Restaurant free essay sample

This proposal is intended to pinpoint the problems and introduce actions or solutions for the active restaurant operator-owner and manager who are involved in the Moviante Restaurant. The analysis is divided into four parts: (1) problem identification, (2) causes of the problems, (3) solutions to the problems, and (4) recommendations. Additionally, there will be a complete discussion on problem solving designed to avoid future, foreseeable undesired outcomes. Statement of the Problem Mark Jaslow, the manager of Moviante, described that the business level in the spring and summer of 1998 was booming. However, from November on, business began to decline. Even the effort to eliminate costs such as labor hours, laundry expenses, and advertising budget seemed to be useless. Further, Moviante discontinued offering lunch in December owing to the fact that the advertisements for lunch specials failed significantly to promote business. According to the income statement of 1998, Moviante has suffered operating losses of $3,208. This loss is primarily due to declining sales revenue while increasing in operating expenses. We will write a custom essay sample on Restaurant or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page What actions should Moviante take in order to reverse annual loss of this year as well as any losses that possibly incur in the future? Problem Identification 1. Operating Loss – this is a major problem of the restaurant. As shown in 1998 income statement, total costs are approximately 90 percent of total sales. This showed a red flag of the restaurant. Also, the majority of restaurant sales come from weekend nights rather than the weekdays (See Table1). Operating Times| Sales Volume/week| Percentage of Total Sales| Weekdays| $3,000| 40%| Weekend nights| $4,500| 60%| Total| $7,000| 100%| Table1: Sale Volume per week 2. Advertising and Promotion – according to an informal survey of 25 residents within a ten mile radius of Ithaca conducted in February 1999, no respondents recognized the name â€Å"Moviante†. More surprisingly, they did not know what it was or where it was located. Furthermore, of all the coupon ads that advertise in the valley’s free newspaper with a circulation of 29,000, only ten coupons were redeemed. The restaurant was promoted using 13 local newspapers within a 30 mile radius, 1 free valley newspaper, New York Times, New York Magazine, local radio station. Indeed, the restaurant had placed advertisements using these media; however, Ithaca residents did not know or hear about it. Therefore, the problem here with regard to media used and advertising or promotion strategies is another major concern. 3. Target Market – Moviante is located on a side street in the college town of Ithaca, New York. Because of easy accessibility to Route 80, the restaurant would capture the transient vacationer who might be enroute to ski, camp, or fish. According to Schore, he said the major problem was how to divert those travelers from the superhighway and into Ithaca. Nevertheless, the restaurant firstly offered different meal periods to attract different customers (See Table2). Meal Period| Target Market| Lunch| Intown and regional businesses| Dinner| Remote areas| Afternoon snack| Students, shoppers, locals| Brunch| Remote areas| Late night snack| Students, locals| Table 2: Meal Period and Target Market Take out| Locals| The strategy of attracting different customers with different meal periods did not work out very well because the majority of customers were described as mostly upper middle class couples in the $30,000-$40,000 income bracket from the surrounding cities within half an hour of Ithaca. As a result, the problem here is that the target customers are not the people who mainly patronize the restaurant. 4. Menu – items on the menu seems to be another problem of Moviante. Of the ten items on dinner menu, one was vegetarian while the rest of them were seafood and meat. Clearly, no variety of items was offered to vegetarian customers. Further, Moviante served much the same menu for lunch and dinner, only portions and prices were different. The menu was not created in such a way that can attract new customers. These all shortcomings would bring in the restaurant’s menu problem. Causes of the Problems There are a lot of symptoms stated and occurred at the restaurant. To make sure that these symptoms really cause the problems, it is necessary to verify each symptom closely. The problems stated earlier are involved with operating loss, advertising and promotion, target market, and menu. The following are those that cause the restaurant problems. 1. Management – the restaurant began to decline in sales revenue, incurring operating loss since November 1998. Obviously, this loss happened right after Mark Jaslow was promoted to be the manager of Moviante. Jaslow had been employed as a cook in New York City for the past six years and was just finishing his Hotel and Restaurant management degree at Cornell University. He was originally hired as the cashier/assistant manager in March 1998. He who has very few months of management experiences, are now responsible for all areas from the front to the back of the house. It would be problematic for a job that used to have two persons (Schore and Quinn as a co-manager) responsible for transferring to a job of one person. Perhaps, job overloading can result in an ineffective performance. It is also known that poor organizational structure and poor management are the major causes contributing to the firm’s failure (Reich, 1998). 2. Marketing – one of the problems stated earlier is target customers are not the people who mainly patronize the restaurant. Moviante did not have clear marketing objectives, a detailed action plan of marketing strategies, as well as an effective marketing research and information system. Each of these factors deprives the restaurant of achieving its target market and business’s goals. According to survey, most Ithaca residents still did not know â€Å"Moviante† in spite of the restaurant’s marketing effort. Indeed, the restaurant’s target market was not clearly defined. Each group of the target market should be clarified regarding age, income, education, geographical area, and preference. As a result, the restaurant would not be able to develop an effective marketing strategy if the target customers were not defined clearly and correctly at the first place (Kerin Peterson, 2001). 3. Advertising and Promotion – all of the restaurant advertisements were eventually cancelled in November 1998 due to the operating loss. Ineffective use of promotional mix such as public relations, personal selling, and sales promotion can be a major cause keeping Moviante away from reaching sales volume. Obviously, Moviante failed to increase customer awareness of the restaurant and entice first-time buyers to try the restaurant. Hence, there would be difficult for the restaurant to create new customers, gaining a higher percentage of repeat customers. Advertising message is another cause of the restaurant problem. Simply stated â€Å"Moviante† and included a description of its food with the address and hours of operation would not entice or catch people’s attention. Below is the figure illustrated that the restaurant spent 75 percent on the simply stated â€Å"Moviante† ads while spending 25 percent on more informative ads with specific details about the food with redeemable coupons offered. 4. Menu – as far as the restaurant profit is concerned, the menu and menu planning are front and center in the restaurant business. The menu is the most important ingredient in guests’ experience (Walker Lundberg, 2001). Observations from menu in many Italian restaurants, northern Italian style restaurants are likely to offer green spinach noodles served with butter and grated Parmesan cheese. Also, items such as â€Å"gnocchi† which are dumplings made of semolina flour and â€Å"saltimbocca† which is made of thin slices of veal rolled with ham and fotina cheese and cooked in butter and Marsala wine are examples of popular items at the northern Italian restaurants (Walker Lundberg, 2001). However, Moviante which defined as northern Italian cuisine did not have any of those itemed mentioned appeared on its menu. Accordingly, lack of popular menu items, variety of items, vegetarian choices, and kids’ menu are the drawbacks of Moviante restaurant. Analysis of Alternatives or Solutions The following solutions were assessed and analyzed based on statement of problems and causes. The solutions were developed in order to help Moviante solve current problems and prevent foreseeable undesired outcomes. These also help the restaurant to succeed in the areas of profitability, customer satisfaction, as well as employee satisfaction which are the best wishes for all restaurant businesses. (Reich, 1998). 1. Management – key alternatives for Moviante regarding management include: * Develop management philosophy – this is a profound step that can leads to the restaurant success or failure (Reich, 1998). All stockholders and manager should have a meeting and clearly discuss about the relationship among sales volume, profit volume, and amount of service to be offered. * Organizational structure – an operational structure will facilitate the smooth operation of the restaurant (Kreck, 1978). Even though Moviante is operating as a small business, organizational structure is necessary. Using functional approach recommended by Reich (1998) to form an organizational chart, Moviante restaurant may be divided into dining room, kitchen, management, marketing, and finance/accounting. Additionally, having a clearly organizational structure can help the restaurant examine in detail of the tasks and jobs to be performed by each person (Walker Lundberg, 2001). * Evaluating and training – continually operating without performance evaluation is not motivated employees to make the best out of their ability. Training is also key to keeping satisfied, capable, confident, and competent employees (Walker Lundberg, 2001). Accordingly, all employees at the Moviante restaurant should be trained periodically to successfully meet restaurant goals. . Marketing – key alternatives for Moviante are provided to solve these three major problems: (1) Moviante did not have a clear set of marketing objectives and strategies, (2) Moviante current distribution methods did not reach profitable market segments, (3) Moviante did not effectively use promotional mix variable to maximize its sales revenue. * Marketing objectives – this includes identifying target market an d establishing goals for each market segment (Abbey, 1993). First of all, Moviante needs to identify the types of market segments to be solicited. Moviante’s current market segments are too broad and vague, making it difficult for the restaurant to penetrate to all of them within a limited budget. However, the plan to capture the transient vacationer who might be enroute to ski, camp, or fish, as well as people from the city heading to the country want to stop in Ithaca is interesting. According to the study of consumer behavior, transient vacationer and visitors are more likely to spend much money in the restaurant along their way to travel than those of local people who live close or nearby that restaurant (Hawkins, Best, Coney, 2004). This group of people would help the restaurant generate higher average check. However, the local people should not be overlooking because these group can maintain the sales volume during the weekdays. * Marketing strategies – after target market is clearly defined, now the restaurant would be able to do the action plan for each market segment. The action plans should include advertising strategies and media planning to use for each segment. The table below shows potential market segment with planned advertising media: Target Market| Promotion Techniques| Advertising Media| Transient vacationers, visitors| * Coupon redemption * Happy hours| * Join the Chamber of Commerce with the promotion of â€Å"Main Street Ithaca† * Brochures, flyers, Website | Local residents (i. e. students, shoppers, regional businesses| * Coupon redemption * Happy hours, senior discounts * Support local sports team| * Radio, direct mail, newspapers * Sample menus, posters * Restaurant’s own Website| 3. Menu engineering – key alternatives to menu problems include: * Prepare a well-written menu – to make it easier for customers to read, menu should be organized, clean, and fresh in appearance (Gordon Brezinski, 1999). It is recommended that the price on the restaurant’s menu be aligned on the right. Also, too much detailed item description is wasted. * Items on the menu – as stated earlier in the causes of problem, Moviante as a northern Italian ethnic restaurant, should adopt popular items which have been used widely and successfully in other Italian cuisines. According to the consumer behavior study by Hawkins, Best, Coney (2004) customers are more likely to patronize the restaurants that offer popular items rather than those that offer ordinary dishes. * Special menu – with a growing number of people who are concerned more about what they consume, special menus including vegetarian meals, low-fat, or low-carb items are becoming to grow. More and more restaurants are providing specialty items to attract customers (Ruggless, 2003). As a result, Moviante needs to offer more vegetarian items and stay abreast to the consumer’s trends. Kids’ menu – the whole attitude of full-service restaurants changed when the fast-food restaurants started to appeal to families with kids by offering kid meals at desired sizes and prices (Gordon Brezinski, 1999). Most of the transient vacationers and visitors are more likely to be families with kids. Offering kids’ menu would be a good opportunity for the restaurant to brin g in more customers. Conclusions and Recommendations * The restaurant’s operating loss occurred since November 1998 was due to the major causes of poor management, lack of organizational structure, marketing and promotion problems, as well as menu problems. A restaurant needs a series of marketing programs that target its variety of customer segments and are designed to generate additional traffic from among the growing year-round resident population – particularly during the off-season. Accordingly, the restaurant should target and attract seasonal residents, visitors, and vacationers – in and out of Ithaca area. * Moviante’s marketing activities should take into account the lifestyles of the Ithaca residents, which are made up of year-round residents, seasonal residents, and tourists. * Weekend dinner business presents the biggest meal period sales volume. Hence, marketing programs are needed to address these meal period opportunities. * The restaurant’s new menu should be promoted. A great deal of thought and effort has gone into designing a menu that will communicate a better price/value perception than the current menu. Promotion of the new menu will also help promote the image of the restaurant. * Steps should be taken to improve the restaurant’s awareness in the community. * Generating groups and party business to maximize use of the areas of the restaurant. * Promotion incentives that encourage and reward purchase frequency over specified time periods may be employed. Decorating the restaurant in the holiday’s theme.

Essay on Anxiety and Coerce， 使满 Suffice

Essay on Anxiety and Coerceï ¼Å' ä ½ ¿Ã¦ » ¡ Suffice Essay on Anxiety and Coerceï ¼Å' ä ½ ¿Ã¦ » ¡ Suffice * ä ½Å"æâ€"‡æ› ¿Ã¦  ¢Ã¨ ¯  Ã¥ ¾â€"åˆ °Ã¯ ¼Å'ä »ËœÃ¥â€¡ º ä »ËœÃ¥â€¡ º ç »â„¢ Give, offer, endow, endue, present, bestow, provide, supply, furnish Impart, instruct, apprise, teach, instill, inculcate, Proffer, confer, donate, contribute, subscribe, bequeath, Issue, flow out, release, æ” ¯Ã¥â€¡ º Cost, spend, pay, pay out, expend, disburse, Prodigal, profligate, splurge, spendthrift, dissipate frugal, scrimp, skimp, abstemious, Expenditure, subvention, Ã¥ ½â€™Ã¨ ¿Ëœ,Ã¥  ¿439 Return, hand out, restore, reciprocate, remunerate, revert, Compensate, reimburse, indemnify, expiate, atonement, Salary, remuneration, Emolument, honorarium, 分é…  Distribute, allocate, issue, hand out, apportion, allot, dispense, ration, allot, assign,designate; Distribution, dispensation ration, allotment æâ€" ½Ã¥Å    impose, entail, exert, inflict, suppress, subjugate, compress ,repress, coerceï ¼Å' ä ½ ¿Ã¦ » ¡ Suffice, satiate, satisfy, cater, sate, meet requirement, gratify Suffuse, implant, instill, infuse, fill, impregnate, æ” ¾Ã¥ ¼Æ' Relinquish, give up, disclaim, abdicate, abjure, waive, renounce, recant, wean, forsake, abdicate, desert, forswear, renounce, repudiate, forgo, disown, disavow, abandon Renunciation, èŽ ·Ã¥ ¾â€" Ã¥ ¾â€"åˆ ° Get, receive, Accept, attain, acquire, obtain, gain, repossess, retrieve, procure, catch, Earn, profit, embezzle, peculate, defalcate, graft, appropriate, Obtainable, accessible, receptive, Receiver, recipient, procurement Ã¥ ¤ º Deprive, take away, exact, extort, dispossess, bereave, divest, strip, Loot, ravage, ransack, sack, despoil, plunder, rapine, snatch, ,exploit, distill, Confiscate, impound, sequestrate, forfeit, expropriate Exaction, depredation, spoliation, Ã¥  ¸Ã¥ ¼â€¢ Attract, appeal, fascinate, draw, charm, intrigue, enchant, tempt, allure, enchant, enthrall, rivet, fix, spellbind, intoxicate, engross, occupy, captivate, enamor, Attractive, appealing, charming, pleasing, attractiveness, fascination, charisma, personal, magnetism, attraction, fascination, Ã¥Å'…å  «510 | Contain, consist of, comprise, cover, encompass, span, contain, encompass, subsume, consist of, include, involve, embroil, implicate, ; Configuration componentï ¼Å' éÅ"ۏ ¦ , Require, call for, need, demand, necessitate, Necessary, required, requisite, essential, Requisite, prerequisite, requirement, precondition, ä ½ ¿ ä ½ ¿ Cause to be, make, lead to, render, turn into, trigger, activate, cause, è ¦ Ã¦ ±â€šÃ¯ ¼Å'è ¯ ·Ã¦ ±â€šÃ¯ ¼Å' Request, ask, entreat, demand, petition, appeal to Solicit, invoke, plead, implore, beseech, adjure, Dictate, command, mandate, order, instruct, charge, Imperative, essential, compulsory, mandatory, urgent, obligatory, Request, requisition, petition, invocation; ä ¿Æ'ä ½ ¿Ã¯ ¼Å' åŠ Ã¨ ¯ ´Ã¯ ¼Å' Advise, urge, argue, advocate, persuade, sway, influence, Convince, expostulate, exhort, hortative åˆ ºÃ¦ ¿â‚¬Ã¯ ¼Å' æ ¿â‚¬Ã¥ â€˜Ã¯ ¼Å'é ¼â€œÃ¥Å  ± Stimulate, activate, spur, incite, agitate, inspire, arouse, excite, provoke, actuate, incite, foment, stir up, trigger, Kindle, enkindle, ignite encourage, motivate, invigorate, prompt, instigate, Impetuous, impulsive; Drive, motivation, incentive, inducement, impetus æŽ ¨Ã¥Å  ¨Ã¯ ¼Å'é © ±Ã¥Å  ¨Ã¯ ¼Å'è ¿ «Ã¤ ½ ¿ Push, drive, propel, force, oblige, propel, compel goad Ã¥ ¨ Ã©â‚¬ ¼Ã¥Ë† ©Ã¨ ¯ ± æ ¬ ºÃ© ªâ€"ï ¼Å' ä ¼ ªÃ¨ £â€¦ Deceive, dupe, cheat, swindle, hoodwink, Disguise, Duplicity, artifice, chicanery, deception, scheme, subterfuge, duplicity. Ã¥ ¼â€¢Ã¨ ¯ ± Beguile, lure, tempt, allure, entice, tantalize, coax, delude, cozen, beguile,, Guile, deceit, cunning, wile, trickery Wily Ã¥ ¨ Ã¥ â€œ Threaten, menace, intimidate ,hector, frighten, bully, Threatening, menacing, Threat, menace å… Ã¨ ® ¸,æ‰ ¿Ã¨ ® ¤ Allow, let, permit, license Allowance, license, permission, consent, sanction, authorization Ã¥ ¿Æ'ç â€  æÆ' ³Ã¨ ¦  æÅ"ŸæÅ"› Expect, look forward to, wait for, look ahead to, suppose, anticipate, await æ ¬ ²Ã¦Å"ݕ ¼Å'æ ¬ ²Ã¦ ±â€š Wish, want, desire, long, yearn, aspire, crave, hanker, covet: Desirous, eager, avid, greedy, acquisitive, much desired, coveted, ambitious, enterprising; Longing, aspiration, yearning, ambition, avarice, desire for, appetite, desire æ„ Ã¥â€º ¾ Intend, tend to, mean, plan, be inclined to, predispose, resolve, prone to, apt to, disposed

Brand Background Of Starwood And Marriott Marketing Essay

Brand Background Of Starwood And Marriott Marketing Essay A brand enables customers to remember the core information about a product, and prevents competitors from making imitation. (Aaker, 1991). Successful brand building helps profitability by adding value that entices customers to buy (De Chernatony and McDonald, 1994). It is also becoming clearer that companies creating strong brands can obtain important competitive advantage over those that do no (Kohli and Thakor, 1997). Whenever a marketer creates a new name, logo or symbol for a new product, he or she has created a brand (Keller, 2003). According to the American Marketing Association’s definition, brand is a â€Å"name, term, sign, symbol or design, or group of sellers, and to differentiate them from those o f the competition†. Another definition given by Farquhar (Farquhar, 1989) is â€Å"a name, symbol, design or mark that enhances the value of product beyond its functional purposes†. The brand creates a more favorable view of the product, relative to others in the market. If successfully built, a brand will add value for customers, and is the underlying reason for purchase. This can bring profitability to the firm (Laforet, 1996). In this report, two hotel groups were chosen for analysis and comparison with the perspective of branding: Starwood and Marriott, both are the leader in lodging industry. Starwood Hotels & Worldwide, Inc is one of the leading hotel and leisure companies in the world with more than 992 properties in approximately 97 countries and 145,000 employees at its owned and managed properties (Starwood). Starwood Hotels is a fully integrated owner, operator and franchisor of hotels, resorts and residences. Starwood Hotels also owns Starwood Vacation ownership, Inc, one of the premier developers and operators of high quality vacation interval ownership resorts. As one of the largest operators of upper-upscale and luxury hotels, its global portfolio is unmatched. Starwood remains on track to increase its world-wide foot p rint by 20% over the next five years through smart, carefully targeted growth that will expand its presence in the upper upscale and luxury hotel categories, as well as in the vital limited service segment. Exhibit 1 shows all the brands of Starwood, including Luxury full-service hotels, Luxury and upscale full – service hotels, Select-service hotels, extended stay hotels. The company divides its nine brands into four levels: luxury full-service hotels, luxury and upscale full-service, select-service, extended stay. Judging from the room quantity of each brand, the most two popular brands are Sheraton with 392 properties and Westin with 165 properties. The brands with the least sites are St Regis with 19 properties and Element with only 6 properties. It means that there is much less guests knowing St Regis and Elements than the people knowing Sheraton and Westin. Compared with Starwood, Marriott has more than 3150 lodging properties located 69 countries and territories (Marri ott) with 20 brands, including the newest one – Autograph collection, which was announced on 25th January 2010 (hospitalitynet, 2010). Exhibit 2 showed Marriott’s brands, including luxury lodging, full-service lodging, select-service lodging, extended stay lodging and timeshare. Brand has specific purposes, and businesses should invest in it only with specific aims in mind. It is a form of information, and is most valuable where customers have the least specific information, the least ability to obtain information, the least clarity on evaluation criteria, and the least time or inclination to obtain product information (Keller, 2008). Among all the Marriott’s luxury brands, there is only one brand and logo telling people that it is belong to Marriott group. Ritz-Carlton is often thought as an independent company and has no relationship with Marriott. Bulgari is originally a jewelry company and nothing to do with hospitality. It is very creative that the two comp anies became partners and launched a new brand in lodging industry, but it is difficult for people to associate these two brands. And for Edition, it was planned to open the first property in 2010, but so far, the official website (http://www.editionhotels.com) has not launched any new information.

Applied paramedic practice Assignment Example | Topics and Well Written Essays - 500 words

Applied paramedic practice - Assignment Example 2. For my personal development so far, I feel that my skills of taking a patient’s history and performing a physical examination are better than I previously was able to do. Part of this success is due to repetition--doing the same task over and over again. Also, I have improved with the reassessment of vital signs and interventions to see if I have used appropriate treatment of I have need to correct a mistake. 3. My experience of the past weeks has shown that there are some problems that I need to address. I can do so by improve my knowledge and skills in certain areas. I used to struggle with some of the knowledge, but I have been determined to make improvements so that I can achieve all of my objectives for this course. I still have a lot to learn, but I hope that by the end of this course I will be able to identify all of my strengths and weaknesses so that I know what I need to work on. 4. There are some new goals that I want to achieve in the short term. Over the next few weeks, I would like to focus on the pathophysiology principle so that I can improve my assessment skills. This is really important to me because it will help show where I am academically right now. Also, I want to be able to identify ECG and all of the paramedic drugs. These skills will come in handy in the future. 5. The applied paramedic practice topic is a comprehensive approach to everything that we have learned over the last three years. The integration of the areas of the curriculum helps me to assess patients and prescribe them with the right type of treatment. This is not only beneficial from the patient’s point of view, but it also gives me confidence because I understand what I am

Cybersecurity Coursework Example | Topics and Well Written Essays - 250 words - 8

Cybersecurity - Coursework Example Having maliciously developed functional Private keys from one Secure Socket Layer certificate, attackers can use these keys to sign other certificates. This weakness in MD5 hashing exposes risk to information in systems because attackers can easily pass off fake Certificates of authority. In some cases, this algorithm has been subjected to reversing which allows attackers to crack passwords. It is therefore safer for CAs to opt for safer algorithms like SHA-1 and SHA-2. The suggestion that a system of ‘least privilege’ is the best way of restricting information damage is viable. Putting in place at least privilege policy in an organization would be the most appropriate way to manage information damage and misuse. This policy guarantees that not a single person is granted an indiscriminate clearance level of data therefore; the risk of exposure to malicious damage is reduced. Division of duty also works well especially in the IT department in cases where accidental erasure of data is experienced. The loss is then only limited to the level of access that particular staff has. It is therefore appropriate to grant staff in the organization access to information only on a need

Ancient history Essay Example for Free

Ancient history Essay Lebanon   French: Republique libanaise), is a country on the eastern shore of the Mediterranean Sea. It is bordered by Syria to the north and east, and Israel to the south. Lebanons location at the crossroads of the Mediterranean Basin and the Arabian hinterland has dictated its rich history, and shaped a cultural identity of religious and ethnic diversity. [8] The earliest evidence of civilization in Lebanon dates back more than 7,000 years—predating recorded history. [9] Lebanon was the home of the Phoenicians, a maritime culture that flourished for nearly 2,500 years (3000–539 BC). Following the collapse of the Ottoman Empire after World War I, the five provinces that comprise modern Lebanon were mandated to France. The French expanded the borders of Mount Lebanon, which was mostly populated by Maronite Catholics and Druze, to include more Muslims. Lebanon gained independence in 1943, and established a unique political system, known as confessionalism, a power-sharing mechanism based on religious communities. French troops withdrew in 1946. Before the Lebanese Civil War (1975–1990), the country experienced a period of relative calm and prosperity, driven by tourism, agriculture, and banking. [10] Because of its financial power and diversity, Lebanon was known in its heyday as the Switzerland of the East. [11] It attracted large numbers of tourists,[12] such that the capital Beirut was referred to as Paris of the Middle East. At the end of the war, there were extensive efforts to revive the economy and rebuild national infrastructure. [13] Until July 2006, Lebanon enjoyed considerable stability, Beiruts reconstruction was almost complete,[14] and increasing numbers of tourists poured into the nations resorts. [12] Then, the month-long 2006 war between Israel and Hezbollah caused significant civilian death and heavy damage to Lebanons civil infrastructure. However, due to its tightly regulated financial system, Lebanese banks have largely avoided the financial crisis of 2007–2010. In 2009, despite a global recession, Lebanon enjoyed 9% economic growth and hosted the largest number of tourists in its history. Etymology The name Lebanon comes from the Semitic root lbn, meaning white, likely a reference to the snow-capped Mount Lebanon. [15] Occurrences of the name have been found in texts from the library of Ebla,[16] which date to the third millennium BC, nearly 70 times in the Hebrew Bible, and three of the twelve tablets of the Epic of Gilgamesh (perhaps as early as 2100 BC)[17]. The name is recorded in Ancient Egyptian as Rmnn, where R stood for Canaanite L. [18] Ancient history Main article: History of ancient Lebanon Evidence of the earliest known settlements in Lebanon was found in Byblos, which is considered to be one of the oldest continuously inhabited cities in the world,[9] and date back to earlier than 5000 BC. Archaeologists discovered remnants of prehistoric huts with crushed limestone floors, primitive weapons, and burial jars left by the Neolithic and Chalcolithic fishing communities who lived on the shore of the Mediterranean Sea over 7,000 years ago. [19] Lebanon was the homeland of the Phoenicians, a seafaring people that spread across the Mediterranean before the rise of Cyrus the Great. [20] After two centuries of Persian rule, Macedonian ruler Alexander the Great attacked and burned Tyre, the most prominent Phoenician city. Throughout the subsequent centuries leading up to recent times, the country became part of numerous succeeding empires, among them Persian, Assyrian, Hellenistic, Roman, Eastern Roman, Arab, Seljuk, Mamluk, Crusader, and the Ottoman Empire.

The Hartford Whalers Are Going Going ... :: essays research papers

The Hartford Whalers Are Going Going ...   Ã‚  Ã‚  Ã‚  Ã‚  The Hartford Whalers are in a very tough situation at this time. When Peter Karmanos bought the team in May of 1994, he inherited the worst lease agreement at the smallest arena in the NHL.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  The Hartford Civic Center lease agreement creates profit for private companies; however, the lease causes the Whalers to lose money. The mall is owned and operated by Aetna; therefore it has nothing to do with the Whalers. The city of Hartford owns the coliseum, parking garage, and exhibition hall. The state of Connecticut pays a 1.6 million dollar annual leasing fee to take control of the coliseum, parking garage, and exhibition hall. The state hired Ogden Entertainment Services to run the coliseum, and Ogden receives all of the revenue from luxury boxes, the coliseum club, advertisements, rental fees and the exhibition hall. The state also hired Kinney Systems to run the parking garage and Service America Corporation to run the concessions. Both companies receive all revenue from the service they run. After all of this, there is no money left for the Hartford Whalers (Swift & Arace, 1+).   Ã‚  Ã‚  Ã‚  Ã‚  The reason why these three companies keep all of the revenue from the Civic Center can be blamed on Richard Gordon, the former owner of the Whalers who did not want the city of Hartford to run the Civic Center. In 1993, the state decided to negotiate a new lease with the Whalers. The state of Connecticut did not want to run the coliseum so they hired three private companies to take this job. These companies would only run the Civic Center if they could keep all of the revenue from the service they controlled. Richard Gordon accepted this lease because this agreement would repay him for an additional ten million dollars in loses and he sold the team a year later (Lang 53-69).   Ã‚  Ã‚  Ã‚  Ã‚  The Hartford Whalers is the only major league team in Connecticut and at the Civic Center. They currently have a bad lease which causes them to lose money. The Hartford Whalers play all exhibition, regular season, playoff games, the training camp, and some practice time rent free at the Civic Center. However, the Whalers get no revenue from concessions, luxury boxes, parking, and the coliseum club. The Whalers get sixty percent of the revenue from advertisements along the boards but no revenue from all other ads around the coliseum (Swift, 1+). The Whalers can leave Hartford after the 1997-98 season if they lose a cumulative thirty million dollars from 1994-95 through 1997-98. They must also pay a five million dollar penalty to leave Hartford.