World Luxury Goods Industry Essay Example for Free

World Luxury Goods Industry Essay Luxury goods have more than the ordinary and necessary characteristics compared to other products of their category. Their characteristics can be divided into 6 parts Symbolism, Price, Extraordinariness, Rarity, Aesthetics and Quality. The global market size for the industry has been at a growth rate of 9% per annum. This trend has been seen in the market since 1995 till 2000. The luxury market took a hit from 2000 to 2004 when incidents like the September 11 and SARS epidemic took place during those years. The market was at a standstill till 2005 when it caught pace again until the subprime financial crisis. Recent years the growth rate has been at 11% average and this has been happening since 2009. At 2013 the market is sized at Euro 212 billion and has great potential going forward. The 10 % growth estimated for the market in 2013 represents the fourth straight year following the great recession that luxury goods revenues will grow annually by double-digits. Americas region is also projected to benefit from the market, with revenues growing by 13 percent by year’s end and Asia-Pacific sales particularly driven by China India are projected to grow by 18 percent. Growth in Europe is expected to be at 5 percent this year showing that the economic trends in these areas have affected the market for luxury goods. It is estimated that the luxury goods market will grow, in real terms by 4-6% per year between 2013-2015 increasing the market to between â‚ ¬240 and â‚ ¬250 billion by 2015. There has been a shift towards online sales in this segment with this medium continuing to grow faster than the rest of the market, at 28% annual growth for the year and reaching close to 10b Euros, nearly 5% of total luxury sales which larger than the luxury revenues of Germany. In online sales, shoes are the top-performing category. This level of online penetration is when brands have to treat their online channel as a integral part of their competitive strategy, rather than an an extra source of revenue. When we see the different products types in the industry it is seen that the Accessories highlights the best performance over the period 2007-2011 led by the emerging markets customers preferences with respect to luxury accessories. We see a shift in the market trend in apparels where the mens luxury sales increased by 16% in 2011 surpassing sales to woman. Mens luxury goods in 2011 accounted for 40% of the global luxury market up from 35 % in 1995. As you can see in figure above that the accessories and hard luxury goods have seen an increase in segment. In the luxury goods market the Italian brands have increased to gain the largest market share of luxury sales, moving from 21% in 1995 to 24% in 2013 almost equalling French brands market share of 25%. But in a consolidating market, French conglomerates are a driving force, owning 29% of the market compared to 25% in 1995. Key Figures Category Revenues Growth Forecast. 2012 (est) 2012 Leather Goods â‚ ¬33bn 16% Shoes â‚ ¬12 bn 13% Men’s Apparel â‚ ¬26 bn 10% Women’s Apparel â‚ ¬27 bn 9% Fragrances â‚ ¬20 bn 4% Cosmetics â‚ ¬23 bn 5% Jewelry â‚ ¬11 bn 13% Watches â‚ ¬35 bn 14% Total â‚ ¬212bn 10% The different players in this market are different for different product types like in the luxury watches segment it is Rolex, Omega etc, mens and womens apparels segment it is Armani, Burberry etc and leather goods segment it is LVMH, Ralph Lauren etc. Similarly many more in other segments and below are the different luxury goods brand with LVMH leading in revenue terms. Porter’s 5 forces model. THREAT OF NEW ENTRANT: Capital Requirement: The capital requirements for manufacturing, setting up stores and maintaining them are all very high. The break-even for these brands is very high. Their marketing and management costs such as rent, high salaries for craftsmen, heavy promotional activities etc. are very high too. A study indicated that they need to have 400 stores to develop a truly global presence. Brand Loyalty: The brand image associated with luxury brands and the loyalty created through CRM programs and exceptional service levels is very high for existing brands in the market space. However, the industry has been experiencing declining brand loyalty in emerging markets since their purchases are driven by status and show off motives and hence brand switching between brands perceived to have similar status is increasing. Nevertheless it takes considerable amount of time and expenditure to build its brand loyalty. Scale economies: It has been observed that consolidation of brands in the luxury market help in achieving higher economies of scale. Consolidation helps in increasing bargaining power with suppliers, obtaining operating synergies say in advertising etc., better financing options and risk management through diversification in the brand portfolio of the companies. LVMH, PPR (Gucci), Prada Group, Richemont have all undergone consolidation. Exclusive access to suppliers and distributors: Many brands in this segment have acquired their suppliers or have exclusive arrangements to protect their competitive advantage and insulate against rising costs in future. Also the numbers of distribution points are increasing as emerging markets are growing and luxury malls are coming up. For instance, LVMH acquired Leman Cadran and ArteCad SA- watch dial manufacturers and Delos Bottier, French artisan shoemaker. Retaliation from existing Cos- The powerful established brands tend to retaliate against the smaller and newer brands by say preventing them from having access to multi-brand retailers. Therefore we see that the threat of new entrant is high. THREAT OF SUBSTITUTES: Middle price brands: The growing mid ranged, high street brands pose as a possible substitute to the luxury brands. During economic crisis consumers tend to â€Å"trade down. † Counterfeit goods: The manufacturing and sales of counterfeit goods from Countries like China is growing. Quality design: increased internet accessibility and online shopping has made is easy for fast fashion brands to replicate designs and fashion trends of luxury brands within days/weeks of the fashion shows. There are no monetary switching costs to customers. However, there is a loss of prestige which is important to luxury brand buyers. Therefore the threat of substitutes is moderate. BUYER’S BARGAINING POWER: Decreasing buyer concentration: The number of buyers relative to suppliers is increasing. Only 50% of the 1. 6 MN wealthy were as rich 4 years ago. Level of dependency on buyer: The industry is heavily dependent on top-tier customers, mostly on a small super affluent population. Celebrities etc. being early adopters can drive consumption but single buyers cannot determine prices. Switching costs: There are emotional switching costs involved. With introduction of loyalty programs and associated privileges, the switching costs have increased. Possibility of backward integration by customers is very low. So on the whole, the bargaining power of buyers is low. SUPPLIER’S BARGAINING POWER: Number of suppliers: The raw materials are limited and exclusive. There are limited high skilled workers and there is also growing shortage since not many youngsters are willing to learn. For instance, Couture-level embroiderers in France have dropped from 10000 in 1920 to 200 in 2013. Level of Dependency: Some key components and materials are outsourced. For eg: LV outsources its monogram leather, in 2012, Chanel ordered large chuck of leather from a supplier in case they wouldn’t find more. Supply substitutes: Most materials are highly specialized and difficult to substitute. Switching costs to new suppliers are high since the quality is at risk and there is a past coordinating experience which is important. Forward integration possibility is very low since the luxury groups are much more experienced and wealthier than their suppliers. Thus, the bargaining power of suppliers is moderate to high. COMPETITIVE RIVALRY: Competitive structure: The industry has an oligopoly structure since it is dominated by few large independent players. LVMH, Richemont and PPR Gucci are the big three. Demand conditions: The demand is growing and will grow at a relatively high pace as China and Hong Kong markets grow further. Exit Barriers: Some brand exist despite the fact that they do not make any/much profits due to emotional reasons. For instance, Christian Lacroix hasn’t made any profit in 22 years. There are some highly specialised supply chain components that may be very difficult to sell. Chanel has 6 atelier d’arts under it which has no alternative usage. The rivalry among existing competition is high. Luxury Goods-Developed Countries Overview. There is so much talk about China, Brazil and other emerging markets as the future of luxury market while there is some truth to it we cannot ignore the developed markets. The current growth and hot spot for luxury goods is still in the developed countries. American region is the king of luxury spending; it grew at 4% in 2013 compared to 2012. There has been growth in the number of new store opening in tire two cities in these developed countries going to show that companies see potential in the smaller region and there is increase of disposable income in the smaller cities. Visitors from developing countries still prefer to buy luxury goods from the developed countries; this has also led to an increase in the demand of luxury goods in the developed countries. According to Luxury Goods Worldwide Market Study Spring 2013 there are significant regional differences in the luxury market developed countries and all of them have their unique differences. Some of them are: Europe will see 2% growth in the luxury spending in the next few years, with increasing spending by tourists even though there is lower spending by European nationals. Tourist spending is driving half of revenues in Italy, 55% of revenues in the U. K. , and 60% of revenues in France. Japan has experience a decline in luxury spending by 12%. Although in real terms, the consumption has increased as the country has emerged out of stagflation. The Middle East continues to be relatively strong, with a 5% growth. The demand for Luxury goods remain strong in Dubai, while Saudi Arabia is also gaining share to become the region’s second largest luxury market. As these countries are oil rich they like the flamboyance and luxury. Online sales, of Luxury goods have gained popularity in the last few years in the developed countries. They are growing faster than the brick and mortar stores, turning in 28% annual growth for last year and reaching close to 10 billion Euros. In online sales, shoes are the top-performing category. With online penetration high, brands should treat their online channel as an integral part of their overall channel strategy, rather than an just an another source of additional revenue. According to the â€Å"Luxury Goods Worldwide Market Study† finds accessories, including leather goods and shoes, have definitively become the largest segment, growing 4% for 2013 to reach 28% of the total revenues. Apparel is now a quarter of the market, growing at 1%, Apparel was very popular couple of years ago. Perfumes and cosmetics had a 2% growth in 2013. Luxury cars, wine and spirits, hotels, in-home and out-of-home food, home furnishings, and yachts all show growth, with luxury cars, wine and spirits, and hotels outpacing personal luxury goods and leading to an overall 2013 market of â‚ ¬800 billion of affluent spending, up 6% over 2012.compared to 25% in 1995. The luxury goods market in the developed countries is becoming very complex and in some areas is starting to look like the fast-moving consumer goods Industry. Brands have to adapt themselves by bringing in the level of detailed customer insight to standout of the clutter. While this Industry is still showing steady but not extravagant growth, brands need to adjust to a new set of scientific tools in order to keep up with other markets. CAGE Framework for Developed Countries Cultural Luxury Goods Industry in Developed countries over the years have matured and have formed definite distribution channels where most of the time they try cross selling to their existing buyers. However new customers enter the market, they account to an addition of 1%-3% of the total population involved in the luxury goods instry In Developed countries Culture is often considered with income level to follow a trend related to luxury goods. Considering a people with zero income level when shifts to a income level and wants to buy a luxury good his decision is dependent upon the income he is currently earning and the culture he is following in the ratio of 3:2. Administrative Initially as taxes were collected in the form of luxury tax from the customers in developed countries, they were indifferent to it as they had a considerable large amount of disposable income. Over the years as people entered the luxury market they got affected by such high rates. The government how of such countries depend on these taxes as they generate a large amount of revenue. Geographical Most of the developed countries are the manufactures of these luxury goods they tend to be cheaper in these countries. As the demand of the countries is very high they tend to acquire the fixed costs at an early stage, later just trying to recover the variable cost making it cheaper. Most of these developed countries have access to superior products used in manufacturing these products thus making the end products to be easily manufactured and thus slashing the rates, thus inducing more customers to buy the product Economic Differences GDP and per capita income of the developed countries is high compared to other emerging countries. Thus showing they have a higher disposable income and standard of living is high proving that they can afford luxury goods as their basic necessities of life is fulfilled. Luxury Goods-Developing Countries Overview. When we talk about developing economies we will be taking into account Brazil China and look at the luxury goods market in these two economies. Almost half of the luxury goods produced worldwide are sold in the emerging markets with China leading the way. The luxury goods market has seen tremendous growth in China whereas the same growth hasn’t been replicated in India Brazil because of some regulatory issues (high import duties). Looking at China, the GDP has been growing at almost 10% y-o-y which has been increasing the denomination of wealthy Chinese in the country. When you look at the Luxury market, the Asia-pacific region has been the best performer with a growth rate of 25% in 2011 and accounting for about 29% of the worldwide revenues. The growth of this market in China has been tremendous which can also be put down to the fact that many e-commerce players have come in to fray which give the digital consumers a chance to make use of the price advantage. The market has been helped by the fact that there has been a shift in the mentality of the Chinese people wherein they want the real stuff now rather than settling for the counterfeited goods. In addition to this due to the weakening Euro and the increase in the number of upper class citizens the Chinese people have been undertaking more and more overseas trips which in turn has increased the revenues for the Luxury market. Now coming to Brazil, the luxury goods market was about 2. 7 billion dollars in 2012, and the expected growth rate was estimated to be about 15-25% for the next five years which was put down to the fact that it has become the 7th largest economy in the world the purchasing power and the income rate for an average Brazilian is growing. Brazil now has 36 billionaires 165,000 millionaires out of which about 50% are below the age of 35, which will help boost the luxury goods market in the country. Now because of the unique services that are being provided to the consumers in Brazil, also the payment plan by installments and also the fact that a huge number of showrooms are being opened in the country the consumers are willing to buy the luxury goods for which they had to go abroad in the earlier days. STRATEGY – STRUCTURE PERFORMANCE STRATEGY: Strategic approach to product offer and price positioning. Focusing on the E-commerce platform as well in order to cater to the increasing number of digital consumers Opening up of new stores and availability of quality products easily. Focus on the retail chains in order to aid the distribution as this is the highest grossing medium (Omni-channel Retailing). Increase of scale in order to improve margins. Shift towards the accessories sector as this has the highest growth rate amongst the Luxury goods market. Store experience. Real time communication between the brand and the consumer via blogs communities. Off-price outlets. Consolidation. Diversification. STRUCTURE: Oligopoly: Very few luxury groups dominate the market. Large number of small individual brands. Individual brands being introduced by the large market players. Big Three LVMH Richemont PPR Gucci PERFORMANCE: A CAGR of +25% in China for the luxury goods revenues over the period 2008-11. A CAGR of +18. 3% in China for E-commerce buys during the period 2007-10. 31% increase in constant value terms for Brazil, 72% for China 86% for India over the period 2008-13.

An Introduction To Food Service Industry

An Introduction To Food Service Industry The purpose of this chapter is to critically review the literature relating to Food Service Industry, the position and attributes to gain costumers perception. The arrangement starts with the role of food service, with investigation into the food and beverage operations. Subsequently, considerations into Service Quality point were dimension such as expectance and perception and an illustration of service quality model are taken. In addition an overview into the food and beverage service employment. An important point is mentioned regards to food quality and influences on costumer expectance and perception. Furthermore, sections such us menu planning and meal experience will taken to enrich the research. Finalize with an important point nowadays, were environment impacts will be take into consideration. 3.2 The role of food service The provision of food and beverage service (Davis et al., 1999) and eating away from home are increasingly and there is widening diversity in the nature and type of food and beverage on offer (Lillicrap et al., 2002). In addition conferences organizers are very familiar with the need for a high quality of food and beverage service within venues (McCabe et al., 2000). There are many reasons that clients normally desire to include a food service function in conferences and meetings. Shock and Stefanelli (1992, p.132) in McCabe et. al., (2000) have suggested several reasons such as: to create an image to provide an opportunity for interaction and networking to present a person, product to refresh conference attendees and sharpen their attention to provide a interested audience to keep delegates interested in other non-food activities to increase attendance at conferences Food and beverage service is the essential link between menu, beverage, and other services on offer in an establishment, and the customers (Foskett and Ceserani, 2008). The food and beverage function is characterized both by its diversity and by its size of the event as example of conference, meetings, exhibition and business events (Davis and Stone, 1991). Also can used as an effective tool to satisfy attendees and built attendance, as it empowers an attendees sensory memory of an event (Kim et. al., 2009). It is a significant and critical part of conference operations, and responsible for a high percentage of revenue for the venue (McCabe et al., 2000). In the past, food and beverage service was not important for conference centres, however now when a conference or meeting is organized, food and beverage services plays a fundamental role in the decision-making (Meetingnet.com, 2002 p. 35). Various groups and function venues dynamically search more out for group business as groups can be serviced with minimal costs and within particular times (Davis et al., 1999). Arranging an efficient food and beverage service for groups and functions at time can be very challenging. In many instances, groups may want very specific items, at very specific times and require special menus, or even an out-of-hours service (McCabe et al., 2000). 3.2.1 The food and beverage operations For a particular food and beverage operation the choices of how the food and beverage service is designed, planned, undertaken and controlled are made taking into consideration a number of organisational variables (Foskett and Ceserani, 2008). Figure 5 shows the variables that food and beverage operation has to take into account. Figure 5: Food and beverage operations. Source: Adapted from Foskett and Ceserani (2008) A food and catering service into the conference industry is characterised as function catering. That may be described as the food and beverage service at a specific time and place, for a specified number of people, to an arranged menu and price (Davis and Stone, 1991; Foskett and Ceserani, 2008). There are a variety of function events ranges from providing a bar in a reception area where delegates for a conference are able to assemble before their meeting, to large formal banquets of over 1000 where six to eight courses meals are served (Davis et al., 1998). 3.3 Service quality concept The concept of service can be explained as an interaction between employees and customers (Ball et al., 2003). In this context service quality characterize the level of service that is delivered by operations (Sasser et al., 1982; Walker, 1990; Johns et al., 1994; Jones and Pizam, 1993). It is almost defined in terms of customers perception of expected quality and experienced quality (Brown et. al., 1993). However, service quality is a complex concept and generally needs more than one model to explain it (John, 1996). Many researches making effort to define service quality, they usually on quality service and how it reaches the customers needs. Service quality can be again described as the difference between customers expectation and distinguished performance (Lovelock, 1992; Juwaheer and Ross, 2003). Therefore, services providers need to explore ways to increase productivity, which rely on objectives and goals to be achieved of the service although including quality. Product quality usually ends in the eyes of customers, particularly in the service industry. However the criterion used from customers to evaluate it might be complex and difficult to describe, in particular involving services with high labour content because performance of labour can be different from producer to producer, also each customer can perceived it differently (Berry et. al., 1990). It is also measured according to the level and direction of difference between experience and perception (Sasser et. al., 1987; Gronoor, 1982). Moreover, Ogowicz et. al. (1990) states that perceived service quality can be see form external of the actual operation that appears between customers and servicer provider. In additional, Wyckoff (1992) and Becker and Murrmann (1999) argues that service quality is the level of excellence planned to meet customers requirements. Meeting or exceeding customers expectation is the means to ensure good service quality. Service performance can be judge as a low or high by customers comparing their expectation (Parasuraman et.al., 1988) Customers have a wide range of choices regards to a food service business. From many years of dining experience, customers expectation of service quality have increase and the food and beverage industry is competing to rising it market share (Raajpoot, 2004). As well in the present market place, service quality is know as one of the mainly significant aspect in expand and retaining the successful relationship (Svensson, 2002). Most organisations and managers now realise that customers satisfaction can generate a long-term success, the market were they control which not only include customers but also competitors, regulatory governments agencies and the overall marketing environment (Kandampully, 2001). Therefore, researches can be conducted to identify what creates and retains customers satisfaction and ways to evaluate. 3.4 Dimensions of service quality The intangibility concerned services make it more complicated for consumers to evaluate than product quality because cannot be stored or held. Services are complex to assess until subsequent they have been performed, and even towards it still difficult. However, service quality can be observed as a measure of quality of the delivered-service level equivalent to customers expectations (Lewis and Booms, 1983). Parasuraman et. al. (1985) developed a well-know research concerning service quality, to recognized factors that costumers perceive about service quality. As the research result, they revealed general criteria as the ten principle dimensions of service quality, commonly know as SERVQUAL dimension in order to judge an organisations service quality by customers. Figure 10 illustrates those ten factors. Figure 6: The ten principle dimensions. Source: Adapted from Parasuraman et. al., 1985. Initially, the research proposed 22 statements to identify consumers perception and expectation of service quality. Secondly, those statements represent the ten determinants of service quality (Parasuraman et. al., 1988) illustrated on figure 10. Moreover, service quality emerges from comparison of expected service with perception. Development of model concern service quality suggest that expected service is influenced by three key criteria which as Marketing/Service Package, Personal Needs and Desire and Past Conference Meal. (Parasuraman et. al., 1990). In this research the initial service quality has been adapted to food service function into the conference sector. Figure 11 will demonstrate service quality process to measure costumers expected service and perceived service quality. Figure 7 Service Quality Model to Conference Food Function Source: Adapted from McCabe et al., (2000); Parasuraman et. al., (1985). Even so, it has been suggested that expectations are bound by adequate and desire levels, with a zone of tolerance in between. Although a model has been suggested to conceptualise service quality, with gaps representing the problem associated with the difference between processes to assess costumers expectation ands perception on the food providers performance (Parasuraman, 1991). GAP 1: The procedural gap First gap is the difference between what management believes customers want and what customers really asked for. GAP 2: The understanding gap Second gap is the difference between costumers expectations and managers perceived from costumers expectation. GAP 3: The behavioural gap The service delivered is different from the service specification. GAP 4: The promotional gap The difference between what has been promised by marketing communication activities and the actual service delivered. GAP 5: The perception gap Level of service perceived by costumer diverges from the service actually provided. The model helps catering managers recognise the understanding of customers. Also offers a clear thoughtful to managers who require improving the service quality provided by their service process. Consequently, managers gain the knowledge to improve their service quality and how they can understand their customers expectation and make then pleased which can promote a successful result to a conference meal service (McCabe et al., 2000; Rogers 2008; Zeithaml et. al., 1990). 3.4.1 Expectance and Perception of service quality Customers translate their needs into a series of expectance of the service or product that stand on this ability to satisfy an assured or implicit need. If the food function meets and exceeds these expectations then the customers will feel satisfied and will feel that they have received quality (Parasuraman, et. al., 1985 in Davis et al. 1998). However, if the food function does not meet their expectation, then there is a gap between customers expectations and the perceived characteristics of the service and quality will not have been provided (Davis and Stone, 1991). Customers have different background which influences his or her perception (Olsen et al., 1998). Service delivery is variable and difficult to measure because of the individual character of the contact between customer and services provider (Lashley and Lee-Ross, 2003). Moreover, these needs become a series of expectations for customers such as the type of food they desire, how they would like to be greeted and how much they are prepared to pay (Lockwood et al., 1996). In additional, culture, mood and timing jointly with the customers previous experience can effect on the way service is perceived (Walker, 1990). It is understandable that successful service providers will depend on the individual service delivered, being capable to interpret the customers requirement and adapt the service delivered to their desire (Lashley and Lee-Ross, 2003). If the customer expectations are meet or exceed, they will be satisfied and will have a quality experience (Lockwood et al., 1996). Service providers seen to be more concerned about customers expectance and service delivered, it is important take into consideration if there is a mismatch between service delivered and what is expected, customers are less likely to return (Jones, 1989). Figure 9 illustrate four main outlines to meet customers expectations. Figure 9 Customers expectation Model Source: Adapted from Martin (2003). 2.4.2 Customer expectations Customer expectations are the required level of performance that customers require from a service (Swan and Trawick, 1980). Also based on how well services providers are able to fulfil customer needs and desires (Westbrook and Reilly, 1983; Woodruff; 1987). It plays a central role in understanding the evaluation of service quality (Oliver, 1980). A range of methods for concept customer satisfaction have been proposed, each theory are based on different foundation. The commonly conceptual definition based on expectancy theory, is that customer expectations are predictions created by the customer regarding to what they believe it will be the result of a service provided or exchanged (Clow et. al., 1997). The models of service quality and customers expectation Model see figure 9 stresses the role of expectations. As a result, food service providers should be not only to meet the customers expectations but also to exceed them. Even so, it should be evidenced that exceeding customer expectations by a very high level is both profitable and dynamic, also it will increase cost and customers will have even high expectations when they repurchase. (Olsen et al., 1996). 2.4.3 Customer perceptions Customer perceptions play a vital to the concept of service quality. Perceptions are customers beliefs when they receive and experience service. It gives an explanation on how customers perceive service and how they evaluate their feelings. Additionally, it is important that organisations and managers understand the criteria that customers use to measure service quality (Gale 1994). On average, customers do not perceive circumstances in the same way for the reason that they comprise different needs, objectives and past experiences which persuade their expectations (Seaton and Bennett 1996). Perceived quality is highly connected with service quality and customer satisfaction (Ndhlovu and Senguder, 2002), a high perception of service value can result in greater satisfaction and intentions to return (Tam, 2000). In the food service industry, customers evaluate, compare an establishment with is competitors, and that evaluation is based on satisfaction, where they observe evaluation of service quality from employees, product quality and price (Lewis, 1984; Johns, 1992). 3.5 Food and beverage service employment People working in food and beverage service are the main point of contact between customers an establishment (Foskett and Ceserani, 2008). It is an important role in a profession with an increasing national and international status (Lillicrap et al., 2002). A research conducted by Bowdin and Pherson (2006) states figures regarding tourism service industry. In UK, 13,276 people are employed in the industry as their main job, with a further 337 employed as their second job (The Labour Market review for the Travel Service in Bowdin and Pherson 2006). Moreover, People 1st (2009) registered on total 56 per cent of the labour force are employed on a full time basis and 44 percent work part time. Also the research suggests that conference and events is the largest employer with 13,771 employees, this figure does not included in the figure above. While is difficult to assess the number of employed into the industry. It is obvious that growth in employment in this are and associated sector is occurring. The innovative industries have seen a rise of 400,000 employees in an eight years period (Bowdin and Pherson 2006). The hospitality, leisure, travel and tourism sectors surrounded by the fastest growing in the UK, with standard growth in the sector sitting at 7 per cent over the last 5 years, compared with a 4 per cent growth rate across the economy as a whole. Furthermore, it is predicted that 15,000 new jobs will be created in these sectors between 2002 and 2012 (Bowdin and Pherson 2006). From the Food Service Industry Profile (2009) in Peoples 1st (2009), a research shows that according to the labour force survey 2007/08 183,902 people work in food service establishments in the UK., which 67 per cent are women. They also supported that 15 per cent of those people working in the food and service industry are from black and ethnic minority. Furthermore, graphics 8 and 9 shows the employment by gender and full and part time employment into the food service industry: Graphics 1: Employment by gender and full and part time. Source: People 1st (2009). An additional data from the research reveal the industry age management profile, it says is relatively old when compare to other industry within the hospitality, leisure, travel and tourism sector. More than half 52 per cent are aged between 30 and 49 compared to an average of 35 percent across the sector. A further 27 per cent are aged over 50. Across the sector this figure stands at 17 per cent. 3.6 The concepts of food quality Food quality is generally distinguished from concept of value. It is understandable that food is a core product in any food establishment. Perception of food quality is part of the cognitive process, which influences satisfaction/ dissatisfaction as well as need fulfilment, expectancy affirmation, equity/inequity, also regret and unapprised cognition (Frewer et al., 2001). A high standard of service and quality of food with more sophisticated atmosphere can be found in a coffee shop or speciality restaurants; higher priced à ¡ la carte restaurant with more extensive menu and one or two cocktail bars in the hotel (Davis et al., 1998; Edwards and Nick, 1994). A well in conference centres were function meals served requires professionalism in preparing, planning and producing these meals; knowledge of the diners / customers and their expectations, desire and reasons for eating out are other crucial factors of food quality (Gustafsson et. al., 2006). Examining customer satisfaction, finds that food quality is part of top nine factors tested that had a considerable effect on customers intention to return in a food service. Likewise, the crucial factor of selecting food service establishment is determined by quality of food (Cullen, 2004). 3.7 Importance of food quality A researched carried by Kim et. al. (2009) analyse the influence of conference food function on attendee satisfaction shows that the quality of food content is the leading determinant of an attendees satisfaction with the food function performance. However, consumers are increasingly becoming knowledgeable and sophisticated about food; they usually expect and require food with genuine quality. If companies are prepared to respond to these demands and reflect them in their marketing strategies, the bottom line quality will appear for it self (Wheelock 1992). A term of quality are generally described rather differently between costumers and the provider (Wieske, 1981), and normally includes items such as the food variety, quality of ingredients, nutrition, portion size and price, those appropriated to meet customers desire and nutritional requirements contributing to pleasure of eating (Daget, 1988; Seo and Shanklin, 2005). 3.7.1 Customers role of food quality Food is not only a basic need of life but, it is a survival necessity. Eating is a part of activities of the daily routine, where variation, life style, imagination and imagination on food preparation and presentation (Wieske 1981). With food and service product price and variety can be widely provided. In general, customers are prepared to pay more for what they recognize to high quality service or product (Wheelock 1992). Quality on food can be relatively a complex issue. The food quality approach is engage into the natural sciences based on measurability of food quality characteristics. Those product and services characteristics are classified by costumers researches, transforming those in natural part of the product or service definition and can be conveyed to the next link to improve process on those processes with right specification related to an ingredients, manufacture procedures, packing and service standards, called specifications (Daget, 1988; Becker, 2000). Specifications are the meaning by product knowledge which is transmitted to all those concerned at the service or product. Any failure to certificate this will inevitably confuse those who face the problem of putting the design into production (Daget 1988). The product knowledge and quality expectation is powerfully influenced both by the companys marketing and advertisement as well as by the type of how it can be demonstrated and provision in the trade (Wieske 1981). 3.7.2 Influence of food sensory aspects on costumers Food providers can be even less confident about how much that food contributes to an individuals meal experience (Edwards and Nick, 1994). Experienced quality, including all sort of sensory pleasure particularly taste, and it is influenced by many ways for instance, the product itself, past experience which applies to both food quality and mood of the customer (Frewer et al., 2001). Despite the fact that sensory quality of food is just a part of the customers eating experience, it is very vital for food development, market testing and quality control (Nick et al., 1994). Costumers can use their sensory dimension and the freshness of food to evaluate food service quality or perceived value A successful food service function is the one which ensures providence of appearance, aroma, taste, temperature and texture are all as customer expectations (Jones, 2002; Lee et al., 2004). It is important to note that psychical quality of food is a vital part of customer satisfaction. Sensory aspects of food quality are perceived by numerous items (Jones, 2002), illustrated on table 9 the follow senses: Table 9 Food sensory aspects. Senses Examples Sight, Appearance Colour, visual texture, portion size, apparent freshness and purity; Smell Aroma, some part of flavour which is actually perceived through the olfactory area; Taste Combinations of sweetness, sourness, saltiness and bitterness to create unique flavour of food; Kinaesthetic Sense of muscular movement such as chewiness and tenderness; Touch, Texture Smoothness, dryness, lumps, fluid or solid including rare, middle or well done level of steak; Hearing Some foods are recognised by a crackle during chewing; Temperature Serving with low temperature or high temperature depending on types of meals or sweet. Source: Jones (2002). 3.7.3 The influence of food sensory attributes on customers The sensory attributes of a food plays an important role in it overall acceptance process. For example, it has been well acknowledged that there is specific design to the growth of pleasantness/unpleasantness as a function of the strength of food related sensory attributes. It is makes clear that customers expectations about the sensory properties of food have an influential effect on perceived food appearance (Thomson, 1994). According to many researchers regarding on the relative influence of food quality on customer satisfaction and behaviour (Auty, 1992), the sensory dimensions may perhaps be a core quality and seen as fundamental role to improve perceived service value in a food service context. Additionally the sensory attributes as well play a key role in the customers attempt to assess a particular food function performance (Kivela et al., 2000; Lee et al., 2004). A research conducted by Hester and Harrison (2001) reveals that the sensory attributes can be transformed into a perception of food quality by the costumers that may go ahead to repeat purchase. In addition, a better perception of costumers permit food providers to meet their needs and offer a wide range of nutritious, delicious, attractive and good value products. 3.7.3.1 The importance of appearance, flavour and texture Appearance is the first sensory sense that influences costumers to be interested in the food (Cardello 1994; Lawless 2000). It includes essential sensory attributes of the food as its colour, shape and size as well as more compounds attributes such as translucency, gloss and surface texture (Cardello 1994). Colour often predominate costumers expectations about flavour, and changes in shape or colour can reduce the sense of sameness. It predicts quality and motivates costumers expectations concerning other sensory attributes (Lawless 2000). Astonishing colours may possibly persuade caution until the food is determined to be safe, palatable, and nutritious (Lawless 2000). Although the visual appearance of the food is a potential influence on acceptability, package related to shape, colour, design, associated logo, symbols, brand item; and names are also important (Cardello 1994). Several researches has been conducted concerning important specifics attributes as important sensory factors involving acceptability of food variety, issues from costumers knowledge of food texture is essential to understanding its overall contribution to food acceptance. Furthermore, most of researches that have been conducted with food costumers, flavours are more often mentioned than texture as a reason liking or disliking food (Cardello 1994; Cardello et. al., 1983; Cardello and Maller, 1987; Hendrix et. al., 1963). On the other hand, other studies have indicated that texture is mentioned more often as a reason for disliking a food than as a reason for liking it (Schutz and Wahl 1981). Many others attributes have been taken into consideration, such as gender, socio-economic status and geographical location were factors related to awareness of texture. Women prefer to be more texture conscious than men, an attribute shared by people in higher socio-economic classes (Schutz and Wahl 1981). Despite the fact that the texture of food products can have a profound effect on perceived acceptability, an even greater influence is applied by the flavour of food (Cardello, 1994). 3.7.4 Expectation and perception on food quality Food services are characterised basically by experience also by an acceptable quality dimensions. For most quality dimensions, costumers can not recognize quality before or during the process, however, they have to create quality expectation which is called quality indication. There are generally two quality indication outlining the expectations which are extrinsic quality and intrinsic quality (Olson and Jacoby, 1972 in Frewer et al., 2001). Extrinsic quality factors refers to everything including price of the product or the brand Also, it includes atmosphere and service quality of staff (Frewer et. al., 2001). Measure satisfaction factor, it is becomes more critical as customer expectations and perceptions of product change. Customer product expectations are expected to increase, also their expectations of money value (Edwards and Nick, 1994). A research conducted by Dube and Renaghan (1994) recognises the importance to focus on relationship between satisfaction and the frequency of repeat purchase. In addition, they suggest to food service environment different ways to encouraging repeat purchase based on aspects such as tasty food, atmosphere, attentive staff, helpful staff, consistent food, menu variety and waiting time. Into the food service industry intrinsic quality refers to physical characteristics of the product or service, for example, when the taste or the appearance is inferred from the colour or other aspects include appearance and brand knowledge (Frewer et al., 2001; Tregear and Ness, 2005); also staff appearance and atmosphere of dining hall (Kim et. al., 2009). In addition, customers meal acceptance normally is not only influenced by food quality itself (intrinsic quality) but customers may rely previous meals experiences and value expectation (Oh and Park, 2000; Hartwell, 2004). 3.8 Menu planning The aim of food menu or beverage list is to inform customers what is available to them (Davis et al. 1998), in apparently random fashion with the food being raw, prepared or cooked. Individual menus came into use early in the nineteenth century, as the twentieth century advanced, and people settled around the world, the food service industry began to introducing different style of food and service (Foskett and Ceserani, 2008). Function catering venues normally work on menu planning based on the guidelines in the financial and marketing policies, the different types of menus offered by a function organisation (Davis et al. 1998). Usually, those venues adopt the cyclical menus, these are complied to cover a given period of time: months, or seasonal. The length of the cycle is determined by management strategies (Foskett and Ceserani, 2008). Table 6 shows the advantages and disadvantages of cyclical menus. Table 6 Advantages and disadvantages of cyclical menus. ADVANTAGES DISADVANTAGES Cyclical menus save time by removing the daily or weekly task of compiling menus, although they may require slight alterations for the next period. When used in association with cook-freeze operations, it is possible to produce the entire number of portions of each item to last the whole cycle, having determined that the standardised recipes are correct. They give greater efficiency in time and labour. They can cut down on the number of commodities held in stock, and can assist in planning storage requirements. When used in establishments with a captive clientele, the cycle has to be long enough so that customers do not get bored with the repetition of dishes. The caterer can not easily take advantage of good buys offered by suppliers on a daily or weekly basis, unless such items are required for the cyclical menu. Source: Adapted from Foskett and Ceserani (2008). Manage menu planning for conference events, should take several factors into consideration: food costs, delegate requirements, the type of items required by the client, nutritional concerns, seasonality, staffing implications, and the overall impression that the meal will give to delegates (McCabe et al., 2000). As a sales tool, menus often will by using well-planning and presented advertisement techniques, direct the customers what they are buy (Davis et al. 1998), also it is important to present clearly to clients and delegates the quantity, quality, price, brand (if necessary) and means of preparation of items within menu (McCabe et al., 2000). 3.8.1 Menu selection From conference managers, food function is related to cost driven, as food and beverage sector accounts for 28% of the total expenditure for the conference industry, which is the single largest portion (

High School Graduate in the Real World :: Personal Narrative Essays

High School Graduate in the Real World With surprisingly minimal reluctance I face my new life. My heart is filled with excitement, while my mind teems with anxiety. Everything has changed. I suppose it really hasn’t, but it seems as if one little difference can make you feel like the whole world is turning inside out. I go about what will soon become routine for me without any second thoughts. Perhaps none of this has sunk in yet. I sit alone in a tiny cubicle only about five feet square and examine my new surroundings. I have been given all the little luxuries that such an entrapment can afford. The outdated computer that noisily hums and groans, looking for sympathy. The adding machine, the pens, the highlighter, piles of papers and documents. It is all that I have right now. I am dressed in a new gray business suit, one of many gifts that I recently received. A new dress code for a new lifestyle. Only two days earlier I was standing on a stage, looking out on nearly one thousand people, summing up thirteen years in five minutes. How do you express what effect thirteen years of schooling have had on you and your classmates in a new and unused way? My valedictorian address was one of the hardest papers-or speeches in this case-that I ever had to compose. The effort put into it also made it the most rewarding as well. â€Å"For a college application I was asked what saying I would publicize if given the opportunity. My answer was ‘Living is doing, not merely being.’† Those two sentences were my favorite part of the speech. I talked about taking charge of our own lives and making a positive difference in the world. I didn’t waste any time following my own advice. Two days later I am starting what will probably become one of the most challenging but personally fulfilling experiences of my life. At six o’clock this morning my alarm clock once again did not fail to wake me from my peaceful state. I can be so resentful of that. Only seconds before I had been driving as quickly as my car would go around hairpin turns on a seemingly endless highway with a strong cool breeze blowing my hair in all directions. The remorseless beeping brought me back to reality. I went about my usual morning routine, except this time my destination would not be the same.

The Costs and Benefits of Funding Military Research and Development Policy :: Papers

The Costs and Benefits of Funding Military Research and Development Policy The central issues when evaluating the overall the United States research and development policy are the characteristics of a public good. A public good by definition is one that has a zero marginal cost of providing the good an additional person and from which individuals cannot be excluded. Research and development policy contributes to the level of knowledge and technology of the entire country. Knowledge, is in most cases, a public good under the aforementioned definition. Giving knowledge to an additional individual does not take away from the total amount of knowledge available, and exclusion from knowledge is often difficult to maintain. A market failure is often associated with public goods, and knowledge is not an exception. Regarding knowledge, and specifically research and development, the market fails to provide this good at adequate levels. The government then steps in to attempt to correct this failure through its research and development funding policy. The following paper details the costs and benefits incurred through funding research and development specifically within the realm of national defense. National defense is also a public good. The government provides national defense to correct the reality that if left uninfluenced, the market will not provide national defense at an adequate level. The U.S. government funds research and development in the area of defense at a much greater level than any other. Background Major policy initiatives were undertaken during the Reagan and Bush administrations in order to research and develop technologies that would aid in the Cold War. This was the era of Reagan’s arms stockpiling that pushed the defense budget to nearly three times the amount it is today, maxing out at just over $800 billion. (Stiglitz, 332) Policymakers were concerned with creating weapons and technology that were more sophisticated than those of the Soviet Union. Programs such as the semiconductor research consortium, SEMATECH, the Defense department’s Technology Reinvestment Program (TRP) and the Advanced Technology Program (ATP) grew out of these years all of which took advantage of defense funding to establish dual-use technologies, that is technologies with specific uses to both the civilian market and the military. In 1986, the Federal Technology Transfer Act was established to allow federal laboratories to conduct cooperative research and development agreements (CRADAs) with private firms. The Reagan and Bush era policies supported high technology research and development that related to both the civilian market and to the military.

Why DsbA is Such an Oxidizing Disulfide Catalyst Essay -- Biology Enzy

"Why is DsbA Such an Oxidizing Disulfide Catalyst?" Introduction The importance of the DsbA enzyme is due to its protein-folding ability in Escherichia coli bacteria. Protein is an essential part of all forms of life. Genes code for proteins, both structural and enzymes responsible for the utilization of other macromolecules. All bodily functions, therefore, are dependent upon proteins. Every protein, or polypeptide chain, uses the amino acid cysteine, which contain dithiol molecules. IN E. coli, this reversible redox reaction takes place between the endoplasm in the center of the cell and the periplasm surrounding it (see figure A below). The endoplasm is a reduced environment which contains thioredoxin, the catalyst responsible for reducing disulfide molecules to dithiol and maintaining the reduced state of the endoplasm. The periplasm, on the other hand, is oxidized. It contains DsbA, which catalyzes the oxidation of dithiol to disulfide. Proteins essential for cell function are manufactured within the reduced endoplasm. After the polypeptide c hain has been formed, however, the macromolecule must fold into its tertiary structure, which is essential for function. This structure utilizes disulfide and hydrogen bonds. Hydrogen bonds require the presence of oxygen, so the protein must enter an oxidized environment. The protein is exported into the periplasm, therefore, where disulfides are able to aid in the folding process. The finished protein is now able to function normally. Question While studying this process, the researchers noted that the structures of DsbA and thioredoxin are remarkably similar. What then, they wondered, is responsible for the difference in function between the two? Why does DsbA oxidize and thio... ..., has been disproved by several observations. One of these is that there is no evidence of strain in the active site disulfide of DsbA because all bond angles are close to optimal and when superimposed on the active site of the much less oxidizing thioredoxin, the position of the carbons match. His-32 also seems to play an important role in determining the oxidizing power of DsbA. His-32 is found in DsbA, and not in the less oxidizing thioredoxin. The effectiveness of DsbA as a catalyst depends on its redox potential, which can be easily measured, however, it also depends on the kinetics at which it participates in the disulfide interchanges, which is much more difficult to measure. The factors determining the redox potential of DsbA are becoming clear, but many questions still remain unanswered about how DsbA reoxidizes and how it kinetically interacts with proteins.

Different World Markets Essay

It is commonly accepted that marketing strategies play very important roles in most international organizations. Some believe that a company which plans to expand its business and want to be a successful international firm should have very effective marketing strategies. As a number of writers (John, Letto-Gillies, Cox and Grimwade 1997, Ketelhohn 1993, Johnson and Scholes 2002) have pointed out, international marketing strategy is concerned with making important policy decisions affecting the long-time direction of the company. This paper first proposes the importance of international company’s marketing strategy, and then considers how to make a competitive marketing strategy and carry out it in a right way. After that, it will look at how to understand ‘change’ in business environment and what organizations should pay attention to in a changeable market. In the final part, it will focus on a specific international company’s global marketing strategy. Importance of international marketing strategy. Over the years, many definitions of ‘marketing strategy’ have been made and developed, a typical definition was made by Quinn (cited in John, Letto-Gillies, Cox and Grimwade, 1997) who describes marketing strategy as: †¦ the pattern or plan that integrates an organisation’s major goals, policies and action sequences into a cohesive whole. A well-formulated marketing strategy helps to marshal and allocate an organisation’s resources into a unique and viable posture based on its relative internal competencies and shortcomings, anticipated changes in the environment and contingent moves by intelligent opponents. (Quinn 1980:pp3) According to John, Letto-Gillies, Cox and Grimwade (1997), although there were many definitions about marketing strategy, most of them emphasize the same direction in which the organization is developing, where the organization is going, where the organization is or where it should be. In fact, problems mentioned by them are the biggest headache and trouble maker for most international enterprises, thus marketing strategies enable  companies to find out how and where to develop. As Hill (2005) sees the marketing strategy in international business, nowadays, process of the global economy and liberalization of investment environment result in many global markets becoming extremely competitive, in order to get more profit in such an international environment, a company should have a very clear marketing strategy which cares a lot about its position. In all models of marketing strategies, international marketing strategy is a very large part and it affects other part of strategies to a international company in a certain degree. As Manu (1992) has pointed out, more and more organizations take the whole world as their market with the quickening process of globalization in the past decades, the role and effective marketing strategies in different geographic market-places become a greater need for them to analyse caused by the growth in the globalization of business and markets. All these indicate that marketing strategies do have important influence on international enterprise’s performance; therefore an effective marketing strategy cannot be ignored when companies plan to expand their business. How to make a competitive marketing strategy. From the very start, how to make a competitive marketing strategy is always the problem which international companies have to face. As Ketelhohn (1993) has pointed out, a strategic analysis is the most important of all; it starts by setting the generic strategies which are hypotheses in the industry and finding out the main success factors which are related to each strategy. Then consulting teams in the company should check their understanding of those marketing strategies by comparing them with documented facts. Once they are satisfied with those marketing strategies which they think fit their enterprises’ capabilities, they are able to choose consultants and build strengths in key success factors in which the firm is weak by recommending investment projects. All these details should be considered into companies’ marketing strategies, after planning and making marketing strategies, the next important step is taking those marketing strategies into action and managing them in a right way, good strategic management is not only related to one department, but the  responsibility of the whole company, as Johnson and Scholes (2002) see it, ‘marketing strategy is about how organizations perform overall. Since very few individuals sit at the very top of organizations, their experience of, and contribution to, strategic success is from â€Å"below†. They will operate in parts of an organization where their day-to-day work is dominated by issues about that function’. According to them, enabling the success of marketing strategy in action should from the very top managers to individuals lower down as resources and competences which are crucial in this process are controlled by them. ‘Change’ in business environment. Change is accepted widely in our modern life, it also exists in the business environment all the time, according to the research of Drummond, Ensor and Ashford (2003), ‘the phrase â€Å"change is the only certainty† has become something of a business mantra. All organizations are subject to increasing levels of change.’ Actually, every change exists in the market has the original factor which concerned with the environment where international organizations carry out their marketing strategies, Carter (2002) identifies those factors as political factors, economic factors, technological factors, social or cultural factors, legal factors and competitive factors. It is very important for international companies to full understand these various factors and identify the most important kinds of factors which may influence the company and its consumers’ relationship when they carrying out foreign marketing strategies. Peugeot Company was established in France in 1890 and now it has become one of the ten biggest car manufactures in the world. In order to explore the market, Peugeot invested in Guangzhou, China, in 1985, it failed and left China in 1997. The main reason is lack of competitiveness of its products. On the other hand, Dongfeng Peugeot was created in China. From the external environment, four pieces of information are very clear: firstly, China entered into WTO and then cut its tariffs on auto imports. Secondly, China’s car market is booming. Thirdly, personal incomes are increasing. Finally, more competitors are entering into China’s market. By analysing and  summarising Peugeot’s marketing strategies, there are four main marketing strategies related to its operations: firstly, Peugeot tries to improve the quality and design and find out the acceptance of Chinese marketplace. Secondly, it cuts prices to boost sales. Thirdly, it offers an effective on-line sale channel. Finally, it tries to improve customer service all the time. In conclusion, there is no doubt that marketing strategy plays a crucial role in international enterprises. Making an effective global marketing strategy is a good beginning, carrying out the marketing strategy in a proper way is very essential in the globalization process, understanding the market’s change and identifying problems which is related to a company are also very important in carrying out the marketing strategy. All these steps are linked with one another; they are key points relating to the marketing strategy which is really necessary in international organization. References: Cater, S (2002) International marketing strategy. London: Elsevier Science Ltd. Drummond, G., Ensor, J,. and Ashford, R (2003) Strategic Marketing Planning and Control. London: Butterworth-Heinemann Publications. Hill, C.W.L (2005) International Business. New York: The McGraw-Hill Companies. John, R., Letto-Gillies, G., Cox, H., and Grimwade, N. (1997) Global Business Strategy. London: International Thomson Business Press. Johnson, G. and Scholes, K (2002) Exploring Corporate Strategy. Edinburgh: Pearson Education Limited. Ketelhohn,W(1993)International Business Strategy.London: Butterworth-Heinemann Ltd. Lasserre, P (2003) Global Strategic Management. New York: Palgrave Macmillan Houndmills. Manu, F.A. (1992), â€Å"Innovation Orientation, Environment and Performance: A Comparison of U.S. and European Markets,† Journal of International Business Studies, 23 (2), 332-59.

The Dark Child

The Dark Child Camara Laye wrote The Dark Child to oppose stereotypes that have become part of western culture. When most westerners think about Africa they think of an undeveloped country that is stricken by poverty and primitive behavior. The dark child is an autobiography of Camara Laye’s youth and his early life growing in to adulthood. Camara Laye grew up in the town of Kouroussa on the inland plain of French Guinea in the Malinke tribe. His father was a well-renounced blacksmith and a man of tradition but he wanted a Western education for his son.Around the center of this book is where Camara Laye describes his initiation into adulthood at about the age of thirteen. He and the other boys sing while they enter the forest where they kneel with closed eyes with a roar of many lions surrounding them. Later he discovers the â€Å"rational† explanations for these frightening events, but he is wise enough to recognize that for the boys who take part in it, the ceremony i s still a true test of courage, and a real division between childhood and adulthood.The actual circumcision comes later, which he describes as â€Å"a really dangerous ordeal, and no game† Upon his return to the village, he is moved to his own hut, separated from his mother and father and he is given new â€Å"men's clothes† with quiet gratitude. This scene closes with Camara turning to his mother to thank her, who he finds standing quietly behind him, smiling at him sadly. Shortly after moving into his hut, Camara leaves at 15 years of age to attend â€Å"Ecole Georges Poiret, now known as the technical college† in Guinea's capital city of Conakry.His mother warns him to â€Å"be careful with strangers† and sends him off on a train to live with his Uncles Sekou and Mamadou in Conakry. In the school, Camara encounters difficult language barriers and a hot, humid climate more severe than his home in Koroussa. In his new school it is evident that it is more colonized. Camara lives the life of a typical college student by studying at school and going home during the breaks. As he experiences the European education, he adopts the culture associated with it.His mother changed the way his hut looks to give it a more European look, which he notices. He is aware of because the changes were making â€Å"the hut more comfortable. † Several years after leaving for Conakry, Camara returns home with his â€Å"proficiency certificate† and an offer from the director of his school to continue his studies through a scholarship, in France. While his uncles and father support and encourage him to take the foreign study opportunity, his mother is forbids him to accept the offer.He decided to accept the offer despite his mother's resistance to the idea, and parts with her and his father all while his mother was shouting insults and pushing him away. She then fell into a heap of tears, turning her anger instead to the European influences. H is father gave him with a map of city transportation of the Paris Metro in France. His father gives him the physical, practical tools for surviving in the city, but with that comes a theoretical compass directing the learning and success of his son. The mixed emotions of fear, excitement, anxiety and sadness cultivate with Camara crying as he goes to exit the plane.