My Salon Observation

I did my salon observation at Faith Beauty Salon. This is a salon I visited time after time to have services done to my hair, and never before taken an in-depth look at the surroundings. The front of the salon was just average, as the appearance didn’t give an inviting feeling. There were pictures of hair styles and products on the exterior, but they were hidden behind grills. My first day of observation was on a slow day, as the customers were few. I noticed that the salon was untidy, and dirty. The workers sat down and discussed personal business rather than taking the opportunity to tidy up the salon (fig. 2). There were drinks bottles on the hair station, and shoes and a bucket on the floor (fig. 2). Tools weren’t put away properly, when not in use, e.g. blowdryer on hairstation (see fig. 2). There didn’t seem to be proper storage for workers to put their handbags, as they were being kept on the hair station (fig. 3). The shampoo area was quite small, and this was also were the garbage was being stored (fig. 4). Used towels were left on the shampoo basin (fig. 4). The microwave for heating lunch is kept right over the garbage bin in the shampoo area (fig. 4). The nails area was kept fairly neat and tidy by the nail technician (fig. 5). This may be due to the fact that this is the only rented station in the salon. There was quite a lot of selling going on in the salon, but nearly all the items being sold were not pertaining to haircare. E.g. there were large displays of handbags (fig. 6). There was also a showcase with slippers, and bath & body products for sale (fig. 2). The salon carried only one line of haircare products for retailing, in a very small quantity (fig.7). Overall the salon seem to be lacking in areas of sanitization, proper storage, image (e.g. attractiveness), and professionalism. It felt very much like a boutique, rather than a salon.

Comprtive nlysis of Mrketing Communictions strtegies nd mix for the Case Study

Comprtive nlysis of Mrketing Communictions strtegies nd mix for the Col drinks in the UK - Case Study Example From this paper it is clear that  the totÐ °l UK beverÐ °ge mÐ °rket is both lÐ °rge Ð °nd competitive. BrÐ °nds of soft drinks compete not only Ð °gÐ °inst eÐ °ch other but Ð °lso Ð °gÐ °inst other types of beverÐ °ges including coffee, milk, Ð °lcoholic beverÐ °ges, sports drinks, bottled wÐ °ter, Ð °nd vegetÐ °ble juices. The beverÐ °ge industry produces Ð °nnuÐ °lly close to 53 billion gÐ °llons, with soft drinks tÐ °king up the lÐ °rgest cÐ °tegory Ð °t 15.3 billion gÐ °llons for Ð ° 29% shÐ °re. The typicÐ °l Ð mericÐ °n consumes Ð °bout 55 gÐ °llons of soft drinks Ð °nnuÐ °lly (Ð °bout 19 ounces per dÐ °y), in compÐ °rison to 22 gÐ °llons of beer, 22 gÐ °llons of milk, Ð °nd 17 gÐ °llons of coffee.This essay highlights that CocÐ °- ColÐ ° brÐ °nds dominÐ °te the soft drink mÐ °rket with 43.7% shÐ °re Ð °nd Pepsi brÐ °nds follow with 31.6% shÐ °re. The two compÐ °nies thus creÐ °te Ð ° duopoly, controlling Ð ° vÐ °st 7 5.3% of the soft drink mÐ °rket. The third rÐ °nked compÐ °ny, CÐ °dbury Schweppes PLC, which owns 7-Up, Dr Pepper, Ð °nd UK interests for RoyÐ °l Crown ColÐ °, hÐ °s Ð ° mÐ °rket shÐ °re of 15.6%, less thÐ °n hÐ °lf thÐ °t of Pepsi. The fourth-rÐ °nked, Toronto-bÐ °sed Cott CorporÐ °tion, which produces Ð ° number of privÐ °te lÐ °bel drinks including WÐ °l-MÐ °rt's SÐ °m's Choice, is even fÐ °rther in the distÐ °nce with Ð ° 3.8% shÐ °re. Ð ll other compÐ °nies Ð °nd privÐ °te lÐ °bels, including the Double- ColÐ ° Co., Ð °re left to fight over the remÐ °ining 5.3% of the totÐ °l mÐ °rket.  CocÐ °- ColÐ °, Pepsi-ColÐ °, Ð °nd CÐ °dbury Schweppes own Ð °ll of the top-10 brÐ °nds.... The beverge industry produces nnully close to 53 billion gllons, with soft drinks tking up the lrgest ctegory t 15.3 billion gllons for 29% shre. The typicl mericn consumes bout 55 gllons of soft drinks nnully (bout 19 ounces per dy), in comprison to 22 gllons of beer, 22 gllons of milk, nd 17 gllons of coffee (Bentley 2002). ccording to Beverge Digest (2002) dt, Coc- Col brnds dominte the soft drink mrket with 43.7% shre nd Pepsi brnds follow with 31.6% shre. The two compnies thus crete duopoly, controlling vst 75.3% of the soft drink mrket. The third rnked compny, Cdbury Schweppes PLC, which owns 7-Up, Dr Pepper, nd UK interests for Royl Crown Col, hs mrket shre of 15.6%, less thn hlf tht of Pepsi. The fourth-rnked, Toronto-bsed Cott Corportion, which produces number of privte lbel drinks including Wl-Mrt's Sm's Choice, is even frther in the distnce with 3.8% shre. ll other compnies nd privte lbels, including the Double- Col Co., re left to fight over the remining 5.3% of the totl mrket. Coc- Col, Pepsi-Col, nd Cdbury Schweppes own ll of the top-10 brnds (Beverge Digest 2002). Double- Col is noticebly bsent, either s compny of brnd, from either of the most recent top-10 lists. In 1997, however, the Double- Col Co. ws rnked ninth (Beverge Digest 1998). fter Coc- Col, Pepsi-Col, nd Royl Crown Col, Double- Col hs the distinction of being the fourth-lrgest col brnd in the U.S (Beverge World 2001). Reserch methods This study is guided by three bsic reserch questions: RQ1: How does Double-Col's historicl evolution mong other soft drink brnds influence the compny's bility to compete in the current competitive environment RQ2: Wht is the mening of Double- Col brnds to consumers, nd wht role do the brnds ply in their lives RQ3:

The United Nations Role in World Wide Disasters Research Paper

The United Nations Role in World Wide Disasters - Research Paper Example The gradual technological improvements, though useful, have more than detached man from nature and doubled the vulnerability of the entire human population on the planet earth. The modern era disaster occurrences have only become more frequent and hazardous with partly irreparable consequences. The frequent reports by the United Nations showing a steady increase of disasters across the globe only serve to confirm the magnitude of suffering at hand (UN/ISDR, 2013a). Founded in 1945 after the catastrophic World War II as a replacement to the hitherto redundant League of Nations, The United Nations serves a fundamental purpose in ensuring that the humanitarian suffering caused by the natural as well as man-made disasters are not only prevented, but firmly brought under control when they occur. According to the UN reports, approximately 80 percent of the countries affected mostly by disasters are predominantly in the developing world (Alexander, 1991). Such areas rank low in terms of hum an development as indicative by their income per capita that ranges in the near survival levels. Disaster occurrences in such countries often leave behind a trail of high numbers of human casualties, sweeping away almost the entire property that suspends such livelihoods. The deadly tsunami that struck Asia in December 2004, for instance, left approximately 200,000 people dead, scores of hundreds missing and property worth millions of dollars in damages (UN/ISDR, 2006). Losses of such magnitude partly result from unsustainable development practices that do stand the tests of time (Mileti, et al., 1995). To be sure, proper land use planning is often non-existent. Even with the perennial environmental degradation that continues to bite hard into the daily livelihoods of the population, disaster preparedness is often relegated into the periphery (Aleskerov et al., 2005). Owing to the limited capacity to tackle major disasters, the United Nations roles out numerous initiatives and progr ams annually in a bid to ensure that efficient proactive planning approaches goes into helping those in vulnerable conditions. Disasters disrupt not only the livelihoods of those affected but also hinder national as well as international efforts in advancing development agendas aimed at eradicating poverty among the most vulnerable. The United Nations views disaster reduction strategies as an integral component of reducing world poverty and inculcating sustainable development practices. Through the International Strategy for Disaster Reduction, the United Nations works across the globe with ultimate goal of â€Å"enabling societies to become aware of the dangers posed by the possible natural hazards as well as those related technological advancements within their surroundings with the view of minimizing any possible human, economic and social damages† (UN/ISDR, 2013c). To meet this objective, the office of United Nations via numerous agencies under its operational management provides proactive financial support to international disaster risk reduction actors to facilitate early warning activities and mitigation measures as recommended by the Hyogo Framework (UN/ISDR,