
did some work and in a couple of months we were open for business.


-Its been 6 years. Very hard. Expensive. I needed to expand. Try something else.
-We put 125% in it . We cook with love. We are different. We care about service. We want them to come back. Thats how things work here.

-95% people who come here are white. They love the food. They love the service.

-6 years ago Harlem wasnt ready. Harlem is different now. People have gentrified. Columbia bought into the neighborhood.

-This is upscale fine dining. Easy $100 checks. Rent is expensive.

-Im writing a cookbook. About my background and how to cook

-I came into the country with nothing. Little English. Super star chef on TV. Came here at the age of 17.

-I learned how to cook here.

-Opened a restaurant for the first time with no guidance, training, just passion. You have to love it!

-----**Mona Musa, Opening up a restaurant in Harlem**
-3 kids, divorced, single mom, 2 cousins live nearby.
-Im working hard to build a future.
-Im 33 years old.
-Found a place in Harlem for the Somalian restaurant, but havent signed the lease yet. Waiting for funding.
-Its a family business. Locations in Minnesota, Toronto, Canada, plan to open up the same type of restaurant in NYC
-I plan to hire people to manage it. Get a chef. In NYC, going to focus on healthier dishes because NYC is health conscious. Have some Somalian as the main dish, and Kenyan, and Tanzanian as some other dishes.
-I cook, but I plan to get a cheffrom Minnesota.
-Build a Somalian restaurant and relate it to culture and food. Bring people together.
-In Harlem, people want good food. People travel to come and experience different foods.
-Plan to open by August.
-I want hooka bar and shisha.
-I have a muslim backround, fasting for Ramadan
-I was raised in the family business running restaurants back in Kenya.


----** Stanton Du Toit, Owner of Tolani Wine Restaurant, Upper West Side**
Tolani Address: 410 Amsterdam Ave, New York, NY 10024
- Food critics dont give African restaurants due respect that they can do it. I hired multiple PR to entice the press to review, but it doesnt work. Its difficult to get reviews to review African restaurants
-Tolani opened up October 2012
-South Africa is not mainstream enough for Manhattan rent
-We lead you in with an international and give you the best of South Africa
-Serve South African cuisine and wine at the forefront
-New York is completely different in terms of red tape. You need permits. So much red tape. Manhattan makes it so difficult to compete. You need deep pockets. Small businesses get squeezed out.
-Treat restaurants owners like were bad.
-This was in move-in condition. The licenses were already in place.
-Food critics dont give African restaurants due respect that they can do it. I hired multiple PR to entice the press to review, but it doesnt work. Its difficult to get reviews to review African restaurants
-Korean, Thai, Chinese, Italian---they all get the attention.
-It will come to that cycle eventually and will expose south African, Nigerian, Ethiopian and will become trendy at some point
-Red tape is insane. Rent and payroll.crazy expenses
-People who have traveled. You find regulars who have been to South Africa. They enjoy that style of service and food when they went and they want the same here.
-Do I think South Africans come here? If you have the option to choose Chinese, Thai.what do you think? No one can cook like your mother. No one can do what mama can do.
-It has to be a group of friends. Cultural introduction.. People traveling to SA will come here so they can connect with people and friends.
-I want to see critics and reviews to feel more open. Unless you are a celebrity chef, but for many others Its hard to get critical acclaim.
-Opening and running restaurants is hard. Intense pressure. Long hours.
-African Restaurant Week should set up awards. The best dish. Critics choice. Some sort of reward program because critics dont pay us enough attention
-The Marrow magazine did a review on Tolani Of wine and men by Ellis.
-Its difficult to get them to pay attention.
-Put articles in facebook for awareness.
-We try to make presentations. Make it clean. Old culture and change to new and contemporary. Thats what people want. Beautiful things. Everything cost money.
-People want variety on what they are familiar with. They want a lot of what they already know.
-South African wine is the value driver. Best wine growing region in the world. So it has to be in the conversation.
-We have wine tasting. The chef pairs every dish with plates and wines.cultural influence involved.


-----** Ahmed Abdellah, Owner of Accra Restaurant, Harlem**
Accra Address: 2065 Adam Clayton Powell Jr Blvd

-I busted my ass for that A (restaurant grade). Thats the biggest challenge in Harlem, the other restaurants need to know that they are not at home. They need to follow the policy, rules, and regulations by NYC
-Family owns 3 restaurants 1 in harlem, 1 in the Bronx (main), and 1 in Bronx (college ave)
-Not a small African restaurant. We have the potential be to be the next McDonalds.
-These are my Dads, I have to open one. Hes going to pass the torch. He has a vision. I want to open the next restaurant. Give me 2 years to open a new one.
-We have Accra on Wheels, a food truck packed and ready to go. Getting the paperwork together and looking at locations downtown.
-I want my Dad to be proud. For him to be happy it has to keep going. Thats how he sees his vision grow. Action. I want to show him.
-The success---consistency! Once you master something the first time. And you duplicate it. People know you. Duplicate it. People will come back.
-People come from all over. Customers. Africans lift us. Harlem location attracts everyone. Caucasians come to try something different.
-Whats different about us? You see the food right in front of you. People see the food they getfresh food make people excited.
-This is a sit down restaurant, not fine dining. Very casual. Dress like whatever. Know the food is good.
-We grab a lot of African americans. Serve soul food and African food. Serve jollof rice and mac and cheesethat grabs people.
-I cook in the restaurant. I can make it.
-Youre in charge. Not just paperwordk. Roll up your sleeves and cook. I went to school, Monroe college for cooking, culinary school. I have to cook in case something happens. Worker cant show up. Everyone knows how to cook. My happiest moment is in the kitchen.
-We get catering orders from colleges, events, festivals.
-Ahemed is 32 years old
-Import spices. Suya powder, yagi powder.. My Dad handles that. 100 pound bag. Special blend. Its not the sameyou need to get it. It lasts you for months. It comes from Ghana.
-we make authentic good. People say its just like back home.
-People see culture growing in the US. People are saying this is good. Its a movement. But they are late. We are conducting. We do what we got to do. Accra is a name already.
-Its a family restaurant business. We have recipes, so we wouldnt offer a franchise. We keep the family recipes close.
-Accra in Harlem opened up March 9 2013.
-Connect on Facebook, Instagram, word of mouth, people know about it.
-I busted my ass for that A (restaurant grade). Thats the biggest challenge in Harlem, the other restaurants need to know that they are not at home. They need to follow the policy, rules, and regulations by NYC.
-Embrace the African community. What can I do to help business growth. Mingle with people
-Restaurants is not easy. You must love it. I play every role. Im a plumber, cook, manager, everything, server, meat cutter, server.
-I learned to cut cow leg from my Dad.I know how to break it down. People can tell the difference between frozen and fresh meat.
-Buy fish from the fish market. Break it down ourselves. You have a choice. But I do it myself.
-I love this place. Its my Dad. But I appreciate working for people. Be a leader. Need to be a follower not about what you know. Train yourself to be humble.
-My Dad pushed me to be the face of the restaurant


-----*** Sisay Kassa, Owner of Lalibela Ethiopian Restaurant in Midtown**
Lalibela Address: 37 E 29th St

--This place opened in 2012
-Love to cook. See things from my sisters restaurantcouldnt find the one I wanted in Harlem, so I found a place in Midtown. Rent is tough.
-This is a 10 year lease and 5 year option
-This cost money. 6 months to refurbish. Lease Jan 2012 and opened June 8 2012
-Good relationship with community, church, a lot of people. Good reputation. Everyone was happy to help.
-We see different people, white, Spanish, etc.
-Great location. Easy transport. Close to subway and walking distance.
-The food is good. I know about 8 or 9 other restaurants and theres no place like this. ---People review on yelp. People talk to people. They come and they know what they eat.
-We have a range of dishesvegetarian, sampler, awazi spicy lamb, kitfo cornbeef
-Running a business is tough. Market is still. No one knows that much. Dont know place where we are. Need more marketing. Groupon is great, it helps. Reward on Amex to get customers.
-Rent is expensive. If you cook, serve, order, I do a lot of things to make sure we survive.
-I want to open another restaurant in Harlem in 5-6 years.
-The more experience, more restaurants
-I came here on a student visa. Working hard will change your life. I love this country. It changes your life!!!
-I have 3 kids. 10, 7, and 1.4 months.
-There are about 2-3 other Ethiopian restaurants in the area. You see others coming here. Theres Queen of Sheeba on 46th st. theres a community. We all know each other. Theres competition. Health competition.
-Most of the spices come from Ethiopia. People who delivery cargo. Get my family to bring it here
-Main spices from Ethiopia, so it tastes like home. No English word for it exactly.


*** Lookman Mashood, owner at Buka Restaurant in Brooklyn**
Buka Restaurant: 946 Fulton St

-Opened April 2010
- Its hard to train someone else to cook. For example, rodo pepper you cant write how much to regulate the amount of pepper you use. You just have to know. You know the normal helping. Its hard. It can be done to write a recipe, but Im not there yet.
-Its about time. Its been in the underground for a while.
-Its great. 4 years.5th year going strong
-Its not easy. I believe in what were doing.
-Its African restaurant, the most difficult
-Its a matter of time
-Everything is expensive. If I could, I would be in midtown
-I import food myself. Friends from home bring spices, shrimp50% imported. Its not cheap. Ill get it myself
-I opened this place because there as a need! Im a foodie myself. When it comes to Nigerian food, this is where most people come to. They bring their friends
-I told myself when the opportunity comes Ill open a restaurant myself
- Ive been here. Ive always been here. I know this neighborhood.
-I get most of the encouragement from Non-nigerians
-I want people who want spicy food and want Nigerian food, something different. This is what youll find in lagos.
-If you love what you have then you can do it.
-White people buy the most eshewu goat head entre here.
-Ill open up another restaurant by the Grace of God in the next 5 years.
-Theres no media that doesnt know about Buka
-Open a good Nigerian restaurant. We have started and the next generation will do it right and better than me.
-Restaurant is difficult. Nigerian restaurant staffing is the most difficult. The health department is your worst enemy. Regular stuff like locus bean ogiri fermented spice, smells really bad, but tastes good. I had to find a way to explain to them what it is!
-Cooks are mostly Nigerian or west African.
-We import egusi, locast bean, smoke fish, snail, and palm wine.
-Its our time now. We are sitting on a goal mine. we have all kinds of events. Even the mayor wanted to come here.
-All about culture. Anything that happens in Nigeria, they come here to ask what I think is going to happen.Boko Haram. TV/Radio ask me for my take on whats going on in Nigeria.
-I can cook everything on the menu. Sometimes Im the only chef here.
-Its hard to train someone else to cook. For example, rodo pepper you cant write how much to regulate the amount of pepper you use. You just have to know. You know the normal helping. Its hard. It can be done to write a recipe, but Im not there yet.
-Everytime you come, we are very grounded. We wont pretend.
-There are very few places to get authentic Nigerian food in new York

** Papa Diagne, Owner of Jolof in Brooklyn**
Joloff Address: 1168 Bedford Ave
-1st place was 1995-2011, then closed it. Then opened 2nd one in 2011.
-Long story. I never cooked in my life. I learned to cook in America with my ibllings. I lost my job, so I cooked for my family, then friends, then got requests from friends of friends. Had a convo with my siblings on the idea of opening up a restaurant. I fell in love with cooking.
-Its all about consistency, flavors come alive. When you hear the name its quality and flavorthose 2 things must be delivered each time
-Everybody can eat it. Its how you present it.
-The problem is how we showcase the food. In western culture. Its beautiful and tastey.
-Im not a chef. I cook from the heart and I present, you eat it, and you love it.
-Its art when they show you. I give them credit. We need to work on it.
-This is a destination place for people who know.
-The concept has to be right to expand. Never had done it before. Better to know yourself.
-There is a certain way people look at you in the food industry. Not even exotic.
-Is this an African restaurant? Some are surprised to see place is nice, neat, and clean
-We have to raise the bar. We have to do it ourselves. What we have it not scary, its very healthy. Maybe give it a makeup. Make it look nice thats all.
-People go off word of mouth.
-There are a lot of things we dont use.like Maggie cubes. MSG. its not healthy. Its not African
-I have 4 kids. They do orders online and take care of the restaurant. They only cook when necessary.
-what makes this different, I always have my kids and family here. I use to hold them and serve customers. Now take orders and run the restaurant.
-I do it for love. Thats how you go the extra mile.
-Now a days its expensive. I never had a loan. I never asked for money. No loan for the restaurant. I always wanted to be a free man.
-The secret is that you have to love what you do. If you dont you have to leave it.
-Why more restaurants? They see some of the ones now. They left a good image of African restaurants representin a good way, especially in Brooklyn.
-People come back because they know what to expect.

** Lamia Funti, Owner of Le Souk in Greenwich Village**
Le Souk Address: 510 LaGuardia Pl
-1st place was 2001-2010. Opened 2nd place in 2008
-Run the place with husband and brother.
-This is the only Moroccan restaurant that rurns into a loungeyoull expect to see this merrikesh. Big lights, candles, hookahs, incense. This is what is expected.
-Theres the traditional aspectall about the party and a lot of fun.
-When I came here there were 12 restaurants, no Moroccan restaurants.
-I dont cook. I was missing Moroccan cuisine
-In the beginning, it was a small 600 sq ft place. Over a year and a half it grew to 7000 sq ft. it was something different. At that time, we were the only ones. Now there are more poping up.
-People are starting to learn about the food. Now everyone knows about the food, the dancers. People are curious. Its a fun culture. People want to have fun, food, and hospitality.
-Our food is not spicy, its very flavorful. Very sweet and savory.
-Cordemon spice thats hard to get. It was hard to get in the beginning, but now ingredients are easy to find these days. In the past, it was specifiarabic companies.
-We didnt do advertising. Didnt have to pay for it. All word of mouth.
-Trying to talk husband into expanding into another place. He doesnt believe in franchising.
-You dont sleep. A lot of work. You have to love it. Its our life. 70% of the customers are repeat customers. Its like hanging out with your friends.
-You learn by your mistakes. A lot of people have this misconception because they think its easy. We had a lot of thing we had to go throughmake sure you have the right staff and food.
-The most challenging part if organization. Its controlled chaos. We are 3 people. We host events, corporate parties and open to the public.
-Stews like tangines, couscous, are most popular
-People come because they want to discover food. Or they traveled to morocco and want to relive their experience.
-Customers are diverse. Some are famous. Everyone comes together and I want to keep it that way.
-The trend of people is interest in food. People now a days have more interest in food because of reality shows. Young people know more about food.
-Africa is such a beautiful continent. Beautiful food and culture.
-People want to explore and go to a nice fun place.
-Le souk is a market in Arabic where you sell spices
-Here we do parties, birthdays, people get married, come back for anniversaries.


-----**Akin Akinsanya, NY African Restaurant Week**
-This is a celebration of African cuisine and culture.
-We're highlighting this cause for chefs in the diaspora. Focus on diaspora, food culture, use various events to highlight things like food policy
-Here we can tell our story through our food and where it comes from.
-Before NYARW there was Taste of Africa, thats where it started. It was an organic growth progression. It took sacrifice, time, energy, and effort to put it together.
-We see people reacting to it. Now there are a ton of carribean people here, they started Caribbean restaurant week.
-we take initiative and highlight our cultures. Its clear we do it and get recognized for it.
-We are unique and we like to do it. Bring people together. A positive spin on our people and important to continue to do this.
-Restaurants are saying they like it and showcase restaurants. They want to do more next time and come with their own ideas.
-Gotten to a place in New York. Its here. We want to bring our people together. It translates to us coming together and good things happen.
-Restaurant industry is huge. Why not have more? We dont have enough. Theres a Chinese restaurant on every block. Why not have more African restaurants?
-For me, I built a brand and name while doing it. Sky will be the limit. Gives us great satisfaction when we bring people together.
-Biannual event. Spring and Fall. The next one is Oct 11-19th
-Right now, working on a kickstarter campaign for about 4 weeks in July. Raise money to do NYARW, so it can be bigger and better. Have a lot more activities, do more marketing, etc.


----***Pierre Thiam, Senegalese Chef**
-My first restaurant in Brooklyn was not really a complete restaurant. Yolele came at a break in routine. It was well received. A bistro. A shocking thing at the time in bedstuy. It became a destination.. people looking for an African experience.
-It was more than a restaurant. It was music, culture,, experience. People got the chance to travel through food. The senses are involved. Connecting the taste, smell, atmosphere, and music
-Food is central and people are aware. People looking for exotic destinations. NY is the largest restaurant business in the world. Here you discover all frontiers. Africa is the last frontier. Were in for a surprise. Open the box for endless flavor. Hit New York. Hit customers. Were in midtown, harlem, were here to stay.
-The industry is very competitive. Restaurants are tough. This is not the business to make money. Integrity, quality of ingredients, everything counts.
-Be sincere after much quality. Be creative. We have to keep growing from our parents receipes. Basis for growth. For example, French cuisine is not where it was 15 years ago
-Food evolved in New York. French then Chinese, Italian (not until early 90s), indian, thai, Japanese, Mexicans, African was bound to happen. Much of the cusine is from Africangumbo is African. Tomales were influenced by African cuisine. Africa brought rice to this country, what cuisine is there without rice?

African Restaurants: Yelp.com

Year Name Country NYC Area
1989 (25 years?) Massawa Eritrea Harlem

1994 Awash Ethiopian Restaurant Ethiopia Harlem

1995 Jollof Senegal Brooklyn
1995 The Sugar Bar African/Carribean Upper West Side
1995 African Kine Senegal Harlem

1999 Madiba Restaurant South African Brooklyn
1999 Queen of Sheba Ethiopia Midtown

2004 Kombit Bar & Restaurant African/ Haitian Brooklyn
2004 Awash Ethiopian Restaurant Ethiopia East Village

2005 Nomad Morocco East Village
2006 Accra Restaurant Ghana Bronx
2005 Zoma Ethiopia Harlem

2007 Xai XaiSouth Africa Midtown West

2008 Braai South Africa Midtown
2008 Ponty Bistro Senegal Gramercy Park
2008 Abidjan Ivory Coast Brooklyn
2008 Ghenet Ethiopia Brooklyn

2009 Bati Restaurant Ethiopian Brooklyn
2009 Brasserie Creole African/ Carribean Queens

2010 Buka Nigeria Brooklyn
2010 Tolani South Africa Harlem
2010 Le Souk Harem Morocco Greenwich Village

2011 B&D Halal Restaurant West African Midtown West

2012 Awash Ethiopian Restaurant Ethiopia Brooklyn
2012 Lalibela Ethiopia Midtown East
2012 La Caye African/ Haitian Brooklyn
2012 Cafe Rue Dix Senegal Brooklyn
2012 Lenox Saphire French African Harlem
2012 Accra Restaurant Ghana Bronx

2013 Accra Restaurant West African Harlem
2013 Farafina Caf African Fusion Harlem
2013 Haile Ethiopian Bistro Ethiopian East Village
2013 Injera Ethiopia West Villiage/ Meatpacking

2014 Bunna Caf Ethiopia Brooklyn


More African Restaurants, but without open dates (Name, Country, NYC Area)

La Savane, West African, Harlem
Festac Grill & Lounge Nigeria Brooklyn
9ja Villa Nigeria Brooklyn
Africana Restaurant, Nigerian, Jamaica
Maimas, Liberian, Jamaica
Keur Sokhna Restaurant Senegal Harlem
Keur Coumba Restaurant Africa Harlem
Uptown African Restaurant, Ghanaian, Bronx
Papaye, Ghanaian, Bronx
Ebe Ye Yie Ghana Bronx
Kaloum Restaurant, Senegalese, Harlem
La Nomade Restaurant Cafe and Bakery, Senegalese, Harlem
Treichville, West African, Harlem
Akwaba
New Ivoire Ivory Coast
La Baraka Restaurant French North African Queens
Salimata Restaurant Guinea
Mataheko West African Queens
Bognan International Corp West African Restaurant West African
Le Baobab Restaurants Senegal Harlem
Meskerem Ethiopia Greenwich Village
Meskerem 47 Ethiopia Hell's Kitchen
Meskel Ethiopia East Village
Luwam Restaurant Ethiopia Harlem
EN Restaurant and Bar Nigeria Brooklyn
Meytex Enterprises Nigeria Brooklyn
Wazobia Restaurant Nigeria Staten Island
African Grill African Queens
Gourmet Jollof Nigeria Bronx
Bate West African Bronx
Fouta African American Restaurant Senegal Bronx
Saloum Senegal Bronx
J Restaurant Chez Asta Senegal Harlem
KenyaBites Kenya Midtown East
Tropical Grill Nigeria Queens
Shalel Lounge Morocco Upper West
Cafe Mogador Morocco East Village
Cafe Mogador Morocco Brooklyn
Caf Gitane Morocco Nolita
Caf Gitane Morocco West Village
Aso Rock Lounge & Restaurant Nigeria Queens
Mombar Egypt Queens
El Omda Egyptian Cuisine Egypt Queens
Shawarma Grill Egypt Kips Bay
Midnight Lounge & Restaurant Egypt Queens
Mirage African Restaurant African Brooklyn
Les Amis African Restaurant African Bronx
Patina African Restaurant African Bronx
Bab Marrakech Morocco Midtown West
Obaa Koryoe West African Rstrt African Harlem
Sunkofa African Bronx
Zerza Moroccan Home Cooking Morocco East Village
Barbes Restaurant Morocco Midtown East
Prospect Corner African Brooklyn
New Combination Restaurant African Brooklyn
Cafe La Case African Harlem
Suite 55 Morocco Midtown West
Arabesque Morocco Midtown East
Tagine Fine Moroccan Cuisine Morocco Midtown West

Expected
Year Name Location
2014 Dundun Restaurant Harlem
2014 Monas restaurant Harlem
2014 Cisses restaurant, La Terenga l Harlem


Closed
Year Name Country NYC Area
1984-1988 African Restaurant Ghana Bronx
1985-2005 Accra Restaurant Ghana Bronx
2003-2007 Yolele Senegal Brooklyn
2004- 2012 Le Grand-Dakar Senegal Brooklyn
2012-2014 Mama Joys Ethiopia Brooklyn

----Draft

The restaurants soft, industrial lighting makes the chrome gleam. A soft backdrop of blue gives the space a cool, slightly futuristic and industrial feel, like a hip loft in the future. Exposed brick walls that are tinged blue, the distressed wood chairs and tables have been stained a steel gray, with marble table tops. In three weeks, Cisse Elhadji, the owner of Ponty Bistro in Midtown, will open this new restaurant on 144 West 139th St, La Terengea.
Though Elhadji has succeeded once with an African restaurant, La Teregenga is a gamble. For the first time, hes had to take on both a bank loan and money from friends and family. He estimated six months to renovate, but he running four weeks behind schedule. [quote him here]. While the dcor is modern and chic, restaurant flavors and smells are robust, menu a hybrid of Senegalese and French meats, vegetables and spices of rich flavor. Elhadji has [explain prices and menu, check online] more diverse customer base, hoping the new place will become a neighborhood hot spot in Harlem, a haven of both culture and gentrification, attract all walks of life. Thus, the prices appeal to people from a range of income classes. The waiters are also diverse, all bilingual or trilingual.
This scene could occur in a number of African restaurants in New York City. Such restaurants have boomed in the past few years, with a new African restaurant opening in New York roughly every six months, a dramatic rise. In [reference earliest year], about [insert the number of restaurants opened] cuisines from [insert the countries].
The annual openings of African restaurants in New York have almost tripled in the last three decades since 1990, established eateries like [insert place] and [insert place] sparking new ones. African restaurants in New York started in SRO hotel rooms [insert why and how].
Creating a chic place where that people could bring their friends was important to Elhadji, something around which his entire cuisine revolves. Many of the dishes [where?] involve big plates for people to share [like what?], or smaller plates. Elhadji understands that many diners are adventurous: they want to be able to take friends to new places and be able to pick and choose among interesting dishes theyve never had.
Elhadji moves through his current restaurant, Ponty Bistro, like a benevolent tornado. He shakes hands, laughing and talking with customers, making everyone feel welcome. He understands that success depends not only on food and dcor, but on his own charisma. Many of his customers predict that La Terenga succeed because of his presence, his understanding of what restaurant goers demand.
Elhadji has scheduled the soft opening of the new restaurant for July 15 and says he enjoys the challenge of opening up a restaurant, though he also says how difficult it is. Two reasons generally underscore his actions. First he says, Always try to grow and make a better life. Second, La Terenga is the restaurant he has wanted his entire life: big and expensive. A self-professed workaholic, who doesnt smoke or drink but believes in the importance of working long hours, he wants to keep opening new restaurants every 6 months or year. As he explains, In 1996 I came here to this country with nothing. I just keep going. Its life. I work hard. I believe. I play by the rules. You make money. If the restaurant isnt full it will drive me crazy. I find a way. Find a solution. Rent is very high. I cant afford one month without paying rent. This is my job. Never had a publicist. I always do it myself. Ponty Bistro was all word of mouth and yelp reviews. [Who is he? Age? Nationality? Background? Description?]
However, for the new spot, Cisse has interviewed two publicists, he understands that with this bigger venture, he needs to promote it more aggressively. His reasons for working so hard, for wanting to leave his stamp on New York, is an aspect of coming to America, Elhadji says. The nation presents an opportunity for people to put their stamps on it.
He also speculates, that perhaps part of his motivation stems from the fact that both his parents are dead.
A typical day involves getting up at 5am and going to his computer to answer email and check inventory. He then heads over the new restaurant to check on the construction work assess its progress. His schedule involves a series of meetings with a range of people working the project, such as publicists, social media icons. Around 4pm, he goes to Ponty where things are being set up for the dinner shift. During dinner, Elhadji bounds through the restaurant, helpig to expedite orders and making sure to greet customers. He completes his day at home [where?] with a two-hour session on his computer to check email, stay in touch with vendors and distributors.
A variety of factors have helped propel this wave of African restaurants. Some are connected to immigration, a growing familiarity with this population, and an overall trend towards a more adventurous taste in eating.
Serving African cuisine presents certain challenges. It can be harder to find African chefs [why?], though New Yorks African immigrants has made this simpler. [what other challenges?]
However, experts see the rise of African restaurants as a natural progression. These new immigrants started small [what did they sell?], getting their bearings as street vendors, then expanded. By starting small, they could determine what was popular with their clientele and with all average New Yorkers palate, and get their feet under them as business-people. It also gave them a time to make connections and to organize before paying rent and hiring employees. They learned to omit certain ingredients either because they were unable to source the ingredients here or import ingredients to keep the authentic tastes of the dishes. Papa Diagne at Jollofs at home in Brooklyn says he never cooked in his life, he learned how to cook [he learned to cook traditional foods like rice, stew, etc] in America with his siblings: once he lost his job, he got requests from lots of friends of friends to cook for them, and he got the idea of opening up a restaurant. I always have my kids and family here. I use to hold them and serve customers. Now they take orders and run the restaurant.
Location continues to be a vital factor, says Ahmed Abdellah, owner of Accra Restaurant in Harlem: The success---consistency! Once you master something the first time. And you duplicate it. People know you. Duplicate it. People will come back. People come from all over. Customers. Africans lift us. Our Harlem location attracts everyone. Caucasians come to try something different.
Akin Akinsaya, founder of New York African Restaurant Week [how long has this been happening?] is also an African immigrant from Nigeria. [Include quotes and background of restaurant week]
However, because these restaurants also cater to immigrant communities, they offer an array of unfamiliar flavors. For example, Sisay Kassa, founder of the Ethiopian restaurant Lalibela in Gramercy Park, notes that friends and family help import the right spices. "Ethiopians can tell the difference in spices. I get my spices from Ethiopia [like what? Examples?]; I got my family to bring it." Mashood uses the same approach to stock Buka with the right ingredients to give his Nigerian clientele the true taste of home [like what? Who imports it? Flesh out more].
Akinsaya can explain the success and phenomenon of so many of these African restaurants [Include quotes from interview] The impetus for the celebration of African cuisines is that food is seen as a logical natural of the culture and of the community and the entire work in pushing forth the African culinary arts means sharing that history and background with others who might totally be unacquainted with it. For instance, Lamia Funti, the owner of La Souk [which is what? Where? And how old?] takes pride in the diverse clientele: Customers are diverse. Some are famous. Everyone comes together and I want to keep it that way. The trend of people is interest in food.
New York African Restaurant Week promotes food and culinary creativity, but is also tries to give others a taste of history and understanding about African taste in the diaspora. African cuisine, just like culture all over the world, there is a place where cultures intertwine and intersect and different things happen at the point where they intersect, Akinsaya adds.
Mona Musa is another restaurateur who has had a profound influence on the development of new African restaurants, plans to open a Somalian restaurant in a few months in Harlem. An event like New York African Restaurant Week can help her in network and learn about recipes ??"particularly useful in New York where, as one restaurant owner explains, owners face a ton of bureaucracy to work around. Stanton du Toit, owner of Tolani explains, New York is completely different in terms of red tape. You need permits. So much red tape. Manhattan makes it so difficult to compete. You need deep pockets. Small businesses get squeezed out.
[Scene after opening: For Cisse Elhadji, the opening of his restaurant was a wild success. New York came out in droves to sample his newest culinary endeavor. The restaurant was so packed; they even had to close early. Elhadji was elated, saying that this is just the beginning.]

Write an essay about a business that you see has an opportunity to reach a business or an organization as a customer.
You can either use a real world business or create a business that you want to use. If you are a marketing director of the
company, what will be your marketing plan to a business or an organizational customer? Select products and/or services
you will offer to your customers. Your target customers can be domestic or abroad. You can also use suppliers from other countries. For example, you can order garments from a country in Asia and sell them to a business or an organization in the U.S.

The following are examples of products and services you might want to use. You can also use other products or services
of your choice.
? Hotel services for a conference
? Technology devices for a firm or a school
? Produce for a supermarket
? Uniforms for an organization such as a school, hospital, or military
? Flowers for an event organizer
? Hardware for a construction company
? Parts for an automobile company
? Furniture for an office, a restaurant, or a hotel
? Your choice (YOU CAN CHOOSE ANYTHING OR ANYONE OF THE TOPIC PROVIDED)

In this essay, describe a business with that opportunity. Explain the strategies you will use to analyze your business and
organizational customers and their buying behavior. You might include the following in your paper:
? Buying behavior
? Sell global
? Supply from other countries
? Multiple decision makers or multiple buyers
? New customers or repeat customers
? How to gather customers? information
? Customer analysis
? Ethical issues
? Using technology to enhance your business
? Services after selling
? Buyer-seller relationships
? Competitive advantages
? Other things to be considered

The writing you submit must meet the following requirements:
Tell briefly about your business and your customers
Be at least two pages in length.
Use APA style for citing paraphrased and quoted material Format