The Crucible By Arthur Miller Essay - 1646 Words

One of the most controversial and iconic plays that came from the 1950s was Arthur Miller’s The Crucible. During a time when the U.S. was worried of communism taking over, Miller released The Crucible, which helped to capture the hysteria that was occurring. The play presents itself as a metaphor for the House of Un-American Activities Committee that was created during the Cold War when communism was spreading, but Miller never actually referenced it in the play. Although Arthur Miller’s The Crucible is set in the late 1600s, it offers a fine example of allegory of McCarthyism in the 1950s. During the late 1600s in Salem, Massachusetts, people are experiencing a somewhat mass hysteria as the witch trials occur. The main plot of the play revolves around a group of people in Salem. In begins with Abigail Williams and other girls being questioned about practicing witchcraft when a young Betty Parris is found motionless and unconscious. While being questioned, Abigail and the other girls claim the Tituba(Parris family’s slave) forced them to drink blood, while she was conjuring up a curse that the girls asked her to do. Abigail and the other girls then proceed to accuse other members of the town of witchcraft, including Elizabeth Proctor. Her husband, John, had a brief affair with Abigail and Abigail still desires to be with John. During the trials, John Proctor claims that Elizabeth is pregnant, which would spare her from being taken to the gallows for sometime. He also asksShow MoreRelatedThe Crucible By Arthur Miller1269 Words   |  6 PagesAt first glance, the playwright Arthur Miller in The Crucible highlights the historical significance of the Salem Witch Trials of 1692, but in fact it is an allegorical expression of his perception of McCarthyism. If the reader has some background information on Arthur Miller’s victimization as a communist, it is evident that the play is a didactic vessel illustrating the flaws of the court system in the 1950’s. The communist allegations were launched at government employees, entertainers and writersRead MoreThe Crucible By Arthur Miller1681 Words   |  7 Pagesof their way to the last dying breath to make sure they leave with a good or bad reputation. In one of the recent literature study in class â€Å"The Crucible† by Arthur Miller, Miller uses characterization to illustrate reputation throughout the play. â€Å"The Crucible† takes place in Salem, Massachusetts. It is based upon the Salem witch trails. In â€Å"The Crucible†, we journey through the life of three characters who reputations plays a major role in the play. The three characters are John Proctor, AbigailRead MoreThe Crucible By Arthur Miller1333 Words   |  6 PagesAs the various characters in The Crucible by Arthur Miller interact, the dominant theme of the consequences of women’s nonconformity begins to slide out from behind the curtains of the play. Such a theme reveals the gripping fear that inundated the Puritans during the seventeenth century. This fear led to the famous witch-hunts that primarily terrorized women who deviated from the Puritan vision of absolute obedience and orthodoxy. Arthur Miller presents his interpretation of the suffering by subtlyRead MoreThe Crucible By Arthur Miller998 Words   |  4 Pagesmotivated by jealousy and spite. The Crucible is a four-act dramatic play production that was first performed on January 22, 1953. Arthur Miller used dialogue within the characters to cover the multiple themes; conflicts and resolutions, plus the few directions for the different actions of the play. The Salem Witch Trials were intended to be performed as the play however, when read, it can be more carefully examined and broken down to analyze the techniques. Miller, the playwright, uses literaryRead MoreThe Crucible By Arthur Miller1145 Words   |  5 PagesUnbalance Through The Centuries In Arthur Miller’s play, The Crucible, the author reflects the persecution of communists in America in the 1950’s through a recount of the Salem witch trials. It is often presumed that Miller based his drama directly off of events that were particularly prevalent in the years surrounding the publication of The Crucible- which was released in the year 1953, towards the conclusion of the Korean War. Although there was not a literal witch hunt occurring during this timeRead MoreThe Crucible By Arthur Miller1063 Words   |  5 PagesIn the English dictionary, there are three definitions of the word crucible. One is a metal container in which metals are mixed and melted. Another is a severe test. But the third definition, and the one that I think fits the best for this book, is a place or situation in which different elements interact to create something new. In my mind, this fits because all of the characters had their little grudges and dirty secrets. But when all th ose seemingly little things interact, they formed somethingRead MoreThe Crucible By Arthur Miller1285 Words   |  6 Pages Rationale, Morality, Stereotypes, Pressure, Self-Censorship, Unanimity, and Mindguards. Groupthink has also taken place in our history a a country. The play, The Crucible by Arthur Miller is about a the real-life Salem Witch Trials that happened in 1692 - 1693, in Salem, Massachusetts. Some symptoms of Groupthink found in the Crucible are Rationale, Pressure, and Self-Censorship. The Groupthink symptom, Rationale, is described as when victims of Groupthink ignore warnings: they also collectivelyRead MoreThe Crucible By Arthur Miller811 Words   |  4 Pages While The Crucible, by Arthur Miller, is only a four act play, it still resembles the format of a five act play. The five-act structure evolved from a three-act structure, which was made famous by Roman Aelius Donatus. Donatus came up with three types of plays: Protasis, Epitasis, and Catastrophe. The five-act structure helped to expand the three act structure, mainly made famous by Shakespeare through his many tragedies. Even though The Crucible contains only four acts, it still has the commonRead MoreThe Crucible By Arthur Miller1052 Words   |  5 PagesBuddy Al-Aydi Ms.Healy English 9 CP 14th October 2014 The Crucible Essay The Crucible was a novel written by Arthur Miller in the 1950’s. It was written in a format of the play, portraying an allegory of the Salem Witch-Hunts led by Senator Joseph McCarthy. The book is known to have a inexplicable plot. This plot is advanced by multiple characters in the book in order to ensure that the reader maintains interest with the material that is being read. The farmer, John Proctor, would be theRead MoreThe Crucible By Arthur Miller841 Words   |  4 PagesThe Crucible is a chaotic play, throughout this American classic Arthur Miller takes the reader through multiple events of terror and insanity. While creating a great on-stage play, Arthur Miller portrays his life through the events, the characters, and plot of The Crucible. Using vivid imagery and comprehensible symbolism, Miller manipulates the real personalities of the characters and events in 1600 Salem, Massachusetts to create a symbolic autobiography. Throughout this play, the reader experie nces

Underage Drinking At The United States - 916 Words

As an eighteen year old in America, you are able to sign housing contracts, join the military, marry a loved one, or even own a firearm but you cannot have a legal drink. We are allowing young American citizens to sign their life away to fight for our country yet if they are seen with a beer they will experience legal complications. Also, at the age of eighteen you are able to smoke and purchase cigarettes, why make drinking different? Underage drinking in America is inevitable. Bill H.R 734, Eliminating the Restrictions of Legal Drinking Age, proposes to eliminate having a legal drinking age in the United States. With having no drinking age in the United States it can help teens learn responsibilities of being an adult. People all around the world drink alcohol, both legally and illegally. There are many incidents of young Americans getting caught underage drinking every day. Allowing the drinking age to be eliminated can help teens learn responsibilities about drinking and affects alcohol can cause. Lowering the drinking age would help prevent crime and personal injuries that are caused by alcohol abuse. There would be a lot of benefits of having no drinking age. The amount of binge drinking would lessen, and the outrage to drink would also decrease. Liquor stores, bars, and clubs all want to make money and if they can get away with selling to underage teens, they will. According too Murry, Marquette Law Review, ‘’ It is estimated that â€Å"50% of underage high school andShow MoreRelatedThe Effects Of Underage Drinking On The United States874 Words   |  4 PagesThe abuse of alcohol among teenagers in the United States is universal and destructive. Teenagers believe drinking to be the cool that they must do to fit in with a crowd or become the popular one, when they do not realize all it brings is harm. Underage drinking has been one of the largest unsolved problems in history. Although many ideas have been made and put into practice, like ra ising the drinking age, harsher punishments, and, at one point, banning it all-together, nothing people do can stopRead MoreHealth Assessment : Underage Drinking1470 Words   |  6 PagesKeebiela Porteous HA 560 Community Health Assessment Kaplan University June 16, 2015 Health Assessment: Underage drinking in Brooklyn, NY U.S. Census data on Kings County in the state of New York Brooklyn, NY which is considered Kings County population is 2,621,793, of that population 52.6% are females and 47.4% are males. In regard of races and ethnicity in the Kings County population Only White is 49.5%, Black or African American is 35.4%, American Indian and Alaska NativeRead MoreThe Consequences Of Underage Drinking1745 Words   |  7 PagesConsequences of Underage Drinking While alcohol may not be the most dangerous of drugs, it is harmful nonetheless. There have been many research studies done by the National Institute of Alcohol Abuse and Alcoholism that prove this to be true. Binge drinking is drinking with the purpose of getting drunk, and is the most common form of alcohol consumption while it is also the most dangerous. There have been numerous researches by other organizations and scientists that have demonstrated just how dangerousRead MoreUnderage drinking1086 Words   |  5 Pages Underage Drinking It is five o clock on a Friday night and classes are over for the weekend. The options for this evening are the kegger down the street, drinking at the bonfire, or sneaking into a bar with a fake ID. This can be a normal weekend for an underage drinker. Underage alcohol consumption can be very common in the weekly routine for many students. There are many different types of drinkers and reasons for their drinking habits. Some people may drink for social reasons and othersRead MoreThe Legal Drinking Age Of The United States Essay1385 Words   |  6 Pagesbefore when they went out drinking. It is a common fact that most teenagers have had a drink of alcohol before their twenty-first birthday. Most teenagers drink regularly or in some cases, binge drink. Nobody can prevent underage drinking. When people tell a teenagers they cannot have something, it inclines them to want it even more and teenagers will go to extreme lengths to obtain it. In 1984, Congress passed the law stating the legal drinking age in the United States was twenty-one (Alcoholism)Read MoreThe Plague Of Underage Drinking1356 Words   |  6 PagesThe Plague of Underage Drinking â€Å"Every year in the U.S., roughly 5,000 people under the age of 21 die from an alcohol-related incident including car crashes, homicides, suicides, alcohol poisoning and other related injuries† ( â€Å"11 Facts About Alcohol Abuse†). That is 5,000 more teens or young adults that could be saved from this plague in this society (11 Facts About Alcohol Abuse). Underage drinking and alcoholism is a huge problem in the United States, and as a society need to make a change withRead MoreThe Effects Of Lowering The Drinking Age1426 Words   |  6 PagesFor years, underage drinking is perhaps one of the most controversial topics of our generation. Why do our young people disobey this law? Are they lost? Who will answer the call of the lost? Having the age to drink legally at the age of 21 may seem like it would never be disobeyed; however, over time, underage drinking has become more and more prevalent. In today’s society, a few choice young people have grown to con trol the desire to break the law to consume alcohol while at the appropriate ageRead MorePersuasive Essay On Underage Drinking739 Words   |  3 PagesIn the United States today many teens have the problem of underage drinking. Whether they do it to look cool or to have fun, it is an enormous problem. In fact, one our four teens state that the would ride with a driver that is intoxicated (â€Å"Underage Drinking†). This shows that teenagers and not only irresponsible with alcohol, but also uniformed of the serious consequences. Although the rates of underage drinking have dropped within time, there are still ways to lower these rates more (Klass). WithRead MoreEssay on Stakeholder Analyses for Us Drinking Age986 Words   |  4 Pages As most people living in the United States already know, the national minimum age for purchasing alcohol is twenty-one. However, prior to the National Minimum Drinking Age Act of 1984, some states lowered the drinking age below 21 (mainly as a result of the lowered voting age). The Drinking Age Act was put into place as a result of a correlation between young drinking and motor vehicle fatalities. Under the provisions of the Act, any states with a minimum drinking age below 21 are subject to a 10%Read MoreCollege Campus : Dangerous Incidents On Colleges Campuses1716 Words   |  7 Pagescampus by other man from a distance. After few days she was introduced to that man at her friend’s birthday party. That man asked her if he could drop her off to the dorm since her friends left her after party without letting her know. The girl was drinking all night and she did not want to be alone with that man so, she asked him to leave the dorm immediately. But he did not leave, and instead he took advantage of the situation. Later, the girl found herself without clothes and in awful condition when

A Small Elegy Poem Essay Example For Students

A Small Elegy Poem Essay The title of this specific piece of poetry is â€Å"A Small Elegy†. Now, this title does not really give a reader much to go on. The only thing one would know about this poem is that it is a small one and that it may be about a deceased person or someone who new someone who dies. I say this because elegy is derived from the Latin elegia, which means; A poem or song composed especially as a lament for a deceased person. From the beginning, â€Å"A Small Elegy† dramatically establishes that the speaker a stand-in for the poet, is by himself talking to himself. He was with other people, but now he is completely alone–his friends gone, his beloved sleeping elsewhere, unconscious, far away. The speaker is the sole operating consciousness mourning in a world where everyone else is asleep. Against the pitch-black darkness he starts saying things to himself, using white words, which I take to mean words that have a kind of unselfconscious purity about them. He daydreams about his mother ,an â€Å"autumnal recollection†, and that in turn moves him back toward his childhood home where his mother seems still to preside–diminished now over an outmoded world. She is smaller, more vulnerable, someone to be protected. â€Å"Matku,† he says tenderly in Czech, â€Å"Mon maminku,† my little mommy, which the translator has rendered as â€Å"my diminutive mom. † He imagines that after all these years she’s still sitting back there, quietly uncomplaining, thinking about his father who died so long ago. It is the next moment in the poem, when the tense radically changes, that I find especially compelling. â€Å"And then she is skinning fruit for me,† he says, â€Å"I am in the room. Sitting right next to her. † He doesn’t say â€Å"And then she was skinning fruit for me,† but instead finds himself catapulted into the past as a living present. He has been wrenched out of one time into another. The amplitude of his feeling is nearly unbearable and he starts shaking his fist at God, using a child’s language, calling him a †bully† because now he is aware that God has taken away so much, because so much is lost. And he then proceeds with the ruthlessness of a logical proposition to face what can no longer be evaded. â€Å"Because of all those hours I slept soundly, through calm nights,† he declares that is, because of all those nights when he was safe and unconscious. Because of all the loved ones who are deep in dreams† That is, because of all those who are unconscious now, unaware of the peril that surrounds them he realizes that time is running out and announces: â€Å"I can’t stand being here by myself. The lamplight’s too strong. † Here the lamplight becomes the emblem of a consciousness that is too much to bear, an isolation that is killing: â€Å"I am sowing grain on the headland. I will not live long. † The recognition here is that what he is planting is endangered, imperiled, and vulnerable. What he plants he will not be able to protect. The sowing of grain on the headland is his last gesture, his way of putting a message in a bottle when he knows he won’t last much longer. The poem concludes with a terrible recognition. When I read it, my impulse is to wake up everyone around me everyone l love before it is too late. In conclusion this poem is just one stanza that contains twenty-four lines. The poet refers to the speaker as ‘I’ and he also uses the words ‘my’ and ‘myself’ which lead me to the conclusion that this poem was written in the first person. .u5be19bf7e562b4668610583289c30703 , .u5be19bf7e562b4668610583289c30703 .postImageUrl , .u5be19bf7e562b4668610583289c30703 .centered-text-area { min-height: 80px; position: relative; } .u5be19bf7e562b4668610583289c30703 , .u5be19bf7e562b4668610583289c30703:hover , .u5be19bf7e562b4668610583289c30703:visited , .u5be19bf7e562b4668610583289c30703:active { border:0!important; } .u5be19bf7e562b4668610583289c30703 .clearfix:after { content: ""; display: table; clear: both; } .u5be19bf7e562b4668610583289c30703 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u5be19bf7e562b4668610583289c30703:active , .u5be19bf7e562b4668610583289c30703:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u5be19bf7e562b4668610583289c30703 .centered-text-area { width: 100%; position: relative ; } .u5be19bf7e562b4668610583289c30703 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u5be19bf7e562b4668610583289c30703 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u5be19bf7e562b4668610583289c30703 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u5be19bf7e562b4668610583289c30703:hover .ctaButton { background-color: #34495E!important; } .u5be19bf7e562b4668610583289c30703 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u5be19bf7e562b4668610583289c30703 .u5be19bf7e562b4668610583289c30703-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u5be19bf7e562b4668610583289c30703:after { content: ""; display: block; clear: both; } READ: The very first word of the poem EssayThe speaker in this poem recalls his past after his friends have left and his â€Å"darling† (wife, girlfriend, child) is asleep. He first begins to think of his mother then gets to his father. The speaker is empty inside because he has suffered so much great loss. He has suffered so much that he curses God and calls him a â€Å"bully† and he says to himself that he cant stand being alone for any longer and he also says that he will not live long which may imply that his life may end sooner than it has to.

The Great Depression Was The Worst Economic Decline Ever In U.S. Histo

The Great Depression was the worst economic decline ever in U.S. history. It began in late 1929 and lasted about a decade. Throughout the 1920's, many factors played a role in bringing about the depression; the main causes were the unequal distribution of wealth and extensive stock market speculation. Money was distributed unequally between the rich and the middle-class, between industry and agriculture within the United States, and between the U.S. and Europe. This disproportion of wealth created an unstable economy. Before the Great Depression, the roaring twenties was an era during which the United States prospered tremendously. The nation's total income rose from $74.3 billion in 1923 to $89 billion in 1929. However, the rewards of the Coolidge Prosperity of the 1920's were not shared evenly among all Americans. In 1929, the top 0.1 percentage of Americans had a combined income equal to the bottom 42%. That same top 0.1 percentage of Americans in 1929 controlled 34% of all savings, while 80% of Americans had no savings at all. Automotive industry tycoon Henry Ford provides an example of the unequal distribution of wealth between the rich and the middle-class. Henry Ford reported a personal income of $14 million in the same year that the average personal income was $750. This poor distribution of income between the rich and the middle class grew throughout the 1920's. While the disposable income per capita rose 9% from 1920 to 1929, those with income within the top 1-percentage enjoyed an extraordinary 75% increase in per capita disposable income. These market crashes, combined with the poor distribution of wealth, caused the American economy to overturn. Increased manufacturing output throughout this period created this large and growing gap between the rich and the working class. From 1923-1929, the average output per worker increased 32% in manufacturing. During that same period of time average wages for manufacturing jobs increased only 8%. Thus, wages increased at a rate one fourth as fast as productivity increased. As production costs fell quickly, wages rose slowly, and prices remained constant, the bulk benefit of the increased productivity went into corporate profits. In fact, from 1923-1929, corporate profits rose 62% and dividends rose 65%. The federal government also contributed to the growing gap between the rich and middle-class. Calvin Coolidge's administration (and the conservative-controlled government) favored business, and consequently those that invested in these businesses. An example of legislation to this purpose is the Revenue Act of 1926, signed by President Coolidge on February 26, 1926, which reduced federal income and inheritance taxes dramatically. Andrew Mellon, Coolidge's Secretary of the Treasury, was the main force behind these and other tax cuts throughout the 1920's. Even the Supreme Court played a role in expanding the gap between the social/economic classes. In the 1923 case Adkins v. Children's Hospital, the Supreme Court ruled minimum-wage legislation unconstitutional. The large and growing disproportion of wealth between the well to do and the middle-income citizens made the U.S. economy unstable. For an economy to function properly, total demand must equal total supply. In an economy with such different distribution of income, it is not assured that demand will equal supply. Essentially, what happened in the 1920's was that there was an oversupply of goods. It was not that the surplus products of industrialized society were not wanted, but rather that those whose needs were not satisfied could not afford more, whereas the wealthy were contented by spending only a small portion of their income. Three quarters of the U.S. population would spend essentially all of their yearly incomes to purchase consumer goods such as food, clothes, radios, and cars. These were the poor and middle class: families with incomes around, or usually less than, $2,500 a year. The bottom three quarters of the population had a collective income of less than 45% of the combined national income; the top 25% of the population took in more than 55% of the national income. Through this period, the U.S. relied upon two things in order for the economy to remain even: luxury spending, investment and credit sales. One solution to the problem of the vast majority of the population not having enough money to satisfy all their needs was to let those who wanted goods buy products on credit. The concept

Drive-in Business Plan Essay Example

Drive-in Business Plan Essay AutoRama Drive N Nicholas Boothe December 1, 2009 Business Plan ENTR280-01 Executive Summary AutoRama Drive N is a startup business located in the southern Indianapolis area. AutoRama provides the community with an old fashioned 50’s style diner/drive-in that serves a variety of grilled and fried foods, as well as healthier alternatives. AutoRama is not the everyday low quality fast food restaurant. AutoRama prides itself in the quality of food, and the cheap prices it is able to offer to the community. AutoRama will differentiate itself from its competitors by providing a whole different experience. The food will be old fashioned, and freshly cooked to order. The parking lot will be filled with auto enthusiasts and their vehicles, while the diner will be a family friendly 50’s era restaurant. AutoRama is there to serve the community, and do its part to improve its surrounding areas. AutoRama will do its part to get cars off the streets, and into the parking lots, with sponsorships of local meets and events, as well as providing discounts for car clubs and those wishing to designate spaces for weekends and meets. AutoRama is a partnership, with Nicholas owning half of the business, with 80,000 invested, and Amanda and Kevin both investing 40,000 each. This is enough to get the business started, and initial training and organizations in order. 16 months will be taken to find the right property, have the building finished, and all equipment installed and ready for business. During the few weeks after completion and before the initial opening, selection and training of employees will take place to ensure that AutoRama will be ready to run as soon as the doors open. We will write a custom essay sample on Drive-in Business Plan specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Drive-in Business Plan specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Drive-in Business Plan specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The company will establish itself in the market by strong marketing techniques in print and radio, as well as through sponsoring local events, and through word of mouth. Hosting events with other local events will be the main way of AutoRama getting its name out into the public. Although there are other fast food restaurants located in close proximity, they are complete different structures from AutoRama. Nothing about the business is the same, and this will set AutoRama apart from the competition, and make the company successful. The company will be managed by the three who have a financial stake in the business, Nicholas, Amanda, and Kevin. This will have more of an impact, and more of a drive to succeed, and do well. All three have years of experience in the restaurant business, and have had great success in ventures past. The management structure will be that of a horizontal system, where all employees are created equal, and everyone brought into the business will have equal say into changes needed to be made, and suggestions for improvements. This will provide the best possible working atmosphere, along with allowing no employee to feel left out of the business, and so everyone feels responsible for the success and achievement. Objectives: * The first objective is to secure a building site, where access is easy from main roads, with plenty of extra space, or about an acre. * Establish a presence in the automotive community, as well as in the family based restaurant category. * Become profitable within the first 18 months of business, with loans and investments paid off in 30 months. Keys to Success: Strict guidelines throughout the business process, with checks to ensure proper procedures are followed. * Never stop looking to improve some part of the business structure * Strong visibility in the surrounding community, as well as a strong social presence in local events. * Ensure customer satisfaction and repeat customer transactions. Mission: * It is AutoRama Drive N’s mission to deliver value old fashioned food, b rought back from the 50’s for your old style dine-in experience. AutoRama will provide a friendly clean atmosphere, welcome to families and car enthusiasts alike. II. Company Description Cops have always been attracted to the car scene. There has been a newfound energy to crackdown on speeders and drivers breaking the law. But, the good comes with the bad. Nice cars are generally all lumped together into a typical stereotype, so cops are especially watching for these â€Å"nice cars† and catching every little thing they do wrong. Even cars that are parked are being harassed. Local businesses complain about unwanted activity after store hours. AutoRama Drive N is the answer to those that share a common interest in cars, enjoy hanging out with friends, and meeting new people, all while having true American dining. The restaurant is a startup business set in a mid50’s-60’s era, with parking spots surrounding the building which have an intercom you can order from, while also having an inside dining area. The food will be American based, including tenderloins, hamburgers, hot dogs and ribs in different combinations, all accompanied by a side of fresh cut and seasoned fries. All food is fresh, and made to order. Soft drinks will be made available, with freshly made root beer available on tap. The company is not only to appeal to the car crowd, but to all families. This would be a family safe atmosphere, which is alcohol free. The parking lot would include an acre of parking spots for special events, and everyday customers. This gives plenty of room for car clubs to park together in sections, and also enough room for family vehicles not associated with different groups. Spots can be reserved at a small fee, to ensure room. Parking spots up front surrounding the building can also be reserved in advance. AutoRama Drive N will be located in the far edge of the suburbs, so not to disturb the local communities, but be within a short driving distance of the majority of the community. This will give enough room for expansion, and not hamper those with louder vehicles from participating. There will be activities such as burnout contests, car shows, etc. to bring in crowds for special occasions. AutoRama Drive N will be a limited liability corporation, with Nicholas Boothe as the majority owner, at 51%, and Kevin Donald and Amanda Rachel splitting the remaining ownership. Hundreds of local people access local online auto forums every day, and this will give widespread advertising, while promoting the good cause of bringing everyone together. Industry Analysis The fast food and quick service restaurant industry includes about 200,000 restaurants with revenues annually reaching $120 billion. The top 50 companies hold about 25% of industry sales. A typical fast food restaurant generates about $670,000 annually. The average American eats at a fast food restaurant on average 11 times a month, and over 800,000 meals a year. Fast food has grown in popularity with the economic downturn. This has made value more important, and the value and quickness associated with fast food has grown and become synonymous with American culture. Quality of food is also a new trend in the fast food industry. Not only how well the typical fast food is made, but the ingredients included also. The world has become very health conscious when it comes to fast food, so healthy alternatives need to be available. Like all food based industries, the fast food industries profit margin is dependent upon the food prices. The prices of corn, beef, and oil have all risen. High oil prices have led to alternative fuels, which in turn raised the prices of corn and other products in the production of ethanol. This has made it more expensive for farmers to feed their cattle, which has led beef and chicken prices to rise. Because of this growing food price, coupled with intense competition, and shrinking profit margin, companies must find a way to set themselves apart, in value, price, and as an overall business. The fast food industry is a volume-driven business, and transaction speed is extremely important, along with accuracy. Innovations are constantly being implemented to speed the process from ordering to delivering the product, and providing quality food and service. Although large companies have advantages in purchasing, financing, and marketing, but small companies have unique products and serve a local market. This will allow the small company, such as AutoRama, to adapt to the environment, and acclimatize to its customers. The key to entering into this saturated market is differentiation from the major market holders. A typical fast food restaurant includes a combination of hamburger and chicken meals, french fries or similar, and soda. AutoRama Drive N differentiates itself from other competitors in several ways. First, the typical hamburger found in fast food restaurants, cooked in bulk, and kept in heating trays, being dried out, and soaked in grease will not happen at AutoRama Drive N. AutoRama will be operated on a cook to order basis, using only fresh ingredients, and environmentally and health conscious processes. Key competitors include restaurants such as Sonic, In-N-Out Burger, Rally’s, and the big companies such as McDonalds, Wendy’s, and Burger King, although the larger companies are less likely to change to a local environment, and conform to locals surrounding the area. The drive-in concept and carhop delivery service are trademarks of the classic American dining. This 1950’s feel provides an escape from everyday fast-paced life, while still providing the quick and efficient services of a fast food restaurant. AutoRama’s niche in the market is the focus on auto enthusiasts. No other drive-in restaurant incorporates their business with a focus on the auto enthusiast. In the last decade, there has been an increase in the amount of car collectors, and car enthusiasts. With baby boomers reaching retirement age, they are going back to their early adult lives, and buying what they wished they could buy at earlier ages. This auto theme focuses not only on those buying cars from their early lives, but all auto enthusiasts of all ages. Auto aftermarket part companies are in abundance, which makes them more readily available to the everyday driver. This is a culture, where all are brought together by a common interest, or a common lifestyle. AutoRama is the place where this lifestyle can be celebrated. Market Analysis Food away from home accounts for over $529 billion annual sales, with fast food restaurants accounting for more than 77% of sales. Statistics have shown that consumers eat out 2-3 times per week, and that number continues to grow. AutoRama Drive N’s market consists of a wide array of customers, mainly consisting of 16-55 year olds, with our automotive marketing towards males, and the restaurant and family atmosphere towards women and families. With Indianapolis being the crossroads of America and the racing capital of the world, AutoRama connecting with the auto enthusiast is the target market segment. Being based on the south side of Indianapolis, AutoRama is located only about 12 miles from downtown. This provides easy access to the local car scene, while also being in a close proximity to nationally recognized racing organizations. There are also hundreds of members of local car clubs, and online car enthusiast forums that have yet to be tapped into. The southern Indianapolis continues to grow about 2,000 a year between 2005 and 2010. There are eight local universities within 20 miles, along with two major shopping malls, and 14 municipal parks and recreation areas. This provides AutoRama with a growing market, and a greater number of consumers. The auto enthusiast typically does not have just one place to meet. There is usually not enough space for a group of cars to park together, whether it is to hang out, or for other purposes. This is where AutoRama’s large parking lot comes in. Not only will AutoRama cater to the everyday consumer looking to enjoy a nice fast meal in a 50’s style diner, but will also be able to entertain car shows, car club events, and other recreational activities. Although the diner will only be open from 11am-11pm weekdays, and 10-12 on weekends, these activities will not be limited by the time, or day of the week. This is a true 24/7 meeting spot for customers. Main competitors of this 50’s style dine in restaurant contain just a few companies, such as Sonic and Dog N Suds. Dog N Suds is closer in proximity, in downtown greenwood, but is limited due to the restaurant size, limited hours of operation, and overall unstableness of the franchise. The nearest Sonic is in Camby, which is about 20 miles southwest of the city of Indianapolis. Sonic has no room to be able to handle any size of a crowd, and is in a far location from most consumers. Although other fast food restaurants are in the area, such as Wendy’s, McDonalds, and Burger King, non offer the wide selection of food, the drive in service, the 50’s style atmosphere, or the parking lot that can cater to large groups of people. Since AutoRama Drive N is just a local startup company, most advertising will be done locally, and through word of mouth. AutoRama will sponsor local events and meets, and take part in being socially responsible in the local community. Since AutoRama will be based more towards the auto enthusiast culture, AutoRama’s main focus will be advertising to car groups and clubs, local car shops, and online forums where local communities share common interests in cars in online blogs and forums. AutoRama will be a clean, family friendly atmosphere. There will be strict rules enforcing cleanliness, appropriateness, and great quality and service. The drive in part of the parking lot will have intercoms with a menu available to look at when ordering to ease the process if you do not wish to get out of your car. This will also help to keep costs down, due to fewer employees needed if the consumer does not require face to face interaction. Food available will include fast food meals such as hamburgers, hot dogs, and french fries, but also a more full service feel with ribs, tenderloins, and various chicken meals available. If fast food doesn’t seem to fit your eating habits, there will also be healthy alternatives available, such as salads, grilled items instead of fried and healthier side items such as side salads, baked potatoes, slaw, and vegetable mixes. All meals will be produced quickly, allowing the consumer to order and go, or sit and relax while enjoying their fresh cooked meal. To promote AutoRama’s business, especially during startup, there will be discounts for supporting car club members, and forum members. This will help get the business out there, while also marketing to the auto enthusiasts the company is going for. Management Team and Company Structure The management team will be limited during first startup, until additional resources are needed. The startup will consist of Nicholas Boothe, the founder of the company, Amanda Rachel, assisting manager, and Kevin Donald, assistant manager. As the company grows, responsibilities and roles may change, with the addition of personnel and division of responsibilities. With the lesser amount of workers for start up, this will keep overhead low, allowing the business to grow, but keeps key positions for success filled. This will cause more work for current employees, but will pay off in the end as the company develops and grows. Nicholas Boothe, founder of AutoRama Drive N, has extensive restaurant and food experience. He has worked in the restaurant/fast food industry since the age of 14. He has held every position in the restaurants he has worked at, allowing him to gain experience and knowledge of all aspects of the restaurant business, working in businesses that have expanded, and early on, businesses that were closed. He has a BA from the University of Indianapolis in Finance and Management. Nicholas will be able to take care of the company’s finances, along with managing other employees, including scheduling, meeting local and national work and safety laws, and taking the company to the next level. Amanda Rachel has had 6 years in the restaurant industry. Amanda has a BA from the University of Indianapolis in Marketing and Business Administration. Amanda will take care of the bulk of the marketing strategy for AutoRama. She will assist Nicholas in marketing the company to locals, and establishing a following of customers in the surrounding area. Amanda will also work with local shops in getting the AutoRama name out into the public, as well as into the automobile based community. Kevin Donald, who served in the United States Air Force, and also managed a small franchise in California, nearly doubled the sales of his restaurant in 13 months, has decided to put his time and interests into this new venture. While Kevin has no educational background in this area, the skills he learned while serving, and the on the job experiences are more than enough to qualify him for a management position. With these three key manager positions filled with people that know the business, have seen different strategies, and seen businesses fail, this should be a firm foundation for a promising company. For the first three quarters of operation, Nicholas will not be taking any salary for the company. This will allow a salary of $26,000 per Kevin and Amanda, who have no stake in the company. This will allow the management team to evaluate where the company stands financially, the growth rate, and what, if anything needs to be changed. During these first three quarters of business, the company will project sales based on weekly performance, and allow room for growth, especially when key events are being held. If the company is growing at a steady rate, this will allow for the hiring and training of more employees. If the company seems to be lacking in any area, these constant evaluations will show where improvement is needed, and will be addressed immediately. As the company grows in the future, more staff will be needed, along with different shifts for scheduling purposes. There will be an afternoon to early evening shift, from 11am-6pm, and an afternoon to evening shift, from 4pm-11pm. This will allow for overlapping during the busiest evening hours. Beginning and ending shifts will also require workers to show up, 30 minutes early, and stay 20 minutes late, to help with the days start up, and clean up after shifts. This will be a fast paced workforce where everyone is there to help. Although there are designated managers, and people in charge, the company will operate on a horizontal basis, where no one will be looked down upon because of the position they hold. Everyone will be seen as an employee of AutoRama. Training will be up to each manager, all of whom possess the skills necessary to run each part of the business. Every employee will be trained in each job category, so there will be no shortage of help if one part of the business becomes backed up, or is understaffed at any point. Starting wages for servers would be $4. 13 an hour, two dollars more than servers get at other restaurants, as this position will be mainly tip based. Cooks will receive a starting wage of $8. 00 an hour, with re-evaluation after the first 30 days, then every six months after that. Cashiers will start out making $7. 50 an hour, with the same re-evaluation as other positions. Each employee can look to work between 25-35 hours at first, with hours evening out as the company grows, and more employees are added. This will prevent employees from becoming overworked, but still provide an adequate amount of hours to support their needs. Operations Plan The management team is made up of professionals that have experience in the industry, and know what works best through strategies and planning. AutoRama will be managed by a horizontal, open door type of management philosophy. Since this is a small startup business, all input is welcome, and everything will be reviewed and considered into implementation if there is belief from the whole that the new concept could help the business. Filling positions will be a process, gone through with the approval of each manager, to make sure each member is a perfect fit for the company. After completion of an application, each potential employee will be subject to an interview with each manager. After the interviewing process, there will be a 30 day trial period, where an employee, if not meeting up to performance standards, may be let go for any reason. After the 30 day trial period, a review process will be put in place to let the employee know what they can work on, what they are doing well, and just overall performance feedback. Each position at AutoRama will have a step-by-step outlined process of rules, guidelines, and procedures for all duties and responsibilities associated with employment. Staff selection will be based on availability, experience, and overall appeal to work in a business and helping it grow and succeed. Food supplies will be obtained mainly through food wholesalers in the area, with inventory closely being monitored to more closely project the company’s exact needs. As the company grows, it can move from wholesalers to companies that take orders and deliver needed goods, such as Piazza Produce, or other locally popular companies. There will be refrigerators and freezers with enough capacity to store all goods needed to operate on a daily basis, along with room for excess reserves. All equipment will be purchased, rather than leased. This will allow the sale of equipment if the company decides to upgrade, or replace with newer units, and able to recoup some of the initial investment. This will also allow the business to use the equipment as long as possible, or until a better solution is acquired, and will reduce downtime if the lease runs out and the unit must be replaced, etc. AutoRama will comply with all local and state regulations according to restaurant food and safety guidelines. There will be guidelines to be followed to ensure a healthy atmosphere. AutoRama will also be teaming up with local law enforcement according to the auto enthusiast area of the business. AutoRama will enforce a strict set of rules for cars that frequent the parking lot of the restaurant. There will be a small fee for the use of the area, and reserved areas during promotional activities. With this fee, a window decal will be provided. With this decal, there is a promise to adhere to all laws on the roads, and be safe for themselves and others. Those who do not wish to partake in the decal program will not be allowed access to the site during closed business hours. This will let the police know who is welcome, and the guidelines they must follow. This will prevent the generalizations given to car enthusiasts as a whole, which will provide better relations between the auto community and law enforcement. On a daily basis, all inventories will be checked twice, in the mornings and evenings, for availability, as well as quality. The restaurant and its surroundings will also be inspected for cleanliness. Upon completion of these two steps, it is time to begin the day, and start food preparation. All ovens, grills, and fryers will be turned on and checked, and set to cooking temperatures. As the daily employees show up for their shifts, they must make sure everything is set up properly, and ready for customers. Since all employees are trained in every part of the restaurant, if there is anything that needs to be done, anyone can do it. The management team will be responsible for the smooth running of operations on a daily basis. They must make sure all employees schedules meet the company’s needs, as well as comply with the availability of the employees. The basic operational hours are 11am to 11pm, with hours varying on holidays, as well as special events that AutoRama will be holding. During these hours, the management team must make sure the hours are staggered, with the most employees scheduled during peak business hours during the day. Employee’s breaks must also be kept in check to ensure compliance with federal regulations. AutoRama is located on the south side of Indianapolis, where there is a dense population of middle to high class citizens. This is also where the majority of automobile enthusiasts tend to congregate during the weekends, as well as the where the majority of car events tend to be held. This puts AutoRama in the main focus area of the target population, as well as accessible from main roads to provide ease of access. This gives visibility to a greater number of people, which could be critical to the success of the business. Product/Service Design and Development Plan As AutoRama is a startup company, there lay many obstacles left in the future. With a plan, those can be easily achieved and overcome. The schedule starts as an outlook from where the business is now, in the development and planning stages. The timeline before startup is approximately 16 months. In this time, all decisions about products served, advertising and promotion structure, companies used for products, building and materials needed, etc. will be distinguished and put into development. First, a site for the business needs to be found. Allow approximately two months to find the right site for the foundation, and development of the business. During this time, an overview of the building needs to be developed, and planned out, so as soon as a business site is found, the building development can begin. Once a business site is decided upon, AutoRama needs to start looking for distributors in the area to receive its inventory from. This is a critical part of planning, because timeliness and availability is essential to the business. This will take about 3 weeks to study and inquire into different distributors and complete the proper research and background checks. During this time when the physical business is not yet finished being built, the focus can be put on non-tangible goals. Here, AutoRama will look into the advertising and promotion aspects for the best way for the business to get its name out, attract new customers, and keep existing customers continually coming back. The most cost-effective, farthest outreaching ideals will be put in place. This will take approximately 3 months to study, test, and decide on implementation strategy. Next the equipment will be decided upon. The equipment that fits the needs of the business and that will be able to meet any goals, and handle all production needed of the kitchen, will need to be found. Different manufacturers will need to be contacted, so that each product may be researched, and possibly tested before purchase, to make sure the equipment will be adequate and cost effective. This process should take approximately 2 months. What will make or break the business is the food, or the product. You can have the best equipment and best ideas of a business, but if the food isn’t up to par, then everything else becomes a moot point. AutoRama will be testing many ingredients in the different recipes, and providing samples for feedback before deciding on the best recipe for the food for the business. Once a recipe for each product is reached, a trade secret must be obtained to make sure the food at AutoRama stays unique and sets itself apart from the competition. Allow about 3 months for all testing and experimenting with the recipes. About this time, the physical building should be reaching completion. During this time, the outlay will be critiqued, and finalized for the optimization of space. Once the kitchen and â€Å"behind the scenes† space of the building are finalized, the dining area, or customer area, needs to be designed. Since the theme of AutoRama Drive N is that of a 50’s diner, the approach and overall look of the area should reflect this time change. Decisions on materials, as well as delivery and setup, should take approximately 3 months to be finished. During the remaining two months, finalizations should be under way, including the selection of staff, scheduling setup, and process of day-to-day activities should be set up. During this time, training will also occur, as well as an opening strategy for the first month’s startup, and a special grand opening plan. This allows time for mishaps to be taken care of, and everything to be in order in time for operations come March. Challenges and risks aren’t always preventable. AutoRama acknowledges that everything can’t be perfect, and recognizes some risks and challenges it may have to overcome. If the distributor falls through, or cannot meet orders, there must be a backup plan in order, with a different company that would be able to deliver. This will prevent a sudden reduction in inventory, which could be very bad for business. Indiana is known for its fluctuating weather. If for some reason the weather slows down the development process of the business, there is an allowance of time the last two months to provide some room for inaccuracies in time planning. The business plan is also set up to be able to start at a later date if it becomes necessary. Financial Section The company is privately held by Nicholas Boothe, Amanda Rachel, and Kevin Donald. Each member contributed $125,000. 00 for startup capital, with an additional loan of $77,500. 00. This will allow for all startup costs to be taken care of, as well as backup funds in case something unforeseeable happens. This will allow AutoRama Drive N time to acquire and generate its own funds, and function solely upon itself. Each member owns one third of the business, until year three, where there will be an option for Kevin and Amanda to sell their share in the business to Nicholas. AutoRama Drive N| | Balance Sheet Year Beginning March 1, 2011| | Assets| Liabilities| Current Assets (cash)| $10,000| Current Liabilities| $44,000| Petty Cash| $0| Accounts Payable| $34,000| Accounts Receivable| $0| Notes Payable| $68,500| Inventory| $10,200| Interest Payable| $8,200| Prepaid Expenses| $4,200| Taxes Payable| $12,000| Fixed Assets| $200,000| Federal Income Taxes| $60,000| Buildings| $120,000| State Income Taxes| $20,000| Equipment| $38,500| Property Taxes| $25,600| Furniture| $10,000| Other| $120,600| | | | | Total Assets| $392,900| Total Liabilities| $392,900| AutoRama Drive N| | | Income and Expense Statement| | | Month Ending March 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $182,400. 00| | 002| Discounts (2)| -$1,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$54,720. 00| | | Gross Profit| $124,400. 00| | | (1) Avg. 600 guests weekday, 900 Friday and 1200 weekend @ average $8. 0 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $5,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $6,500. 00| | 009| Utilities| $1,300 . 00| | 010| Insurance| $700. 00| | 011| Equipment | $25,000. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $52,760. 00| | 015| Operating Profit| $71,640. 00| | 016| Taxes| $20,059. 20| | 017| Net Profit| $51,580. 0| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending April 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $166,400. 00| | 002| Discounts (2)| -$1,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$49,920. 00| | | Gross Profit| $113,200. 00| | | (1) Avg. 550 guests weekday, 800 Friday and 1100 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 0| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009 | Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $12,000. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $35,760. 00| | 015| Operating Profit| $77,440. 00| | 016| Taxes| $21,683. 20| | 017| Net Profit| $55,756. 80| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending May 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $132,800. 00| | 002| Discounts (2)| -$1,800. 0| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$39,840. 00| | | Gross Profit| $89,680. 00| | | (1) Avg. 400 guests weekday, 650 Friday and 950 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $ 3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $8,000. 0| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $31,760. 00| | 015| Operating Profit| $57,920. 00| | 016| Taxes| $16,217. 60| | 017| Net Profit| $41,702. 40| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending June 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $152,000. 00| | 002| Discounts (2)| -$1,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$45,600. 00| | | Gross Profit| $103,120. 00| | | (1) Avg. 500 guests weekday, 700 Friday and 1025 weekend @ average $8. 00 per transaction. | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $4,000. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $27,760. 00| | 015| Operating Profit| $75,360. 00| | 016| Taxes| $21,100. 80| | 017| Net Profit| $54,259. 20| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending July 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $187,200. 00| | 002| Discounts (2)| -$3,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$56,160. 00| | | Gross Profit| $125,760. 00| | | (1) Avg. 600 guests weekday, 950 Friday and 1250 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 06| Part Time Employee Wages| $8,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $5,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $4,000. 00| | 012| Equipment Upkeep| $550. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $33,960. 00| | 015| Operating Profit| $91,800. 00| | 016| Taxes| $25,704. 00| | 017| Net Profit | $66,096. 00| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending August 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $164,800. 00| | 002| Discounts (2)| -$3,800. 00| | 03| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$49,440. 00| | | Gross Profit| $110,080. 00| | | (1) Avg. 500 guests weekday, 850 Friday and 1150 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $6,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $4,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $3,500. 00| | 12| Equipment Upkeep| $450. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $30,360. 00| | 015| Operating Profit| $79,720. 00| | 016| Taxes| $22,321. 60 | | 017| Net Profit| $57,398. 40| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending September 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $139,200. 00| | 002| Discounts (2)| -$2,800. 00| | 003| Allowances (3)| -$980. 00| | 004| Cost of Goods Sold| -$41,760. 00| | | Gross Profit| $93,660. 00| | | (1) Avg. 400 guests weekday, 750 Friday and 1000 weekend @ average $8. 00 per transaction. | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $2,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $26,260. 00| | 015| Operating Profit| $67,400. 00| | 016| Taxes| $18,872. 00| | 017| Net Profit| $48,528. 00| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending October 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $115,200. 00| | 002| Discounts (2)| -$2,800. 00| | 003| Allowances (3)| -$980. 00| | 004| Cost of Goods Sold| -$34,560. 00| | | Gross Profit| $76,860. 00| | | (1) Avg. 300 guests weekday, 600 Friday and 900 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 0| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $2,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $26,260. 00| | 015| Operating Profit| $50,600. 00| | 016| Taxes| $14,168. 00| | 017| Net Profit| $36,432. 00| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending November 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $86,400. 00| | 002| Discounts (2)| -$2,800. 0| | 003| Allowances (3)| -$980. 00| | 004| Cost of Goods Sold| -$25,920. 00| | | Gross Profit| $56,700. 00| | | (1) Avg. 250 guests weekday, 400 Friday and 650 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $2,900. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $2,500. 0| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $24,660. 00| | 015| Operating Profit| $32,040. 00| | 016| Taxes| $8,971. 20| | 0 17| Net Profit| $23,068. 80| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending December 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $93,600. 00| | 002| Discounts (2)| -$3,800. 00| | 003| Allowances (3)| -$680. 00| | 004| Cost of Goods Sold| -$28,080. 00| | | Gross Profit| $61,040. 00| | | (1) Avg. 275 guests weekday, 425 Friday and 700 weekend @ average $8. 00 per transaction. | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,950. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,400. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $1,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $24,360. 00| | 015| Operating Profit| $36,680. 00| | 016| Taxes| $10,270. 40| | 017| Net Profit| $26,409. 60| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending January 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $83,520. 00| | 002| Discounts (2)| -$1,400. 00| | 003| Allowances (3)| -$680. 00| | 004| Cost of Goods Sold| -$25,056. 00| | | Gross Profit| $56,384. 00| | | (1) Avg. 240 guests weekday, 380 Friday and 635 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,150. 0| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $2,400. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $1,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $22,560. 00| | 015| Operating Profit| $33,824. 00| | 016| Taxes| $9,470. 72| | 017| Net Profit| $24,353. 28| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending February 28, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $88,160. 00| | 002| Discounts (2)| -$1,400. 00| | 003| Allowances (3)| -$680. 00| | 04| Cost of Goods Sold| -$26,448. 00| | | Gross Profit| $59,632. 00| | | (1) Avg. 255 guests weekday, 415 Friday and 660 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,650. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $2,400. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $1,500. 00| | 012| Equipment Upkeep| $350. 00| | 13| Depreciation| $500. 00| | 014| Total Expenses| $23,060. 00| | 015| Operating Profit| $36,572. 00| | 016| Taxes| $10,240. 16| | 017| Net Profit| $26,331 . 84| | AutoRama Drive N| | Balance Sheet Year Ended February 28, 2012| | Assets| Liabilities| Current Assets (cash)| $20,000| Current Liabilities| $44,000| Petty Cash| $2,000| Accounts Payable| $34,000| Accounts Receivable| $18,000| Notes Payable| $68,500| Inventory| $5,800| Interest Payable| $8,200| Prepaid Expenses| $4,200| Taxes Payable| $12,000| Fixed Assets| $200,000| Federal Income Taxes| $60,000| Buildings| $120,000| State Income Taxes| $20,000| Equipment| $38,500| Property Taxes| $25,600| Furniture| $10,000| OTHER| $146,200| | | | | Total Assets| $418,500| Total Liabilities| $418,500| AutoRama Drive NCOGS- Year Ended February 28, 2012Sales $1,591,680. 00Net Cost of Goods Sold $ 382,003. 20Gross Profit On Sales $1,209,676. 80 AutoRama Drive N| | | Income and Expense Statement| | | Quarter Ending May 31, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $507,200. 00| | 002| Discounts (2)| -$10,800. 00| | 03| Allowances (3)| -$6,480. 00| | 004| Cost of Goods Sold| -$152,160. 00| | | Gross Profit| $337,760. 00| | | (1) Mar:625,930,1250 Apr:550,850,1125 May:500,680,970| | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $18,600. 00| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $16,500. 00| | 009| Utilities| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 0| | 013| Depreciation| $1,500. 00| | 014| Total Expenses| $92,090. 00| | 015| Operating Profit| $245,670. 00| | 016| Taxes| $68,787. 60| | 017| Net Profit| $176,882. 40| | AutoRama Drive N| | | Income and Expense Statement| | | Quarter Ending August 31, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $517,120. 00| | 002| Discounts (2)| -$16,200. 00| | 003| Allowances (3)| -$6,900. 00| | 004| Cost of Goods Sold| -$155,136. 00| | | Gross Profit| $338,884. 00| | | (1) June: 525,715,1030 July: 600, 975, 1280 Aug:530, 870, 1180| | (2) Discounts for club members and coupons| (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $19,200. 00| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $19,500. 00| | 009| Utilit ies| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 00| | 013| Depreciation| $1,500. 00| | 014| Total Expenses| $95,690. 00| | 015| Operating Profit| $243,194. 00| | 016| Taxes| $68,094. 32| | 017| Net Profit| $175,099. 68| | AutoRama Drive N| | | Income and Expense Statement| | | Quarter Ending November 30, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $381,440. 00| | 002| Discounts (2)| -$16,200. 00| | 003| Allowances (3)| -$6,900. 00| | 004| Cost of Goods Sold| -$114,432. 00| | | Gross Profit| $243,908. 00| | | (1) Sept:450, 750, 1025 Oct:400,600, 930 Nov:325, 480,740| | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $19,200. 0| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $19,500. 00| | 009| Utilities| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 00| | 013| Depreciation| $1,500. 00| | | |   | | 014| Total Expenses| $95,690. 00| | 015| Operating Profit| $148,218. 00| | 016| Taxes| $41,501. 04| | 017| Net Profit| $106,716. 96| | AutoRam a Drive N| | | Income and Expense Statement| | | Quarter Ending February 28, 2013| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $277,760. 00| | 002| Discounts (2)| -$16,200. 00| | 03| Allowances (3)| -$6,900. 00| | 004| Cost of Goods Sold| -$83,328. 00| | | Gross Profit| $171,332. 00| | | (1) Dec:300, 440,720 Jan: 270,390, 640 Feb: 275, 420, 665| | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $19,200. 00| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $19,500. 00| | 009| Utilities| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 0| | 013| Depreciation| $1,500. 00| | 018| Dividend Payment- Owners| $27,000. 00| | 014| Total Expenses| $122,690. 00| | 015| Operating Profit| $48,642. 00| | 016| Taxes| $13,619 . 76| | 017| Net Profit| $35,022. 24| | | | | Risk Assessment Although potential risks are unwanted, it makes a business and its partners stronger to be fully aware of any risks associated within the market. However unlikely some events may seem, to have a strategy to overcome these forebodings will allow the business a greater chance of survival. In the fast food/dine-in industry, there are factors that are out of anyone’s control. Listed are possible risks that may be associated with AutoRama Drive N, and the industry as a whole: * Increasing food prices, such as beef, potatoes, etc. * In the restaurant industry, profit margins on food products is slowly shrinking, as prices for food increase because of feed prices, fertilizers, and demand continue to grow. * Economy continues in recession * The economy is slowly recovering from the drastic downturn it took over the past several years. Markets are slowly starting to recover, and businesses are slowly returning to before recession standards. Auto crowd does not convene as much as anticipated * With this being a drive-in style restaurant, and advertising mainly to the automotive crowd, the auto enthusiasts are a large proportion of the consumers AutoRama hopes to reach. If there is not enough support from the auto community, resources will have to be reallocated more towards the advertising and promotions to draw in the desired customer basis. * Location * Altho ugh planning and research went into the decision of location, if the location does not prove to be optimal, then advertising and promotions must change in order to bring in the desired crowd. Once the customers have experienced the unique atmosphere and food that AutoRama delivers, this will become less of a risk. * Appeal * AutoRama must appeal to the local customers in the surrounding area. Since this is a small startup business, the customer base is minimal, and during the first startup, it is crucial to the businesses success to get the name out there, and appeal to the local customer base. Through research and planning, these risks can be greatly minimized, some almost non-existent. Having a plan to deal with each of these areas is crucial all around for the businesses development and survival.

Top Resume Trends for 2017

Top Resume Trends for 2017 2017 offers great opportunities for all job seekers both actively searching, and for those passively looking for new job opportunities. The average job search can take around six months, so if you want to change jobs this year, it’s definitely time to get serious about the process. The more work you do now on your resume and application package, the less work you’ll have to do later- and the more flexibility you’ll have if a great opportunity suddenly comes along. Resumes and job searches don’t change too drastically year-to-year†¦meaning, you likely won’t need to suddenly learn how to make a hologram resume for your next job. What does change is the following areas:TechnologySkill trendsEconomic realities and available jobsThe last one, well, there’s only so much you can do about that. Unless you are the Chairperson of the Federal Reserve, or in a similarly major position of power in the economic sector, it’s unlikely that youâ⠂¬â„¢ll be able to sway how much leeway companies will have to bring on new talent and fill existing openings. It’s still an important factor to keep in mind when you think about your near-future job hunt, though- knowing the general health of the economy and how your industry is doing in particular can help you decide when it’s time to get out there and look for a new job, or hold back and see if things are brighter in a few months. If you need a new job regardless of the economy or how many openings there are in your field, it’s still important to know what’s going on.The other two (technology and skills trends) are areas you can seize upon to get your resume ready for 2017 and beyond.To get a quick start,  you can also download free templates from our Resume Library to get started on your resume creation.What to Include for Your 2017 ResumeSocial Media DominanceEvery person is a brand these days, and that trend will continue to grow stronger in 2017. Make sure yours is in great shape as you look ahead to the next year. Your resume should include links to your career-relevant social media profiles, like LinkedIn, or Twitter if you use it to talk about things related to your field. You can slip those right into the header, where you put your contact information.Jesse Myname21 Jump StreetNew York, NY 88888JesseM@emaildomain.comLinkedIn: www.linkedin.com/JesseMynameTwitter: www.twitter.com/JesseMynameThoughtsIf you use your accounts primarily for personal stuff, don’t include them on your resume. And if you really don’t want hiring managers or recruiters poking through the Facebook page you’ve had since you were young and making incredibly questionable choices in friends and photo ops, make sure those accounts are set to private. Even if you don’t provide direct links, you can assume that people will do a Google search on your name, and you don’t want any preventable issues to come back and haunt your 2017 professional self.In addition to any social media cleanup, you can start building up your professional social media presence. If you don’t have active social media accounts, start them! Create a Twitter feed, and start following movers and shakers in your field. If you don’t feel comfortable creating your own content yet, you can still retweet others or post links to interesting (and- again- work-appropriate) links. If you have accounts but have let them fall by the wayside (of which I plead guilty), there’s no time like the present to get them back up and running with current content and an updated profile. It’s all about increasing your visibility as a solid professional voice.Your Vast Tech KnowledgeThese days, there’s an online tool or an app for just about everything. Know what apps and programs are hot in your field right now, but also keep an eye on trends that are just starting, or just picking up speed. Blogs are a good resource for trends, and in addition to any blogs or publications that are specific to your industry, places like Forbes and U.S. News are handy resources for what’s happening now, and what’s coming along soon.Once you know the tech that’s most relevant to your field, you can get more familiar with them and then add them to your resume. Technological skills and mastery are hard skills, and should get their own section on your resume. You’ll want to include bullets for all of the systems or programs you’ve worked with, as well as any apps.Evidence of Emotional IntelligenceOne trend that’s been emerging in hiring, and will continue to grow, is the hunt for emotional intelligence. Remember, companies aren’t just hiring people to do a job- they’re also hiring a colleague. Emotional intelligence is kind of the web of soft skills/people skills that you bring to the table. It’s important to employers because they’re looking for a team member, which means they have a vested interest in finding candidates who not only have the skills and experience to do the job well, but also to work with other team members, clients, etc.So how do you demonstrate your emotional intelligence on your resume? When listing your skills as bullet points, provide a brief example of how you put that skill into play. For example:Management skills – Led a multi-city team of sales reps to an 8% increase in overall sales.Communication skills – Messaged quarterly revenue reporting to internal stakeholders and clients.Team-building skills – Hosted on-site training sessions for new hires, and spearheaded the creation of an in-house mentoring program.Your resume won’t provide too much space for stories, so keep the bullets short and to the point. You can come prepared with more anecdotes and examples of your soft skills once you have an interview.To get a quick start, access our Resume Library to download resume templates to help you create the perfect resume.What NOT to Include for Your 2017 ResumeToo Many Bells and WhistlesYou might be hearing all sorts of things about how everyone is going to have a video resume soon, or a fancy graphic resume. Those may be moving somewhat ahead of the holographic resume I mentioned earlier, but at this point you really don’t need to worry about fancy formats. Unless you’re a graphic designer, there’s really no need to go out and cute-ify your resume.And right now video resumes are best for actors and reality show auditioners. Unless you fall into either of those categories, the classic resume document is best. But the good news is that you can play around with styling and templatesAn Objective/Summary StatementThe simple objective or summary statement (a one-liner outlining your experience/goals and their application to the job at hand) is actually a pretty controversial debate.  There’s no hard and fast rule with this one, but if your leaner, meaner resume for 2017 looks better without, you shouldn’t feel obligated to include that statement. Just make sure that your bullet points are very strong, and convey the specific message you want the reader to get.ReferencesThe days of appending a list of names and contact information to your resume are gone, my friend. It’s pretty well understood by potential employers that if you get to the next level (interview, background check, or other vetting) that you’ll pony up the names of people who will vouch for your awesomeness. There’s no real need to provide that up front, unless the company or job description specifically asks for it. You also don’t need to include a line about references being â€Å"available upon request.† It’s kind of redundant, and it takes up valuable space on your resume. So take that line, and add another concrete skill or experience bullet that further illustrates how great you are for t his job.As you get ready for your 2017 resume, the main thing to keep in mind is that you want to expand your horizons with new skills, and show that you’re plugged into changes and shifts in your own industry. Those come faster than ever these days, so the more you can show your nimbleness with new skills and social media, the better you’re positioning yourself for a very successful career year.Example resume templates for different jobs:How to Write a Perfect Customer Service Resume (Examples Included)How to Write a Perfect Administrative Assistant Resume (Examples Included)How to Write a Perfect Retail Resume (Examples Included)How to Write a Perfect Teaching Resume (Examples Included)How to Write a Perfect Human Resources Resume (Examples Included)How to Write a Perfect Food Service Resume (Examples Included)How to Write a Perfect Construction Resume (Examples Included)How to Write a Perfect Internship Resume (Examples Included)How to Write a Perfect Receptionist R esume (Examples Included)For more resume templates, access our Resume Library.

Global Management Information systems coursework Essay

Global Management Information systems coursework - Essay Example The functional task produces and installs technology inside the organisation, which then facilitates in attaining the potential of computerizing business procedures within managerial activities (Laudon & Laudon, 2009, p. 192). The exploitation of an IT infrastructure is a requisite for this function and supports in choosing a business approach. In the same time, the aggressive function concentrates on competence by rising IS traits’ means of getting new bases of competitive gain within the market by installing new IS functions. This role has a major effect on organisational alteration and sustains an organisation’s aptitude to boost its IS potential (Bharati et al, 2010, p. 213). IS strategic planning aspects can be classified in various methods with respect to IS incorporation within business. The majority of configuration models are consisted of two aspects, â€Å"namely ‘fit’, which considers both the external and internal environments of an organisatio n, and ‘linkage’, which is the business-IS alignment† (Oz, 2008, p. 76). In addition, strategic IS planning (SISP) efficiency have five aspects, together with (1) configuration, (2) testing, (3) collaboration, (4) enhancement of potential, and (5) involvement. Nonetheless, these aspects of SISP efficiency are then controlled by â€Å"six process dimensions of SISP† (Hirsschheim et al, 2009, p. 222), - by (1) completeness, (2) formalisation, (3) concentration, (4) flow, (5) contribution, and (6) steadiness. A 3-phase model can be applied to assess these aspects in addition to their efficiency. This model has three phases: (1) introductory, (2) growing, and (3) established (Stair & Reynolds, 2011, p. 199). It has been debated that equilibrium should be present amid consistency and flexibility to authorize the procedure to be successful in controlling the organisation during the interim period while, at the same time, developing upcoming technology as well as markets. Each one of these tasks as well as aspects of IS decision makers in knowing the use of IS in the organisation and in finding out IS advantages. Keeping this in consideration, this effort considers the flexibility of applying strategic gains of global IS during IS strategic planning to create a classification for assessment as well as knowledge of these advantages. This classification may as well be utilized as a device to support the planning group during the IS planning procedure (Tan, 2002, p. 43). As a growing number of organizations increase their functions into global markets, with the intention of accomplish something, they should to be aware of the substantial civilizing, fiscal, as well as political variety that is present within different regions around the globe. For these reasons, despite the fact that IT is a significant facilitator and, on several occasions, a driver of international business growth, it cannot be applied homogeneously all over the world. In the last couple of years, the world has observed an extraordinary growth of commerce within international markets. Initially imagined by McLuhan (1964), the thought of a ‘global village’, has become a reality at last. At the same time, there is awareness that IT has a vital part in the â€Å"race towards globalization† (Avgerou, 2003, p. 99). IT has been a decisive facilitator of globalization in the majority of instances and an initiator in a number of cases. Now, transnational