Human Resource and bussiness strategy Assignment

Human Resource and bussiness strategy - Assignment Example The standards and measures that are needed to be taken within an HR department change with every passing day. Thus, it is suggested that the diversity of human resource must be the basic factor of HR strategy for Ford Motors. It is because most of the employees working for Ford Motors remain foreigners. The diversity factor will allow the company to get vibrant and variant ideas (Gilmore & Williams, 2012). The career section of the Ford Motors is quiet interesting as they have a wide portal of job openings that can be searched with the help of search tools. There are jobs from entry level clerks to the product development managers. There are different job opening such as Employee payment analyst who is responsible for communicating the implications. In addition, there is another job opening entitled Administration and research assistance. For such a job opening, it is required that the person is able to understand the research needed regarding administration because it is responsible for designing management strategies (Storey, 2007). The job designation that I would prefer is of the employee payment analysis. The reason behind preferring this job designation is because it is a challenging job and would require a lot of communication. In a company where employees from different countries are hired would be a helpful element in undertaking the job. The position is greatly associated with the payrolls that are an important aspect to be observed by an HR department. Motivations and rewards should be designed after careful analysis of payroll of employees. This position is in direct association with the HR management team thus it can be interrelated with other functional tasks of human resource (Wilton, 2010). Work and life balance is the best factor that can be considered for achieve g competitive advantage. This has been focused previously as well as in the form of campaign where employees were given hourly off on achieving excellence

Consequences Of The Digital Divide Education Essay

Consequences Of The Digital Divide Education Essay The primary concern is exclusion; social and otherwise. Each year, being digitally connected becomes ever more critical to economic, educational, and social advancement. Those without the appropriate tools (in terms of PCs and Internet connectivity) and applicable skills will become increasingly disadvantaged. As ICT becomes ever more pervasive those elements of society without access will be further disenfranchised in terms of: Fewer employment opportunities Restricted access to information and support Increasingly basic facilities such as email, consumer services, financial services, etc. Reasons behind the Digital Divide At the most basic level the digital divide arises where individuals or groups of individuals have no or inadequate access to PCs connected to the Internet. It follows that addressing this problem by providing access should be a constructive measure in terms of reducing the divide. That being said the underlying causes of the divide are in all probability more complex. Research in the USA has identified the following issues: Income differences. There are wide disparities amongst income groups. The better off are far more likely to have PCs and Internet connections than others. Those with income in excess of $75K are 20 times more likely to have Internet access than those at the lowest income level. Education. The better educated are statistically more likely to have and use connected PCs. In particular those with college degrees or higher are ten times more likely to have access. Only 6.6% of people with an elementary school education or less use the Internet. Location. Rural areas relative to cities generally experience lower levels of connectivity. Rural areas in particular lag behind cities in terms of broadband access. Age. People over the age of 50 have been less likely to use PCs and the Internet. Less than 30% of this group were connected in 2000. Those over 50 and in employment are three times more likely to have access than individuals not in employment. Single parent families. Two parent families are more than twice as likely to have Internet access than single families. Further, the oportion in respect of female-headed single families in cities is significantly lower. Disabilities. Although 25% of the able bodied have never used a PC the proportion for the disabled rises to 60%. In general the disabled are half as likely to use PCs and have Internet access. Among those with a disability, people who have impaired vision and problems with manual dexterity have even lower rates of Internet access and are less likely to use a computer regularly than people with hearing and mobility problems. This difference holds in the aggregate, as well as across age groups. Race and ethnic groups. Large gaps exist regarding Internet penetration rates among households of different races and ethnic origins. Further, large gaps remain when measured against the National average for Internet penetration. Differences in income and education do not fully account for this facet of the digital divide. Estimates of what Internet access rates for this group would be had they had income and education levels in line with the Nation as a whole show that these two factors account for approximately 50% of the differences. Additional Factors Home access To the extent that the digital divide is a function of PC and Internet access it is appropriate to question the qualitative aspects of access. Internet kiosks for example may provide cheap Internet access and whilst appropriate for certain tasks they arguably provide a less satisfactory experience for other Web activities. The real question therefore becomes whether the type of access provided lends itself to the full range of activities available to connected users. It is possible that the divide will not be bridged unless home access becomes fully available. To the extent that this is impracticable an alternative would be to provide common access points capable of providing an appropriate experience. Broadband The digital divide is not just a function of access; speed of access is also important or is likely to become so. Until recently for most users the speed of access has been limited to traditional modems. Although modem technology has increased significantly over the last ten years and is now capable of offering data throughput of up to 56K bits per second that speed is a small fraction of what is likely to be required in the next few years. Unless this factor is recognised there is a danger that the current digital divide could be reduced merely to find that it re-opens due to a vast difference in speed available to some but not all users. In short the digital divide of the (not too distant) future may be one of access speed. Closing the Gap As indicated above, measures to provide appropriate access are likely to have a beneficial impact. Indeed US data from August 2000 claims that schools, libraries, and other public access points continue to serve those groups that do not have home access. The use of those facilities however is not uniform and they are more likely to be used by some groups than other. Equally given the complex nature of the underlying problems it is unlikely that improved access will of itself provide the whole answer. With respect to the UK it would be inappropriate to assume that the same underlying factors creating the divide in North America obtain albeit that there are likely to be strong similarities. Research is necessary (if it has not already been undertaken) to identify the true causes. Once identified targeted action can be taken by addressing the detailed needs of specific groups in particular locations. If, following research, home access was found to be significant element of the divide new strategies would need to be formulated to address that requirement. For example cut-down or recycled PCs could be offered in conjunction with community based Internet access lines. The infrastructual reasons for the lact of effective ICT in less econmically developed countries is the fact that there is a lack of secondary euquipment, suitable electric power, and training. This therefore leads to people not being as experienced in the technology they are using. Also, they depend alot on Multinational Corporations meaning they have to wait for the money then just using the money straight off. Also, it is much easier to purchase as you are buying a physcial package rather than downloading the package. Also, if you dont have internet access, this will be very useful. Also, microcomputers and personal computers have become very popular in terms of ICT because of the reduction in price. Computer-aid projects havnt been so successful. Extensive under-ultilization of equipment and major computer based projects have failed. It hasnt been as successfull in the majority of countries when it should only be the minority. These projects have failed because of the lack of secondary equipment, suitable electric power and training. Also, the governments of the countries involved havnt set up any strategic buying plans so everything comes in bluk or too little software comes meaning more or less people need training. Also, there is a lack of avaiable resources to maintain the ICT. Identified computer skills that are lack are; systems analysis, programming, maintainace, consulting, operational levels from basic use to management. The lack of buisness skills which are identified as a major problem is the fact that buisness are buying software which no one is trained in. They need to plan which software to buy, and whether their staff are trained in this area of ICT. Also, the employees have a lack of skills to begin with meaning they cant use the software.

Got Coal? :: Research Essays

Got Coal? In this essay, I hope to inform the reader about the variations in Pennsylvania’s coals, explain the differing methods of coal mining, and provide insights into the use of coal. Although Pennsylvania’s coal reserves have dwindled, coal is still one of the major energy forms used for electric power generation. Widespread use of alternative energy forms have not yet taken place, although this is an area that needs to develop further, if we don’t want to exhaust our current reserves of fossil fuels. Currently, Pennsylvania is the fourth largest coal producer in the United States. More than 69.5 million tons of coal were mined in the state in 1995. Anthracite and bituminous coal are the two types of coal that are mined in Pennsylvania, and they are classified as hard coals. (â€Å"Coal†¦Ã¢â‚¬ ). Anthracite is the hardest coal type and contains close to 90% carbon, more than any other coal type. When burned, anthracite emits only a very small amount of smoke. It is used in domestic and industrial applications. Bituminous coal is the most widely used coal in the United States. The uses for this coal type are generating electricity, making coke, and space heating. It is mined mostly in the Appalachian Mountains (â€Å"Clean†¦Ã¢â‚¬ ). The heating value and the specific gravity (the weight of a particular volume of coal) vary with coal rank. Low-volatile bituminous coal has the highest heating value. The heating value of anthracite is somewhat lower. In the same manner, specific gravity increases with increasing rank (Edmunds 15). Underground, open-pit, and auger mining are the three ways of extracting coal from the ground. Until recently, the room-and-pillar method was the most widely used. In this method, large â€Å"rooms† of coal were excavated and â€Å"pillars† were left in place to hold up the roof. This method is not very efficient, as only 50-60% of the coal can be recovered, the rest is left in the pillars and is effectively lost (Edmunds 16). The longwall method has been increasingly used by larger companies.

Organizations And Its Cultural Differences

The procedure of specifying organisational civilization goes by the fact that the definition in itself is obscure. Harmonizing to Schein, â€Å"culture is what a group learns over a period of clip as that group solves its jobs of endurance in an external environment and its jobs of internal integration† ( Schein, 1990: p111 ) . All these develop over a period of clip and go a portion of organisational civilization and they are turned into implicit in premise of what should and should non be done. Schein farther adds that these implicit in premises are the cardinal to understand organisation civilization and their manifestations which he calls as artefacts and values. Artifacts are referred to as seeable points such as organisation layouts and values are organisation specific beliefs such as ways to manage jobs ( Schein, 1990 ) . On the graduated table of cultural values expressed by Hofstede, UK scores high on individuality, low on power distance and uncertainness turning away, which means British employees are based on single features, do non prefer hierarchal organisation construction and do non indispensable demand organized attack and ordinances ( Hofstede, 1993 ) . In UK organisations openly display of emotions and showing positive or negative attitudes are really rare scene and therefore are sooner avoided. During meetings, British co-workers will near concern with an air of formality and withdrawal. This sort of work force attitudes can be reflected with Schein ‘s three degrees of organisational civilization under â€Å"values† of how people think and feel under different fortunes ( Schein, 1996 ) . It is more individualistic attitudes and loose bonds between employees that make them more self oriented instead than working under groups, thereby constructing close relationships ( Jodie 200 7 ) . Successes in these organisations are measured by personal accomplishments than group activities taking to less group motive and togetherness in accomplishing a common organisational end. On the 2nd dimension of Hosftede which is power distance, UK organisations tend to be comparatively low compared to the universe norm of 56. One of the grounds that can be argued for low power distance is the equality between the societal degree in these organisations between directors and their subsidiaries, as there is a less stiff system in topographic point for turn toing higher-ups. The orientation factor inside the organisations helps to maintain a strong concerted engagement within the power degrees and this enables to make a more stable environment between the employer and the employee. This involves the implicit in premises that determine perceptual experiences, thought and procedure of different persons and their feelings ( Schein, 2004 ) . For illustration if we take an English company, characterized by a low power distance, we will happen that subordinates interact with their higher-ups to propose alternate solutions of a job or a determination ( Meier, 2004 ) . Relations hips between higher-ups and subsidiaries are frequent and they are considered like a manner of bettering the public presentations of the group. On the reverse in an Indian organisation which is characterized by high power distance, people are strongly linked with the thought of esteeming the hierarchal authorization and the obeisance of the higher-ups is considered the best manner of accomplishing the ends of the company. Here, relationships between directors and their work force are strongly affected, peculiarly with respect to the acknowledgment of the power. In this manner high power distance persons need a forceful director that tell them what to make, on the contrary, low power distance persons prefer a laxer director and they do non ever accept his thoughts or determinations. It will be a challenge of these organisations to unearth them as it would enable in constructing a better apprehension with the work force which would ensue in turn toing newer challenges faced in this dy namic concern environment. On the 3rd dimension of Hofstede which is uncertainness turning away, UK is on the lower terminal compared to the universe ‘s norm of 65. It is deserving stating that Countries with weak uncertainness turning away like UK are comparatively unafraid, less dependent and do n't experience endangered by the positions of others. There will be small differing of idea procedure within the administration and working together in complex undertakings would be much easier. For illustration if we consider Gallic directors that are characterized by high uncertainness avoidance we can see that they take a long clip to do a determination. They analyse all facets of the determination and seek to measure their determinations logically. So they tend to believe more before playing and sometimes if the hazard is excessively high they could even decline to move whereas a British opposite number, low on uncertainness turning away, would be more matter-of-fact. They accept the hazard of doing errors and ever prefer to move immediately alternatively of believing long ( Meier, 2004 ) . In this sense, besides subordinates with a civilization of low uncertainness turning away are more willing for rapid alterations than those with a civilization of high uncertainness turning away. In this instance, the challenges of directors is to understand which is the better scheme to follow in conformity with accomplishing the company ends and be able to alter, as needed, their behavior and that of their work force, demoing a good capacity of adaptability and flexibleness. The above treatment has shown that many jobs are likely to look in a workplace where different civilizations, behaviors, attitudes, values and beliefs meet. Directors of transnational companies should possess sound cognition, direction accomplishments, personal traits, features and motive to pull off a multicultural work force. The best manner to get the better of these troubles and struggles is to educate the directors about cultural differences in order to do the workers cognizant of the diversenesss and do them cognize how to be more unfastened and tolerant towards each other. Finally, as the growing of transnational companies has been steady there is surely an huge demand of understanding of in-depth cultural issues for guaranting harmonious and productive work-culture in every administration.MentionsHofstede, G. ( 1993 ) , ‘Cultural Constraints in Management Theories ‘ , Academy of Management Executive 7, p81-94.Jodie R. Gorrill ( 2007 ) , Intercultural Communication , transverse cultural Training communicating Group, www.communicaid.com/cross-cultural-training/culture-for-business-and-management/doing-business-in/British-business-and-social-culture.php # [ Accessed: 3rd April 2010 ] .Meier O. ( 2004 ) , Management Interculturel, Paris, Dunod.Schein, E. ( 1990 ) , ‘Organizational Culture ‘ , American Psychologist, 45 ( 2 ) , p109-119.Schein, E. ( 1996 ) , Culture: the losing construct in organisation surveies, Administrative Science Quarterly 41, p229 – 240.Schein, E. ( 2004 ) , Organizational civilization and leading, 3rd erectile dysfunction, San Francisco: Jossey – Bass.

Beano?S Cafe

OMPANyCaSe Beano's Cale: n Egyptian Flavor COMPANY ~car†lO'S BACKGROUND Cafe, one of the most successful and popular cafe chains in =~ypt. has branches throughout the country, including locations in ::† ro. Alexandria, and Giza. At Beano's, customers can enjoy excele- quality coffees, soft drinks, shakes, and infusion drinks, as † as a wide variety of sandwiches, hot meals, and desserts. Beano's Cafes aim is to offer its customers a convenient, relax-9 place where they can purchase food and beverages of a high :uality at an affordable price.The cates have a distinctive layout ,,†Ã¢â‚¬Ëœd style which is achieved through a combination of contempo? ry design and warm colors that give them a pleasant atmosphere. –e cafes environment is characterized by simplicity, elegance, : eanliness, and a modern design. It is known as a place where ung people can gather and where people can enjoy an afford::0 e outing, listen to the latest musie, and use wireless Intern et. Cafe, and from other smali, local cafes. Despite these concerns in 2000, Beano's opened its first cafe in Egypt, introducing new coffee products such as cappuccino and espresso to the Arabie market.Beano's wanted to increase its market share and target a new segment-senior citizens-along wit h maintaining and/or increasing its appeal to the youth segment, which represents the majority of its customers. The senior citizens represented the higher socio-economic class; however, Beano's discovered that young clients represented up to 70 percent of their daily clients. Beano's Cafes higher management wanted to retain its satisfied clients while also increasing its share of the customer base. They therefore put together a new marketing strategy.REVISING THE MARKETING STRATEGY EY MARKET –e creators of the Beano's Cafe Group had wanted to open a -ew coffee shop in Egypt for a long time but they saw problems .. ,entering the Egyptian market. They believed that the Egyptian oopulat ion would not be keen on coffee made from unfamiliar, -ew ingredients. The Egyptian market was locally driven toward ::Jr ental cates, Turkish coffee, and shisha (water pipe); thus, 3eano's' marketing strategy was to introduce the Egyptian consurner to a new cafe experience.There was also fierce competi: on from other coffee shops, including Cilantro Cafe and Costa Beano's Cafe's management team knew through customer surveys carried out in their chains that 60 percent of their customers keep coming back because of staff friendliness, 20 percent because of the quality of the service, and 20 percent because of the overall atmosphere at Beano's Cafe. The cafs's new marketing strategy was divided into three parts: The first was 13 percent value (offering more for the same price). he second part was 17 percent quality (offering an affordable, quality cate experience, and improving the taste of the coffee), and the final part was 67 percent service (improving the face-to-face interaction with customers inside the cafe). Beano's placed the greatest emphasis on improving the level of customer service in its cafes. The company did this in a number of ways. First, management decided to speed up the serving process by allocating one minute for taking orders, seven minutes to make the order, and a final one minute 244 Part Three IDesigning a Customer-Driven Strategy and Mix modern cates were established in the Egyptian market; the focus was more on the local â€Å"kahwa† (Turkish/Arabic coffee), tea, and shisha. Beano's Cafe positioned itself as an affordable, modern cafe with a lively, entertaining environment. Beano's Cafe's targeting approach became youth oriented. The cafe was representing a new approach to coffee, selling cappuccino and java solo drinks like espresso. Thus, the segmentation approach started to focus more on the youth differentiated segmentation market approach.As mentioned, the use of a kitchen provided the company with differentiation over th e competition, however, Beano's also has a new advantage: It offers a creative art foam that is placed on top of the cappuccino. The consumer's name or birth date can be written on a cappuccino cup or any picture can be drawn with the because the mafoam. Consumers can even do it themselves chines are manually operated. This level of personalization, allowed Beano's to differentiate itself from its competitors by offering its customers what they want and exceeding their expectations.By satisfying customers' desires, Beano's sawa growth of the company and an increase in sales of its coffee products. III to give the table the bill. Therefore, the whole process took a very fast nine minutes. Beano's also improved its communication with customers by greeting them and paying attention to their needs. Beano's has an ultimate advantage that none of its competitors have-the kitchen. Having a kitchen allows Beano's to offer a larger menu selection. Customers can also ask for items not include d in the menu or can modify their chosen item.These options are not available in most cates in the region and impress consumers. Having the advantage of a kitchen allowed Beano's to discontinue using ready-made food and instead making every meal to order, thereby differentiating itself from its closest competitor, Cilantro Cafe. This enabled customers to modify their orders. It also permitted customers to create new, customized products. Beano's is now able to forecast real quantities and therefore store essential, everyday ingredients, getting rid of unnecessary stock of less in demand products. This method turned out to be very efficient in their storage management.Becausecustomer service is such a high priority in the company's new marketing strategy, the marketing department conducted a new survey designed to improve customer service. It was executed through the cafes' branch managers and administrated by a smali team from the research department. One of the most effective quest ions concerned what customers liked and disliked about Beano's Cafe. The survey revealed that customers liked the cafe's service, atmosphere, and quick response; they did not like the company allowing some private celebrations to be held, nor did they always like the type of musie played in the cafes or the furniture.Beano's bega n to consider how to react to ali of these reported dislikes from its consumers, especially as the competition was rising with both Cilantro Cate and Costa Cafe, In addition, other new cates, such as On The Run Cafe in the Mobil Petroi Station, were improving their quality and pricing to an affordable level. Despite making these advances, Beano's had weaknesses to overcome. The cafes were not located in the main, central business streets in Egypt. These untapped areas of business opportunities prevented the company from increasing its market share.Cilantro, a competing cafe, employed successful promotional tools to spread its brand image in Egypt, including high-profile commercials. Beano's could not match the level of advertising in terms of budget and instead focused more on customer relationship management (CRM) and relationship marketing (RM) To this end, Beano's introduced a customer loyalty and smart card program that enabled customers to collect points for each separate order. The customer could then redeem the points and receive free products. Beano's also targeted ali customer segments by introducing a promotional Beano's points card.Customers pay for the cards, starting at 50 to 200 LE and use them whenever they wish. The cards turned out to be very effective for customers who are entertaining friends and for family outings. Another area that Beano's needs to improve upon involves making the cate more family friendly-an area where Cilantro is excelling. Cilantro Cafe provides coloring books and crayons for children, encouraging families to spend more time in the cafes and thus increasing business from this particular market segment. OELlVERING ON CUSTOMER SERVICE As customer service featured 50 prominantly in their marketing strategy,Beano's had to ensure that once a high level of service was achieved it was also maintained. One strategy put in place aimed at achieving this was mystery shoppers, who visited different branches to monitor and evaluate the service they receive ano the quality of the cafe's products. Among other things, they note how fast and responsive the staff members are and whether the deliver on time. The mystery shopper, a regular customer chose by the branch manager, also evaluates the quality of the coffee served, the food, the environment, the speed and care of sta and the cleanliness of the facility, including the bathrooms.RESPONOING TO THE CUSTOMER As previously mentioned, market research carried out by the company indicated that customers did not like waiting in some of the Beano's Cafe chains and did not like its prices. Its response to the problems was to put more tables in the crowded location: and to reduce prices for some popular, existing products, wh E increasing prices for newly introduced products. Customers ais disliked the musie, which did not change over the course o~ the day, and at the various locations, some said the cafcs playec the â€Å"same musie for each branch in every vi sit. Manaqemec: responded by introducing new musie every couple of hours in Ci chains. To improve the brand image of Beano's, the company also OEcided to redesign the cafe's logo, making it more attractive to c 5tomers. More money is also being spent on advertising for ne and existing products. Most of the advertising appears in prin ec materials to be displayed in cate branches to motivate COnSUrT'E' purchase of the newly launched products. BEANO'S CAFE'S MARKETING MIX SEGMENTATION In the beginning, Beano's Cafe focused on appealing to the whole Egyptian market, especially young people.The first focus for the company was to create brand awareness, as people did n ot understand the word † Beano's. † So,the cafe owners added the word cafealittle modification that solved the issue. At that time, not a lot of Beano's Cafe's marketing mix begins by developing new produ _ by studying consumers' needs, and then developing and crea ~~ a strong brand. Beano's Cafe's distinctive design and pleasan c-mosphere are the first components in its unique dining experien ~ Market research indicates that the brand's most distinguishing E::ture is the company's use of the vibrant orange color for all ad E'tising.The company also stands out because it is the only local cc== Chapter 7 I Customer-Driven Marketing Strategy: Creating Value for Target Customers Smart pricing, reviewed from a consumer perspective . Updated produet lists wit h new menu offerings. 245 â€Å"†¦ :~ers desserts, which are prepared by La Poire. According to 3†³e's market research, 21 percent of customers indicated that =-:e-: was the most prominent feature of the cafe. ‘:==110'5is putting great efforts in establishing new branches : :cpping newareas, bot h local and international.The new 10=†Eas are Sharm El Sheikh, Hurghada El Gouna Resorts, and, =~ationally, Paris, France. –e company advertises its existing products, but in only a few =:=5: FM radio, on the October Industria I City bridge, and in 2;azines. For the Cafe's new products, it relies only on banners nt of the chain. The focus of Beano's Cafe's advertising and _+otion is primarily on the youth segment (ages 18 to 25). The -:-::>any is collaborating with the advertising agency Adhoc, – ::n is spearheading the marketing campaign. The agency has 3~ed out market esearch and has also designed and imple-=-~ed promotions. The company also collaborates with White ::_0 o, a full-service design studio that offers creative, profes_-al graphic designs and development services in order to deliver –= oest image of the brand to customers. White Studio designed -= com pany's brochures, logos, ads, and flyers. -or its principal advertising campaign, Beano's used Nugoom – , 104. 2 FM), and Nile FM (100. 6 FM), presenting creative ads –a: would catch listeners' attention because of their humor, :-unds, and clever use of musie.The company made extensive use ::-= orint media resources, including magazines (Teen Stuff, Sayyedaty, – =oer alnugum, Laha) and newspapers (Alahram, Alahbar, Almasr :: oum, Almussauar). Ali were very effective media in building . set and usage imagery. Beano's created its advertising in a simple . ay by featuring its logo and photos of its cafes to build brand s. vareness and invite ali potential customers in for a visit. The -::'Uthful, non-intrusive ads generated a positive response from the :c'get audience and collectively helped to expand the cafe's brand age in the market.The ads also give customers an opportunity :0 receive unique offers, making them memorable and meaningz: . II. Each month, the cafe introduces a new special offer; for example, in December 2009, it offered a special on American coffee  ·. th chocolate fudge, and at the beginning of 2010, caramel â€Å"‘1acchiato with a muffin. Those offers are the unique invention of 3eano's Cafe and are not offered in other cafes in Egypt. The of†er of the month is always supported with printed brochures, oosters. nd other ads that allow customers to get familiar with tne latest promotions. .z; Better hiring and training programs to ensure a capable staff who deliver more than what is expected. Better quality coffee: People are happy to go to Beano's but respond negatively to the quality of coffee. By offering better coffee, the company will be able to compete wit h the 10cal, classie Arabicffurkish coffee shops. By offering new, modern European flavors, Beano's will also be able to compete with the international chains (such as Starbucks) entering the market.According to Beano's Cafe's previously mentioned mark et research, the main source of the information about the brand was Beano's itself, and then the information obtained from its customers. Research indicates that there is still a performance gap in advertising activities that the company should explore and take advantage of in the future. Its future marketing approaches should also concentrate on e-marketing via YouTube, Twitter, Facebook, MSN, Google, online radio, digital radio, e-mail marketing, mobile phone advertising, Yahoo online display banners, satellite TV channels, PRand sponsorship of cultural events and musical concerts. Questions for Oiscussion 1. Based on the segmentation variabies, how is Beano's Cafe now segmenting and targeting the coffee market? 2. Discuss how Beano's positioned itself in the Egyptian local market. Also explain how Beano's differentiated itself from the competition. 3. What changed first, the Beano's customer or the Beano's Cafe experience? Explain your response by discussing principles of market targeting. 4. Briefly outline a marketing campaign targeting a new segment for Beano's Cafe.Sources: Adapted fram Haddad, The Marketing Excellence Handbook, BUE British University Egypt, Dar El Fekr El Arabi Publications (2008); Kotler, P. , & Armstrong, G. (2010), Ptlnciples of Marketing, 13th edition, Pearson/Prentice Hall; Grewal & Levy (2010), Marketing, 2nd Edition, McGraw Hill; William Pride, & O. C. Ferrell (2010), Marketing, Cengage Learning; Adcock, D. , Halborg, A. , & Ross, c. (2000), Marketing Princip/es and Practice, 4th edition, FT/Prentice Hall; Blythe, J. (2005) Essentia/s of Marketing, 3rd edition, Prentice Hall/FT; Brassington, F. & Pettit, 5. (2005), Princip/es of Marketing, Prentice Hall/FT; Dibb, 5, Simkin. L. , Pride, W. and Ferrell, O. C. (2001), Marketing: Concepts and Strategies, 4th edition, Houghton Mifflin. FUTURE STRATEGIES As Beano's develops and looks to the future, it has identified areas where it needs to improve to continue and build upon its succes s: o Continued development in terms of the cafes atmosphere, pricing, produet, and staff. Increased investment in the branches and the equipment to enhance the atmosphere.