English Spoken Language Essay

In television and radio the interview techniques are very different. Graham Norton does both, in both situations we do see Norton adapting himself. He interviews Jedward in the television interview and Benedict Cumberbatch in the radio interview. They are many differences the obvious one is that one is in a television studio and the other in a radio set; another difference is the audiences that would watch them. The television situation is broadcasted on a Friday night at 10.30pm so the audience would be teenagers and young adults, which is a contrast to the audience that would listen to the radio interview, (which is broadcasted on Saturday morning around 10am) who would be middle aged and certainly older than the people watching the Jedward interview. Also as well as the audience watching on television in the Jedward interview, there is also a live audience in the studio which would give Norton a direct response and gives him people to address. In the radio interview Norton doesn’t have a live audience so he doesn’t get a direct response so that’s why I think he’s calmer and more relaxed. In both interviews I think that Norton doesn’t allow time for the interviewees to talk and this may come across that he’s rushing and is not thinking. In the television situation Norton interrupts Jedward so that the audiences laugh which I guess is what he is meant to do but after a while Jedward give up and just let him interrupt him. An example of when he interrupts in the radio interview when: ‘Cumberbatch: Danny was very†¦.’ ‘Norton: is this Danny Boyle?’ Also Norton continues that part of the interview to talk about himself, which I don’t think is keeping a very good rapport with Cumberbacth. After a while Cumberbatch in my opinion gives up and starts to ask Norton questions about his career; ‘Why did you give up?’ this is another example of Norton not really keeping a rapport with the interviewee. The television interview with Jedward in my opinion is much less formal and Norton behaves in a more spontaneous and lively way where as in the radio interview it’s formal and much more serious. I think that Norton in away talks down to Jeward and makes fun of them and has a patronising attitude towards them. In the radio interview Norton has much more respect for Cumberbatch and talk to him on a more level basis. The way Norton began his interview with Jedward ‘Now, anyway’ this I would say is less formal than the way Norton began his interview with Cumberbatch. In a way this is effective as this makes the interviewee feel more relaxed, this also shows how Norton is adapting himself in both situations. In the interviews I think that Norton adapts himself, in terms of his tone and pitch of his voice. In the Jedward interview his tone, is relaxed, funny and his pitch is much higher than in the Cumberbatch interview. I personally think that Norton has to change himself to fit in with Cumberbatch, as his voice is much more formal. When addressing the audience in the Jedward interview, Norton’s pitch of voice changes depending on whether he is asking a question or stating something, this shows that Norton keeps a rapport with the audience and the interviewee. An example of this is when Norton says ‘it’s not often that gets a laugh’ this is aimed at the audience and is in away make fun of Jedward. In the television interview we see that Norton has cards but at some point he puts them down, this makes us think that he is making some of it up and makes he seem more spontaneous. Obviously we can’t see what is going on in the radio interview but, I think that Norton’s speech is more fluent compared to the television interview. I think that Norton doesn’t really follow the cards in the television interview as he keeps interrupting Jedward which I assume is not on the cards. I do think that both interviews are set out correctly and follow a logical sequence of points. I also think that in the radio interview Norton speaks more articulately than in the television interview where he seems to talk in a more rushed lively way. Norton’s sentences in the radio interview are more coherent and there are fewer hesitations than in the television interview, but a reason for this could be that there can’t really be any silences in a radio interview. The layout of the two interviews are virtual the same, Norton introduces them, he asks the a few questions, Norton comments and they end the interview. I do think that Norton is too focused on getting laughs from the audience that it brings the attention away from the interviewee, which is a bad technique from Norton. Unlike the television interview Norton doesn’t have a live audience so his much more focused on the interview and sustains a better rapport with Cumberbatch than with Jedward. With both audiences to build a rapport with the audience, Norton makes jokes and he’s very sarcastic especially towards Jedward, ‘Can you go to a cashpoint and get money out?’ this is making a joke and when he says this he looks to the audience to get a laugh. Also we see that in the television interview that Norton in a way is encouraged by the audience to keep making funny comments so that the audience is more concentrated on him rather than the interviewee, this is a bad technique from Norton has its more feeding his ego and sustain a better rapport with the audience rather than the interviewee. Obviously we can’t see Norton’s body language in the radio interview but in the television one we see that his body language does co-ordinate with the situation he is in. After Norton says ‘it’s not often that gets a big cheer’ the audience immediately laugh which in a way jeers Norton on and so he continues to look at the audience instead of Jedward. I think at some points Norton looks too much at the camera and audience and this slightly decreases the rapport with Jedward, but on the other hand he’s sustains a rapport with the audience. He uses hand gestures which exaggerates what he is saying, but I think personally he’s posture is too laid back and gives an informal look. In both interviews there would be two different audiences so the reaction and how Norton tries to sustain a rapport with them would be different. In the radio interview, Norton interacts with the audience with the tone and pitch of his voice, whereas in the television interview Norton uses gestures and looks straight at the audience to get an immediate reaction. Also his volume of his voice is more prominent, in the radio interview so the audience has a connection with Norton. In the radio interview Norton’s language is more formal whereas in the television one it’s much more relaxed and Standard English so this shows that Norton does adapt himself to both situations, which is a good technique made by Norton. So, overall I think that Norton is good at adapting himself to both interviews; I do think that in the radio interview that Norton is better suited to the television interview when it’s a bit more relaxed and informal, because this suits Norton’s personality better. Norton does have a few bad techniques which include interrupting and looking at the audience too much, but he has many good techniques. Although in both interviews he uses good techniques which sustain a rapport with both the audience and the interviewees.

buy custom Revolutions in Latin America essay

buy custom Revolutions in Latin America essay Colombia has faced internal conflict for more than forty years. The conflict involves the issue of distribution of natural resources in the country. Areas that attract the fiercest conflict are those with strategic and economic significance. The armed clashes, coupled with implementation of major agricultural projects have resulted to the forceful dispossession of the native people from their lands. The end result has been prime violation of human rights, poverty and obliteration of traditional values among other damages. This article will address the fate of women and the minority groups during the recent conflict in the country. In the book, The Dispossessed, Molano presents testimonies of individual victims of displacement. He lets them give their own stories concerning the way they were displaced along side other thousands of Colombians during the conflict. Most of the displaced people are women who serve as the heads of their homes. He provides a striking glance at the social implications of the Colombian women who are deprived of their basic necessities in life (Molano, 2005, p 135). They were violently forced out of their native homes by military groups. In addition to showing the problems in Colombia, this is a symbolic representation of the state of affairs affecting most of the residents in Latin America. Although the setting of every story is in a different part of the country, they all display some commonality. The common theme is that of desolation and disillusionment For instance, Angela who is one of the narrators in the book expresses her fear towards the end of her extract, My father wants to go backhe says everything is going to be difficult here. But I do not wan to go back. (Molano, 2005, p 77). There is always needless violence which shakes and changes the protagonists in the stories. The violences makes some people to hide in the wilderness where there are no possibilities of stability. Tonito, who is another narrator in the book says I ran until I couldnt hear the screams anymore (Molano, 2005, p 105). No matter the cause of the forceful violence, the victims are always the same: women and minority ethnic groups. Ninfa shows how she was not ready to forgive the military for having killed her husband (Molano, 2005, p 135). Born in Blood and Fire Born in Blood and Fire is a book by John Chasteen, which deals with social class structures and intricate racial diversity. It further explains the political, social and economic developments that resulted to shaping Latin America. Every chapter is broken down into specific theme and the author illustrates how the theme controls and affects the lives of countries in the region and the world at large. One of the major issues that are of great interest is the way governments in Latin America have been in conflict with that of the United States (Chasteen, 2001). He also shows how the people in the high social ladder contributed to the conflict in Mexxico and Cuba. Revolutions in both countries were instigated by prominent and wealthy people in these regions. This was observed during times of crisis and therefore the prominent people took sides with the group that seemed to emerge the winner (Chasteen, 2001). Although the revolutions brought some benefits to the poor, they were hardly taken away from biting poverty. Mexican economy was strong and its political basis was evidently stable. On the other hand, Cuba had been led by one president, Fidel Castro for over five decades after he overthrew dictatorial regime in 1959. Castro was held to socialist movements and he even supported the socialist revolutions happening in the world. Due to his ideologies, the country had lost most of her trading partners and was headed for an economic crisis. During the revolutions in both countries, wealthy residents wanted to have a change of the regimes that were ruling by then (Chasteen, 2001). The United States was allied to the group that pushed for the revolutions. Yes I do agree that revolutions in both countries were instigated by prominent and wealthy people. The book is indeed a comprehensive illustration of stories of despair and hope. It spans across six countries in Latin America depicting the hardships that the residents in respective countries pass through as they progress to attain their socio-economic and political freedom (Chasteen, 2011). It demonstrates the processes of colonization and the quest for economic development as well as political and social impartiality. Buy custom Revolutions in Latin America essay

The First 30 Days of the George W. Bush Presidency

The First 30 Days of the George W. Bush Presidency Setting priorities for his first term in 1933 was easy for President Franklin D. Roosevelt. He had to save America from economic ruin. He had to at least begin to pull us out of our Great Depression. He did it, and he did it during what has now become known as his First Hundred Days† in office. On his first day in office, March 4, 1933, FDR called Congress into a special session. He then proceeded to drive a series of bills through the legislative process that reformed the U.S. banking industry, saved American agriculture and allowed for industrial recovery. At the same time, FDR wielded the executive order in creating the Civilian Conservation Corps, the Public Works Administration, and the Tennessee Valley Authority. These projects put tens of thousands of Americans back to work building dams, bridges, highways and much needed public utility systems. By the time Congress adjourned the special session on June 16, 1933, Roosevelts agenda, the New Deal, was in place. America, though still staggering, was off the mat and back in the fight. Indeed, the successes of Roosevelt’s First 100 Days gave credence to the so-called â€Å"stewardship theory† of the presidency, which contends that the President of the United States has the right, if not the duty, to do whatever best addresses the needs of the American people, within the limits of the Constitution and the law. Not all of the New Deal worked and it took World War II to finally solidify the nations economy. Yet, to this day, Americans still grade the initial performance of all new presidents against Franklin D. Roosevelts First Hundred Days. During their first hundred days, all new Presidents of the United States try to harness the carryover energy of a successful campaign by at least starting to implement the main programs and promises coming from the primaries and debates. The So-Called Honeymoon Period During some part of their first hundred days, Congress,  the press, and some of the American people generally allow new presidents a honeymoon period, during which public criticism is held to a minimum. It is during this totally unofficial and typically fleeting grace period that new presidents often try to get bills through Congress that might face more opposition later in the term. The First Thirty-or-so of the First Hundred Days of George W. Bush Following his inauguration on January 20, 2001, President George W. Bush spent the first one-third of his First 100 Days by: Getting himself and his successors  a raise in presidential salary to $400,000 a year as approved by Congress in the closing days of its last session;Reinstating  the Mexico City policy denying US aid to countries that advocate abortion as a method of family planning;Introducing  a $1.6 trillion tax cutting program to Congress;Launching  a Faith-Based Initiative to help local charitable groups;Launching  a New Freedom Initiative to help disabled Americans;Filling out  his Cabinet including the controversial appointment of John Ashcroft as Attorney General;Welcoming a pistol firing visitor to the White House;Launching renewed air strikes against expanding Iraqi air defense systems.Taking  on big labor unions in government contracting; andFinding  out that an FBI agent may have spent years spying for Russia. So, while there were no depression-busting New Deals or industry-saving reforms, the first 30 days of the presidency of George W. Bush was far from uneventful. Of course, history will show that most of the rest of his 8 years in office would be dominated by dealing with the aftermath of the September 11, 2001 terror attack a mere 9 month after his inauguration.

Eisenhower and U.S. Policy in Southeast Asia Essay

Eisenhower and U.S. Policy in Southeast Asia - Essay Example Vietnam policy under Eisenhower can be summed up with two headings. First, a reluctance to actively go to war in Vietnam using the full power of the American military attack force, in spite of the fact that Eisenhower acknowledged the Communist threat from China in Southeast Asia. This reluctance created domestic political friction within the Republican Party and cause a split between those who fiercely opposed Communism and favored full-scale war with Vietnam and Eisenhower, who held back for both external and internal reasons.Secondly, Eisenhower’s precedence led future Administrations to the focus on air attacks rather than directing the attack on land forces. Once the U.S. finally invaded militarily, this policy created initial setbacks in the war as the Vietnamese showed their superior land power that later led to the defeat and withdrawal of American forces. Because the Vietnamese were able to hide in the jungles and sustain minimal damage, air attacks were ineffective a nd the policy to send in limited land forces – a policy rooted in the Eisenhower era -- proved unwise because the strength of the Vietnamese was in their guerilla land forces and they would very clearly demonstrate to the Americans – just as they had to the French – that the Vietnamese would not be defeated on land.Eisenhower’s policy on Vietnam is best revealed by two significant events. The first event established the political framework for his policy and that was Eisenhower’s famous domino theory.... Secondly, Eisenhower's precedence led future Administrations to the focus on air attacks rather than directing the strength of the attack on land forces. Once the U.S. finally invaded militarily, this policy created initial setbacks in the war as the Vietnamese showed their superior land power that later led to the defeat and withdrawal of American forces. Because the Vietnamese were able to hide in the jungles and sustain minimal damage, air attacks were ineffective and the policy to send in limited land forces - a policy rooted in the Eisenhower era -- proved unwise because the strength of the Vietnamese was in their guerilla land forces and they would very clearly demonstrate to the Americans - just as they had to the French - that the Vietnamese would not be defeated on land. Eisenhower's policy on Vietnam is best revealed by two significant events. The first event established the political framework for his policy and that was Eisenhower's famous domino theory. The second event that revealed how his policy would be carried out is revealed in the domestic and international debate over U.S. intervention as the French were being defeated at Dienbienphu in 1954. On April 7, 1954, President Eisenhower held a press conference during which he was asked to comment "on the strategic importance of Indochina to the free world" (Williams, et al: 156). The President responded with the analogy of a "falling domino." He said, "You have a row of dominoes set up, you knock over the first one, and what will happen to the last one is the certainty that it will go over very quickly. So you could have a beginning of disintegration that would have the most profound influences." He went on to say, "But when we come to the possible sequence of events, the

Summarizing how information security Essay Example | Topics and Well Written Essays - 750 words

Summarizing how information security - Essay Example Information Security System of Citibank With Respect To CIA Triangle CIA Principle The CIA triad namely Confidentiality, Integrity and Availability can be considered as one of the simple and widely applicable security models for an organization which assures to protect all kinds of information from external threats. These three major principles are supposed to be relevant with the entire security analysis of an organization (Imperial College London, 2012). Confidentiality: Confidentiality can be acknowledged as the ability to maintain secrecy of information from unauthorized external users. It is possibly the major apparent aspect of the CIA triangle in terms of security assurance for an organization. However, this principle is frequently attacked by the external users through Cryptography and Encryption techniques in order to transfer files or information from one system to another (Imperial College London, 2012). In the context of Citibank, it has been found that the organization s eeks to implement a well-built security system in order to protect the information related to financial aspects and other banking transactions of its 200 million customers (Citigroup Inc., 2012). Integrity: According to the CIA principle, the aspect of integrity can be stated as the ability to make sure of keeping or storing data or information in an appropriate and unaffected way. It has been learnt that Citibank manages the personal data, records as well as information of each client in an appropriate manner and with the assistance of Citi Records Management Policy as well as Citi Data Management Policy. Furthermore, the organization implements advanced security processing system of each data, record or information that are collected from individual clients in terms of appropriate and secured storage capacity (Citigroup Inc., 2012). Availability: This principle of the CIA triad relates to the accessibility of transaction records or information by an appropriate and authorized user at the right time. However, various security issues with respect to accessing transactional record and information of a client by other external or unauthorized persons have been recorded. The organization is known to adopt an advanced form of process to identify the appropriate and authorized persons (Citigroup Inc., 2012). Security Policies in Citibank Citibank ensures an effective and efficient form of security policy regarding maintaining and protecting data, information or record of its individual client. In the context of information security, it can be stated that the organization strictly maintains laws and regulations in order to increase the level of protecting information from external threats. Citibank significantly pursues a formal set of rules and regulations pertaining to The Gramm-Leach-Bliley Act (GLBA) which is also known as ‘Financial Services Modernization Act of 1999.’ According to this Act, the financial service providers need to possess appropria te information security systems in order to maintain and protect the personal form of information of each client. Moreover, the regulatory Act also focuses on maintaining an effective and appropriate CIA principle with respect to the various transactions made by any financial institution

Performance Measurement System Assignment Example | Topics and Well Written Essays - 750 words

Performance Measurement System - Assignment Example Based on these explanations, it would be appreciated that using relevant data instead of convenient data for any performance-measurement system ensures that the outcome of the system will be one that directly reflects exactly what needs to be measured. For example when measuring competence of employees, their graduate scores may be convenient as these may be readily available. However, given the time elapse from time of graduation to the current state however, it would be relevant to use newly collected data about employees that reflect their current state of competence and performance. One of the major reasons most HR managers have preferred the use of convenient data over relevant data is that they find it more costly in terms of resources and time used to gather relevant data. Few (2007) however warned that there are several negative impacts that come with the use of wrong data in any organizational set up. The first challenge is that it is not possible to get the right frame of employee performance based on their current state of work. Using the same example given earlier, it could be that someone who came to the organization with first class has now relented in productivity but another who came with third class has picked up a lot of experience and thus improved in work output. When such old data which are considered convenient but wrong are used, it will be very difficult to get the true present state of performance. What is worse, there are long term direct impact of using wrong data on the organization. For example such wrong data can lead to wrong placemen t of employees, which can also lead to poor delivery of work because employees may not be conversant with placements given to them (Becker, Huselid & Ulrich, 2001). This situation could also be the cause of lower productivity, which will affect profitability and growth negatively. For any typical

Analysis of Strategies for Expansion into UK

Analysis of Strategies for Expansion into UK Introduction Research Content:- Over the last few decades, there has been a tremendous growth in the volume of business. A number of new players have entered the business world and as a result there is fierce competition making survival very difficult. Therefore it is imperative that Companies establish a sustainable competitive advantage over other competitors. One key strategy that companies have often adopted to sustain in the long term is continuous growth to become recognised brand and dominant that they can set the agenda. Thus we see huge multi-national corporate in various sectors particularly in retail, food and beverages that are dominant and sometimes act as monopolies. However, pursuing a strategy of growth simply does not mean that corporate can expand their businesses, survive and remain successful. In the past, many organisations have adopted various strategies and implemented all of them but have failed. This is because like any other strategy, growth strategies must be carefully formulated and prop erly implemented. If not, there could be severe consequences. There are many organisations particularly in the UK that are aspiring to expand their presence. However, a number of huge western based multi-nationals exist that are dominant and follow entry deterrence strategies such as patents, limit pricing, cost advantages, aggressive advertising and marketing etc, in order to prevent other organisations from taking their market share or eroding their margins. We shall study in this dissertation, the growth strategies that such emerging organisations adopt and implement to capture the markets and also see how they encounter the indirect entry barriers imposed by the giant multi-nationals. Aims Objectives The Goal of this dissertation is: to analyse the various strategies that can be composed by an organisation and the ways that they should be implemented; to list the various possible outcomes that can be achieved by an organisation with proper planning and implementation of a strategy; to study the reasons why it is important for organisations to plan and have alternative strategies Even though many companies form strategies and implement them, not all of them may succeed. So, why do companies fail to achieve their objectives with the implemented strategies. The main purpose of this research would be based on Andronicas World Of Coffee (AWOC), the way they work on the strategies they plan and the implementation process to make it a success. A Study would be done on the problem that they have faced and are facing in the present and the past while implementing their Retail business strategies to become a recognized brand. The objective is to complete the study with all the required literature review and theory which relates to strategies formulation and implementation. Analyses the reasons, motives, process and other aspects related to strategies formulation and implementation. The main objective is to have a brief study on how Andronicas- world of coffee has planned its strategy and has implemented it, in order to enter highly competitive market of coffee chains and become a leading Retailer in UK. Analysis will also be done on the performance of this organisation and the growth achieved in short span of time. The objectives that we aim to explore are given below : To Examine the strategies formulated by Andronicas- World of Coffee for establishing their retail business within UK. To analyse the different steps and ideas they used and implemented for establishing their retail business in LONDON. To find out what Andronicas- World of Coffee was and what it is now after the implementation of its formulated strategy. To study the impact of ongoing Financial crisis on Andronicas as a business. Purpose of Study:- The fast growing competition in business market has raised the need for new markets. This has inspired many small organisations to grow and provided opportunities, for which various strategy needs to be formulated. The purpose of research is on what field a company needs to concentrate and what strategy it should apply in order to enter the highly competitive market. The implementation plans of company play a vital role. Even though strategies are planned well but some companies fail during the implementation process, this is because of improper communication/ short term plans. The implementation process needs to be monitored very carefully. The purpose of the study is to identify the strategies that organisations plan and the way they try to implement it. The main aim of this study is to describe a method that can be adopted by Small medium enterprise to enter a highly competitive market that is already dominated by big market players with the Example of Andronicas -World of Coffee. Managers and leaders of companies are constantly involved into decision-making. They use different types of strategy to ensure that their business not only survives but brings profit. . Strategic ideas are relevant for all types of organization, and many of the key issues are the same although they may differ in their relative significance. All businesses in the competitive environment are affected by strategy and strategic issues if not their own, then those of the competition or the external environment[2]. Long-term strategic success requires coordination of the managers efforts and effective structure of the managerial department of the company. Introduction to the Industry Coffee makes us severe, and grave, and philosophical Jonathan Swift, 1722 Possibly the cradle of mankind, the ancient land of Abyssinia, now know as Ethiopia, is the place where coffee was born. In todays world beverages sector comprising of coffee as a sub sector is one of the key segments of the economy having extensive and forward and backward linkages with other key segments of the economy. According to the latest coffee statistics from the International Coffee Organization (ICO), we pour about 1.4 billion cups of coffee a day worldwide. In fact when we look at per capita coffee consumption, the U.K. is #22 on the list with about 5 kilograms of coffee per person per year[3]. The coffee industry has grown rapidly since the 1990s; before Starbucks emerged, people were used to drinking low quality coffee from tins. Starbucks introduced fresh coffee made from top quality beans that have excellent taste and drinks such as the caffe latte and cappuccino, which have helped to fuel the development of the coffee market into a multi million pound industry. The size of UK branded coffee chains have quadrupled from 1999 to 2004, with a current market turnover of over  £1 billion. However, Britains coffee may finally be taking a new direction. Take a walk through London and youll see a rash of trendy independent coffee houses, with blackboards boasting of freshly roasted, Fair Trade beans and organic milk. Retail sales at specialist coffee shops reached  £1 billion for the first time in 2007 and were almost  £1.2 billion in 2008. High street chains such as Costa Coffee, Starbucks and Caffe Nero are also performing well, with 890 new branches of branded coffee shops expected to open before 2012, but they are upping their game to meet our rising expectations. Jeffrey Young, of the consumer analysts Allegra Strategies, says: â€Å"Were seeing a movement to a stronger coffee palate. People say that their Starbucks is not strong enough, that Nero is stronger than their Costa. Thats something that no one was talking about ten years ago. There has been a massive revolution in coffee drinking, from drinking instant or filtered in a polystyrene cup a decade ago to espresso-based drinks made from 100 per cent Arabica beans today.† UK being an upcoming market for coffee shops, with an estimation of more than 11000 outlets opened so far and number still increasing. The total turnover of the whole coffee industry is estimated to be over  £1.63 billion for year 2009.[4] Estimations for year 2010 are expected more than 13000 coffee shops, including small, medium and independent businesses Introduction to Andronicas World of Coffee (Source: Andrew Knight) Form of Ownership: -Andronicas Coffee is a private limited company whose entire share capital is under the control and ownership of Andrew Knight. Andronicas Coffee a coffee roaster/ supplier vertically integrated, accessing green coffee at source, roasting and processing through to the point of sale, via either catering or retail industries and including the equipment required to produce the finished drink. With a 25year history of selling, serving and operating retail outlets, adopting the best of both the Seattle and European model. Focused now on trade sales identifying customers whose ideals of quality, taste and service, expectation are at the top end of the market and who see outlet expansion as the driver for their business. Promotion of our brand identity is important but secondary to the overall success and profitable growth of our business. To develop staff skills and competence to recruit to fill any gaps and to take the opportunity forward, always keeping in mind the potential property opportunity as it arises and being in a position to take it up. Maintaining our commitment to re-invest each year across marketing , new plant, product development and if appropriate acquisition i.e. office coffee service. Not to lose sight of what we have in the pursuit of what we want. Strive to do what we do better always. The company commenced business as a retailer of real coffee in the Kensington department store, Barkers in 1979. The addition of a tasting facility lead to our first conflict the restaurant manager unhappy that we should be offering a free tasting to his potential customers as they walked through the door resulted in some initial difficulty. The compromise reached with the store manager was that we could charge for our sample. This led us to operating one of the first espresso bars in London. It was popular with both the store and customers in equal measure, was extremely profitable, our rent being based on a percentage of sales and led directly to the opportunity to replicate the model at a second House of Fraser store in Londons Victoria, just 18 months after the Kensington store opened. At this time we had installed a small coffee roasting machine. This brought a multiple benefit; vertical integration, aroma at the point of sale, credibility and increased profit. When House of Fraser invited us to open a third site at Rackhams of Birmingham, it was at the banks suggestion that we should try for our own site. This led to acquiring a lease at 15 St Johns Wood High Street in 1983. We had by this time embarked on the wholesale side of coffee supply to local restaurants and with the acquisition of the lease at St Johns Wood installed a 25 kilo professional coffee roasting machine in order to become self sufficient with our coffee. We considered franchising as a possible means of further expansion. The St Johns Wood shop was the ideal coffee shop model; a catering led operation, roasting on-site, front and rear access and space for an office. By now the coffee shop offer was growing to include a lunch-time dish of the day. It was around 1988, we received the disappointing news, Barkers was to be redeveloped and all concessions were given 6 months notice to quit. Certainly this was a rude awakening, how quickly 6 months goes. So we acquired the lease of another shop nearby in Kensington Court and then had four sites, all trading in profit, each slightly different. Just as we had spare space in St Johns Wood, so too a basement in Kensington allowed for the acquisition of a proper factory packing machine, allowed us more control, independence and profitability. As we assessed a way forward at that time, the expansion of the wholesale side of the business appealed more and our view that department stores, not delicatessen shops were the place to sell real coffee to the consumer, that led us to target Harrods, Selfridges, Fortnum and Mason and Harvey Nichols. In order to access funds to finance a production facility, we had to sell the lease on one of the two London shops. The first offer was for St Johns Wood, so that sale allowed us the opportunity to put a production facility in place in a railway arch in Camberwell. The successful conclusion of the contract to supply all Harrods retail coffee resulted in the need to acquire plant machinery, printing and packaging which quickly burnt through the  £120,000 that was paid for St Johns Wood and forced the sale of the Kensington shop to give us sufficient cash flow. (The Kensington shop sale was another fascinating lesson in small business management, but not terribly relevant to this). Suffice to say, the timing of the sale was perfect and ultimately led to the opportunity to acquire the freehold of Great Eastern Street. Having successfully become the supplier to Harrods, we added the exclusive supply of coffee by catering and retail to Harvey Nichols (that was juggling) and Selfridges. Today even fifteen years later, we are still in that happy position and whilst we only supply a few fringe coffee beans to Fortnum Mason, as the family owning the store also own Twinnings, we count that as quite an achievement. Our luckiest break on the catering supply side was to supply an espresso machine and coffee to the first Cafà © Rouge also around 1989. This company went on to expand to 120 sites nationally, acquired the Dome chain and instigated the idea of a restaurant being willing to sell a cup of coffee at any time of day. A bit like Barkers, the news in 1995 that Pelican Group was acquired by Whitbread, owners of Costa Coffee, came as a disappointment. Even then it took Costa three years to take the coffee and machine contract away from us. Another major customer is AMT Espresso Bars, established in Oxford around 1993, they had two coffee carts when we discovered the operation. Here were three brothers, passionate about their business and their coffee our coffee. Today with 43 bars nationally focussed in railway stations, there coffee sales are quite remarkable, though naturally confidential. All this brings us to the point. We have helped a number of high profile customers achieve consistent record sales of real coffee our real coffee, but nobody knows, nobody has even heard of Andronicas. (Our coffee produces over 50 million cups annually). We want to continue to develop the business as it is. Continue to sell, supply and develop coffee sales in all of these customers under their brand, but additionally and to different customers we want to sell our brand. The historic and existing business being the income stream to support the next opportunity, but which must remain the primary focus, i.e. the existing business can in no way be jeopardised by the plan for the Future. Our growth might well be limited by that fact, but there is always tomorrow. Our experience and strength are bound up in a passion for the product. From the grower and processor, we import only the finest beans, anybody can say it and they all seem to, even Kenko (part of Kraft Foods) but we have seen their factory and others like it. When you grind their coffee beans they look just like mine. Statistically the UK imports very little fine coffee, so somebody is lying. As always it comes down to money. Today I can buy Arabica coffee for  £1,000 per metric tonne. We actually pay around  £1,800 per tonne so naturally we get something much, much better. It really is that simple. We can only afford to pay more because our customers have the same view, they are willing to pay more because they in turn are saying the same to their customers and so it goes. Be it retail or catering pay more, get better, pay less, get worse. It will always be easy to drive down the price; always it will be pointless. So we have the best green beans, now we have to roast them. Our processing plant is equipped to roast coffee in batches of 1, 12, 60 and 120 kilos. This flexibility is of key strength, but more important than that, immediately after roasting, our coffee is securely packed, excluding all the oxygen immediately. This is only possible with state of the art valve packaging equipment. Whether nitrogen or vacuum packed removing the oxygen is critical to the aroma, taste and life of the coffee. NB you cannot vacuum real coffee twice, it only works when freshly roasted. The public does not understand this fact at all. The third critical ingredient to great coffee we will call the barista, the person who makes the coffee. If person one, the grower, person two, the roaster have not done their job, number three cannot win. However even when one and two have done their job correctly, number three can destroy it. So coffee the nectar of the gods, requires the skill resource and commitment of at least three people to achieve greatness. Given the consumption of coffee in just the UK alone exceeds 150 million cups per day, the scale of both the challenge and the opportunity can only be marvelled at. Andronicas core skill is in understanding the variables and bringing their expertise to endeavour to help the consumer make great coffee. Be it through bars serving it by the cup or at home made by a myriad of equipment from the simple French pot, the sophisticated Italian espresso machine, a German filter system, a Turkish pot or the elegant cafetiere. Going back to the bars, todays fashion is for espresso-based drinks and the machines used to do this form an important part of the companys business model. Espresso machines used extensively in every modern catering environment are a key opportunity to develop new business and a great opportunity to build long term customer relationships, through service, maintenance, training and lead to the identified opportunity here ‘ BRANDING. Traditionally a bar serving espresso purchases beans packed in kilo bags. This is emptied into a hopper feeding the grinder; the coffee is therefore nameless. In order to identify the brand at the point of sale, the outlet might well be given china cups that bear the brand of the coffee roaster. Our idea is to change the pack from bag to tin. Instead of emptying the bag of beans, a 2-kilo tin replaces the unbranded hopper. Vacuum packed at the factory this tin allows us to identify our brand at the point of sale. The additional supply of branded cups, china or paper, and other point of sale material, to get the message across at the time the product is being consumed. This should therefore be self-financing. Accepting that our brand is of no commercial value yet, the means to achieve the trade sale is to additionally personalise the 2 kilo caddy with the clients outlet brand. In other words Andronicas Coffee at †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Our desire then is to sell our coffee to a new group of trade customers where they are keen to sell the product as Andronicas Coffee. This in itself is not difficult. Coffee is a competitive market, our history, experience and resource make it a relatively straight-forward proposition. An investment in manpower, accessories to support the offer, the process is essentially similar to our current programme. Moving beyond this, the reason for creating the brand in the first place is to get back to our retail roots and to create value in Andronicas Coffee as a brand and therefore as a business. We have already indicated that access to market in the retail arena is through supermarkets, departments stores, speciality coffee retailers or mail order. Our view is the supermarkets are not an appropriate route for our company taking account of our existing customer base, our size and brand recognition. We are established in retail through department stores and therefore any activity to promote our coffee would be like shooting yourself in the foot. Speciality coffee retailers are unlikely to support our brand and are in any event a fragmented group, which brings us to mail order. Back-tracking a moment picture a coffee salesman visiting an espresso bar. His objective is to persuade the bar owner to change coffee suppliers. Having made that change and assuming everything the salesman says is true, one would have every reason to suppose that espresso bar owner would continue to purchase a case of espresso beans every week indefinitely. That is what Andronicas does, it persuades espresso bar owners it has great coffee, will not change the blend, will deliver consistently what they require, will not change the offer, price or any fundamental. Allowing him to offer his customer the same and build his business to such an extent he may open a second espresso bar. Who is he going to call? Picture if you would just for the exercise, a salesman in a car showroom. Imagine for a minute the different objectives of both these sales people. One wants a sale now, today. The other wants a sale indefinitely. They both come from the same place, they are both going somewhere entirely different. Now back to our retail opportunity. The consumer is a little like our espresso bar owner. They want great coffee, easily accessible, at good value for money, consistently. The supermarket fulfils that need extremely well. The only thing missing is the romance. There is no romance with supermarket coffee. We might all like the coffee specialist, but we dont have the time and there is no consistency. Mail order might be able to fulfil these objectives, but the cost of finding these potential customers would be excessive. However if the offer was good and met the requirements, it is conceivable such a person could purchase one 250g tin every week, for ever more.. Just like our espresso bar owner. Buying direct from the roaster, who is also the importer, is the romance. Operationally for us this is simple. The clever or difficult part is identifying those one in ten UK coffee drinkers who really do only drink real coffee at home. Events. Picture if you would any day out you have been on. A county show, a day at the races, museums, air shows, Henley, Wimbledon. We dont even expect a great coffee and we are still disappointed. Imagine being at one of these events and being served a great cup of coffee. Yes, it is possible. Might you think I wish I could get coffee like this at home. That is where we want to get to. Serving coffee in locations, the expectation is low, making a great drink and converting the customer to a mail order user. Difficult as it may be, the beauty of the idea is they are going to pay for the tasting and so building this opportunity should be self-financing and by focussing on this avenue to the consumer, we should not alienate our existing trade customer further we are establishing the brand recognition of Andronicas Coffee to his and our benefit. Andronicas world of coffee 4th floor Harrods Knightsbridge, is a concept Gourmet Coffee shop, where Term Freshly Roasted means just that. Here green coffee beans are roasted to customers specifications in the desired quantity. Having identified, what we consider the right ingredients for the perfect coffee shop, we are focused on the other locations where the concept would be appreciated. By Easter 2010 we will have opened Andronicas World of coffee at Covent Garden, Excel East and West, and Garden Park Peterborough.[5] Structure Of dissertation:- Developing a theoretical framework incorporating a number of ideas and findings relevant to understand the factors affecting Small medium enterprise entry barriers. In Chapter two a substantial body of literature is presented about different marketing strategies and branding models. In Chapter three, the methodology used in research concerned with entering market and brand development is presented. A qualitative research is proposed with the elaboration of focus groups. The use of a guide for the moderator was needed in order to help the researcher to put the research question in parallel with the topics to probe. Also the codification technique is used to organize the information later on. Finally, Chapter four presents the findings of this dissertation, giving an explanation of what the factors influencing the marketing strategies of any small medium enterprise. It also presents a comparison between the factors extracted from different authors and the ones found in this research evoking interesting potential directions for further research. Literature Review â€Å"Perception is strong and sight weak. In strategy it is important to see distant things as if they were close and take a distant view of close things†[6] This chapter is based on brief explanation about how strategies are formed and how they are implemented for any organisation in order to become successful and survive. Strategy is one of the key elements and a major concern for any organisation for its survival in future. Here in this chapter we are trying to explain various theories and concepts that have been put forward. Why Strategy? â€Å"Like politics, strategy is the art of the possible; but few can discern what is possible†.[7] Strategy in terms of business means planning how to reach the objectives of the company and how the planning should be implemented. â€Å"Strategy is a the pattern of major objectives, purpose or goals and essential policies or plans for achieving those goals, stated in such a way as to define what business the company is in or is to be in and the kind of company it is or is to be† Andrews (1971). In simpler terms can be explained as â€Å"The strategy of the firm is the match between its internal capabilities and its external relationship. It describes how it responds to its suppliers, its customers, its competitors and the social and economic environment within it operates† Kay (1993). Andrews definition clearly identifies two different processes, formulation and implementation, and the interrelation between these two concepts. â€Å"Strategy as the determination of the basic long term goals and objectives of the enterprise and the adoption of the courses of action and allocation of resources necessary for carrying out those goals† Chandler (1962) Mainly strategy is maintained at three main levels in any organisation. Internal Resources: It means the capital and the investments in the business, employees and their skill sets are resources for the company. To make most of these resources a proper strategy needs to be implemented, and that helps organisations to make most of the resources and that helps to survive and stay in the market. External environment within which the organisation operates: Environment means every aspect external to the organisations. Its not only the economic and political situations but also competitors, customers and suppliers. Organisations need to develop strategies that are best suited to their strengths and weaknesses in relation to the environment in which they are operating. According to Mintzberg H (1987) Environment is so uncertain, particularly in global level, that it may be impossible to plan a long term strategy. This may need to be crafted, i.e. built up gradually through a learning process involving experimentation. Strategies need to be devised to cope with such difficulties The ability of the organisation to add value to what it is doing presently: To ensure long term survival an organisation must take the supplies it brings in, add value to these through its operation and then deliver its output to the customer. The purpose of the strategy is to bring about the conditions under which the organisation is able to create this vital additional value. The strategy that is formulated should also ensure that the organisation adapts the changing circumstances. Strategy of a business is in cooperation with art and a science. Particular strategy will not be appropriate for all the cases. Small and medium companies coming into existence has increased substantially over a period of time. Marketing situation is completely different in small to medium enterprise then larger corporations. Gilmore, Carson and Grant (2001) use the limitations for companies to explain the differences. The limitations are capital, time, marketing knowledge and limited impact on the market place. Marketing strategy in terms of small and medium firms is lot different than multinational and larger firms. According to Gilmore (2001) marketing is casual, amorphous, reflex, and is build in the lead and in compliance to industry norm. Small and medium sized organisations are a very diverse faction. The strength of the company does not decide the purpose and goals of the organisation. This wide range of Small medium organisations can be categorised hooked on three groups Child-, Dwarf- , and pygmy- companies Brytting(1998). This categorization is done on the foundation of organisations ambitions and potential of expansion. Child companies are undersized because they are newly taking place. These companies are on the rise, resolve with time and the right resources increase beyond their present size. Dwarf companies are small because of internal issues. A dwarf company is disabled with its undersized manpower. This type of business needs to develop or else reshuffle in order to be ready for action. Pygmy companies are small because that is most suitable size. Pygmy companies are small because they dont try to grow. They are cost-effective and economical in their current size. Growth is generally qualitative because organisational expansion is not attractive. According to Bryttings (1998) categories give three reasons to give explanation why a company is small. The company is small because it is a new entrant, some is wrong with in the organisation or, it is designed to be small. In marketing a niche brand is strong within its market division, but small in unconditional terms (Doyle 1990). Companies that come under this category can be highly cost-effective without a large share of the market. According to Doyle (1990) it is possible for a small or medium company to receive comparatively better returns on investment then ratio then rest of the market leaders. Bergvall (2001) explains the fact how small and medium sized companies can be successful in their own markets. A small company is more supple and are innovative as they are physically more closer to customers/ market (Bergvall 2001) .Smaller organisations are have a flatter structure in size, that makes decision making process simpler. In current management view, marketplace is captured by communication and exchange of assets involving network partners (Norman Ramirez1998). Drucker (1974), the honoured management guru said â€Å"doing things right,† or efficiently, could not save the company when it was not â€Å"doing the right things† Both operations and strategic management must be done well to be successful, to gain and maintain a competitive advantage. When the world is changing, managers need to share some common view in the new world. Otherwise, decentralized strategic decisions will result in management anarchy. Strategy has both pros and cons: Strategy sets trend: At present this statement has uniformly advantages and disadvantages. The key function of the strategy is to map the road of a business in order to find the approach cohesively all the way through the situation. But the drawback is that occasionally strategic decision can also serve as a set of blinders to hide potential dangers. Strategy focuses effort: Strategy tries to build and promotes team work in an organisation, lacking strategy it can happen that the employees start running in different directions. The drawback on this is faction arises when attempt is too carefully determined, that results in avoid Analysis of Strategies for Expansion into UK Analysis of Strategies for Expansion into UK Introduction Research Content:- Over the last few decades, there has been a tremendous growth in the volume of business. A number of new players have entered the business world and as a result there is fierce competition making survival very difficult. Therefore it is imperative that Companies establish a sustainable competitive advantage over other competitors. One key strategy that companies have often adopted to sustain in the long term is continuous growth to become recognised brand and dominant that they can set the agenda. Thus we see huge multi-national corporate in various sectors particularly in retail, food and beverages that are dominant and sometimes act as monopolies. However, pursuing a strategy of growth simply does not mean that corporate can expand their businesses, survive and remain successful. In the past, many organisations have adopted various strategies and implemented all of them but have failed. This is because like any other strategy, growth strategies must be carefully formulated and prop erly implemented. If not, there could be severe consequences. There are many organisations particularly in the UK that are aspiring to expand their presence. However, a number of huge western based multi-nationals exist that are dominant and follow entry deterrence strategies such as patents, limit pricing, cost advantages, aggressive advertising and marketing etc, in order to prevent other organisations from taking their market share or eroding their margins. We shall study in this dissertation, the growth strategies that such emerging organisations adopt and implement to capture the markets and also see how they encounter the indirect entry barriers imposed by the giant multi-nationals. Aims Objectives The Goal of this dissertation is: to analyse the various strategies that can be composed by an organisation and the ways that they should be implemented; to list the various possible outcomes that can be achieved by an organisation with proper planning and implementation of a strategy; to study the reasons why it is important for organisations to plan and have alternative strategies Even though many companies form strategies and implement them, not all of them may succeed. So, why do companies fail to achieve their objectives with the implemented strategies. The main purpose of this research would be based on Andronicas World Of Coffee (AWOC), the way they work on the strategies they plan and the implementation process to make it a success. A Study would be done on the problem that they have faced and are facing in the present and the past while implementing their Retail business strategies to become a recognized brand. The objective is to complete the study with all the required literature review and theory which relates to strategies formulation and implementation. Analyses the reasons, motives, process and other aspects related to strategies formulation and implementation. The main objective is to have a brief study on how Andronicas- world of coffee has planned its strategy and has implemented it, in order to enter highly competitive market of coffee chains and become a leading Retailer in UK. Analysis will also be done on the performance of this organisation and the growth achieved in short span of time. The objectives that we aim to explore are given below : To Examine the strategies formulated by Andronicas- World of Coffee for establishing their retail business within UK. To analyse the different steps and ideas they used and implemented for establishing their retail business in LONDON. To find out what Andronicas- World of Coffee was and what it is now after the implementation of its formulated strategy. To study the impact of ongoing Financial crisis on Andronicas as a business. Purpose of Study:- The fast growing competition in business market has raised the need for new markets. This has inspired many small organisations to grow and provided opportunities, for which various strategy needs to be formulated. The purpose of research is on what field a company needs to concentrate and what strategy it should apply in order to enter the highly competitive market. The implementation plans of company play a vital role. Even though strategies are planned well but some companies fail during the implementation process, this is because of improper communication/ short term plans. The implementation process needs to be monitored very carefully. The purpose of the study is to identify the strategies that organisations plan and the way they try to implement it. The main aim of this study is to describe a method that can be adopted by Small medium enterprise to enter a highly competitive market that is already dominated by big market players with the Example of Andronicas -World of Coffee. Managers and leaders of companies are constantly involved into decision-making. They use different types of strategy to ensure that their business not only survives but brings profit. . Strategic ideas are relevant for all types of organization, and many of the key issues are the same although they may differ in their relative significance. All businesses in the competitive environment are affected by strategy and strategic issues if not their own, then those of the competition or the external environment[2]. Long-term strategic success requires coordination of the managers efforts and effective structure of the managerial department of the company. Introduction to the Industry Coffee makes us severe, and grave, and philosophical Jonathan Swift, 1722 Possibly the cradle of mankind, the ancient land of Abyssinia, now know as Ethiopia, is the place where coffee was born. In todays world beverages sector comprising of coffee as a sub sector is one of the key segments of the economy having extensive and forward and backward linkages with other key segments of the economy. According to the latest coffee statistics from the International Coffee Organization (ICO), we pour about 1.4 billion cups of coffee a day worldwide. In fact when we look at per capita coffee consumption, the U.K. is #22 on the list with about 5 kilograms of coffee per person per year[3]. The coffee industry has grown rapidly since the 1990s; before Starbucks emerged, people were used to drinking low quality coffee from tins. Starbucks introduced fresh coffee made from top quality beans that have excellent taste and drinks such as the caffe latte and cappuccino, which have helped to fuel the development of the coffee market into a multi million pound industry. The size of UK branded coffee chains have quadrupled from 1999 to 2004, with a current market turnover of over  £1 billion. However, Britains coffee may finally be taking a new direction. Take a walk through London and youll see a rash of trendy independent coffee houses, with blackboards boasting of freshly roasted, Fair Trade beans and organic milk. Retail sales at specialist coffee shops reached  £1 billion for the first time in 2007 and were almost  £1.2 billion in 2008. High street chains such as Costa Coffee, Starbucks and Caffe Nero are also performing well, with 890 new branches of branded coffee shops expected to open before 2012, but they are upping their game to meet our rising expectations. Jeffrey Young, of the consumer analysts Allegra Strategies, says: â€Å"Were seeing a movement to a stronger coffee palate. People say that their Starbucks is not strong enough, that Nero is stronger than their Costa. Thats something that no one was talking about ten years ago. There has been a massive revolution in coffee drinking, from drinking instant or filtered in a polystyrene cup a decade ago to espresso-based drinks made from 100 per cent Arabica beans today.† UK being an upcoming market for coffee shops, with an estimation of more than 11000 outlets opened so far and number still increasing. The total turnover of the whole coffee industry is estimated to be over  £1.63 billion for year 2009.[4] Estimations for year 2010 are expected more than 13000 coffee shops, including small, medium and independent businesses Introduction to Andronicas World of Coffee (Source: Andrew Knight) Form of Ownership: -Andronicas Coffee is a private limited company whose entire share capital is under the control and ownership of Andrew Knight. Andronicas Coffee a coffee roaster/ supplier vertically integrated, accessing green coffee at source, roasting and processing through to the point of sale, via either catering or retail industries and including the equipment required to produce the finished drink. With a 25year history of selling, serving and operating retail outlets, adopting the best of both the Seattle and European model. Focused now on trade sales identifying customers whose ideals of quality, taste and service, expectation are at the top end of the market and who see outlet expansion as the driver for their business. Promotion of our brand identity is important but secondary to the overall success and profitable growth of our business. To develop staff skills and competence to recruit to fill any gaps and to take the opportunity forward, always keeping in mind the potential property opportunity as it arises and being in a position to take it up. Maintaining our commitment to re-invest each year across marketing , new plant, product development and if appropriate acquisition i.e. office coffee service. Not to lose sight of what we have in the pursuit of what we want. Strive to do what we do better always. The company commenced business as a retailer of real coffee in the Kensington department store, Barkers in 1979. The addition of a tasting facility lead to our first conflict the restaurant manager unhappy that we should be offering a free tasting to his potential customers as they walked through the door resulted in some initial difficulty. The compromise reached with the store manager was that we could charge for our sample. This led us to operating one of the first espresso bars in London. It was popular with both the store and customers in equal measure, was extremely profitable, our rent being based on a percentage of sales and led directly to the opportunity to replicate the model at a second House of Fraser store in Londons Victoria, just 18 months after the Kensington store opened. At this time we had installed a small coffee roasting machine. This brought a multiple benefit; vertical integration, aroma at the point of sale, credibility and increased profit. When House of Fraser invited us to open a third site at Rackhams of Birmingham, it was at the banks suggestion that we should try for our own site. This led to acquiring a lease at 15 St Johns Wood High Street in 1983. We had by this time embarked on the wholesale side of coffee supply to local restaurants and with the acquisition of the lease at St Johns Wood installed a 25 kilo professional coffee roasting machine in order to become self sufficient with our coffee. We considered franchising as a possible means of further expansion. The St Johns Wood shop was the ideal coffee shop model; a catering led operation, roasting on-site, front and rear access and space for an office. By now the coffee shop offer was growing to include a lunch-time dish of the day. It was around 1988, we received the disappointing news, Barkers was to be redeveloped and all concessions were given 6 months notice to quit. Certainly this was a rude awakening, how quickly 6 months goes. So we acquired the lease of another shop nearby in Kensington Court and then had four sites, all trading in profit, each slightly different. Just as we had spare space in St Johns Wood, so too a basement in Kensington allowed for the acquisition of a proper factory packing machine, allowed us more control, independence and profitability. As we assessed a way forward at that time, the expansion of the wholesale side of the business appealed more and our view that department stores, not delicatessen shops were the place to sell real coffee to the consumer, that led us to target Harrods, Selfridges, Fortnum and Mason and Harvey Nichols. In order to access funds to finance a production facility, we had to sell the lease on one of the two London shops. The first offer was for St Johns Wood, so that sale allowed us the opportunity to put a production facility in place in a railway arch in Camberwell. The successful conclusion of the contract to supply all Harrods retail coffee resulted in the need to acquire plant machinery, printing and packaging which quickly burnt through the  £120,000 that was paid for St Johns Wood and forced the sale of the Kensington shop to give us sufficient cash flow. (The Kensington shop sale was another fascinating lesson in small business management, but not terribly relevant to this). Suffice to say, the timing of the sale was perfect and ultimately led to the opportunity to acquire the freehold of Great Eastern Street. Having successfully become the supplier to Harrods, we added the exclusive supply of coffee by catering and retail to Harvey Nichols (that was juggling) and Selfridges. Today even fifteen years later, we are still in that happy position and whilst we only supply a few fringe coffee beans to Fortnum Mason, as the family owning the store also own Twinnings, we count that as quite an achievement. Our luckiest break on the catering supply side was to supply an espresso machine and coffee to the first Cafà © Rouge also around 1989. This company went on to expand to 120 sites nationally, acquired the Dome chain and instigated the idea of a restaurant being willing to sell a cup of coffee at any time of day. A bit like Barkers, the news in 1995 that Pelican Group was acquired by Whitbread, owners of Costa Coffee, came as a disappointment. Even then it took Costa three years to take the coffee and machine contract away from us. Another major customer is AMT Espresso Bars, established in Oxford around 1993, they had two coffee carts when we discovered the operation. Here were three brothers, passionate about their business and their coffee our coffee. Today with 43 bars nationally focussed in railway stations, there coffee sales are quite remarkable, though naturally confidential. All this brings us to the point. We have helped a number of high profile customers achieve consistent record sales of real coffee our real coffee, but nobody knows, nobody has even heard of Andronicas. (Our coffee produces over 50 million cups annually). We want to continue to develop the business as it is. Continue to sell, supply and develop coffee sales in all of these customers under their brand, but additionally and to different customers we want to sell our brand. The historic and existing business being the income stream to support the next opportunity, but which must remain the primary focus, i.e. the existing business can in no way be jeopardised by the plan for the Future. Our growth might well be limited by that fact, but there is always tomorrow. Our experience and strength are bound up in a passion for the product. From the grower and processor, we import only the finest beans, anybody can say it and they all seem to, even Kenko (part of Kraft Foods) but we have seen their factory and others like it. When you grind their coffee beans they look just like mine. Statistically the UK imports very little fine coffee, so somebody is lying. As always it comes down to money. Today I can buy Arabica coffee for  £1,000 per metric tonne. We actually pay around  £1,800 per tonne so naturally we get something much, much better. It really is that simple. We can only afford to pay more because our customers have the same view, they are willing to pay more because they in turn are saying the same to their customers and so it goes. Be it retail or catering pay more, get better, pay less, get worse. It will always be easy to drive down the price; always it will be pointless. So we have the best green beans, now we have to roast them. Our processing plant is equipped to roast coffee in batches of 1, 12, 60 and 120 kilos. This flexibility is of key strength, but more important than that, immediately after roasting, our coffee is securely packed, excluding all the oxygen immediately. This is only possible with state of the art valve packaging equipment. Whether nitrogen or vacuum packed removing the oxygen is critical to the aroma, taste and life of the coffee. NB you cannot vacuum real coffee twice, it only works when freshly roasted. The public does not understand this fact at all. The third critical ingredient to great coffee we will call the barista, the person who makes the coffee. If person one, the grower, person two, the roaster have not done their job, number three cannot win. However even when one and two have done their job correctly, number three can destroy it. So coffee the nectar of the gods, requires the skill resource and commitment of at least three people to achieve greatness. Given the consumption of coffee in just the UK alone exceeds 150 million cups per day, the scale of both the challenge and the opportunity can only be marvelled at. Andronicas core skill is in understanding the variables and bringing their expertise to endeavour to help the consumer make great coffee. Be it through bars serving it by the cup or at home made by a myriad of equipment from the simple French pot, the sophisticated Italian espresso machine, a German filter system, a Turkish pot or the elegant cafetiere. Going back to the bars, todays fashion is for espresso-based drinks and the machines used to do this form an important part of the companys business model. Espresso machines used extensively in every modern catering environment are a key opportunity to develop new business and a great opportunity to build long term customer relationships, through service, maintenance, training and lead to the identified opportunity here ‘ BRANDING. Traditionally a bar serving espresso purchases beans packed in kilo bags. This is emptied into a hopper feeding the grinder; the coffee is therefore nameless. In order to identify the brand at the point of sale, the outlet might well be given china cups that bear the brand of the coffee roaster. Our idea is to change the pack from bag to tin. Instead of emptying the bag of beans, a 2-kilo tin replaces the unbranded hopper. Vacuum packed at the factory this tin allows us to identify our brand at the point of sale. The additional supply of branded cups, china or paper, and other point of sale material, to get the message across at the time the product is being consumed. This should therefore be self-financing. Accepting that our brand is of no commercial value yet, the means to achieve the trade sale is to additionally personalise the 2 kilo caddy with the clients outlet brand. In other words Andronicas Coffee at †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Our desire then is to sell our coffee to a new group of trade customers where they are keen to sell the product as Andronicas Coffee. This in itself is not difficult. Coffee is a competitive market, our history, experience and resource make it a relatively straight-forward proposition. An investment in manpower, accessories to support the offer, the process is essentially similar to our current programme. Moving beyond this, the reason for creating the brand in the first place is to get back to our retail roots and to create value in Andronicas Coffee as a brand and therefore as a business. We have already indicated that access to market in the retail arena is through supermarkets, departments stores, speciality coffee retailers or mail order. Our view is the supermarkets are not an appropriate route for our company taking account of our existing customer base, our size and brand recognition. We are established in retail through department stores and therefore any activity to promote our coffee would be like shooting yourself in the foot. Speciality coffee retailers are unlikely to support our brand and are in any event a fragmented group, which brings us to mail order. Back-tracking a moment picture a coffee salesman visiting an espresso bar. His objective is to persuade the bar owner to change coffee suppliers. Having made that change and assuming everything the salesman says is true, one would have every reason to suppose that espresso bar owner would continue to purchase a case of espresso beans every week indefinitely. That is what Andronicas does, it persuades espresso bar owners it has great coffee, will not change the blend, will deliver consistently what they require, will not change the offer, price or any fundamental. Allowing him to offer his customer the same and build his business to such an extent he may open a second espresso bar. Who is he going to call? Picture if you would just for the exercise, a salesman in a car showroom. Imagine for a minute the different objectives of both these sales people. One wants a sale now, today. The other wants a sale indefinitely. They both come from the same place, they are both going somewhere entirely different. Now back to our retail opportunity. The consumer is a little like our espresso bar owner. They want great coffee, easily accessible, at good value for money, consistently. The supermarket fulfils that need extremely well. The only thing missing is the romance. There is no romance with supermarket coffee. We might all like the coffee specialist, but we dont have the time and there is no consistency. Mail order might be able to fulfil these objectives, but the cost of finding these potential customers would be excessive. However if the offer was good and met the requirements, it is conceivable such a person could purchase one 250g tin every week, for ever more.. Just like our espresso bar owner. Buying direct from the roaster, who is also the importer, is the romance. Operationally for us this is simple. The clever or difficult part is identifying those one in ten UK coffee drinkers who really do only drink real coffee at home. Events. Picture if you would any day out you have been on. A county show, a day at the races, museums, air shows, Henley, Wimbledon. We dont even expect a great coffee and we are still disappointed. Imagine being at one of these events and being served a great cup of coffee. Yes, it is possible. Might you think I wish I could get coffee like this at home. That is where we want to get to. Serving coffee in locations, the expectation is low, making a great drink and converting the customer to a mail order user. Difficult as it may be, the beauty of the idea is they are going to pay for the tasting and so building this opportunity should be self-financing and by focussing on this avenue to the consumer, we should not alienate our existing trade customer further we are establishing the brand recognition of Andronicas Coffee to his and our benefit. Andronicas world of coffee 4th floor Harrods Knightsbridge, is a concept Gourmet Coffee shop, where Term Freshly Roasted means just that. Here green coffee beans are roasted to customers specifications in the desired quantity. Having identified, what we consider the right ingredients for the perfect coffee shop, we are focused on the other locations where the concept would be appreciated. By Easter 2010 we will have opened Andronicas World of coffee at Covent Garden, Excel East and West, and Garden Park Peterborough.[5] Structure Of dissertation:- Developing a theoretical framework incorporating a number of ideas and findings relevant to understand the factors affecting Small medium enterprise entry barriers. In Chapter two a substantial body of literature is presented about different marketing strategies and branding models. In Chapter three, the methodology used in research concerned with entering market and brand development is presented. A qualitative research is proposed with the elaboration of focus groups. The use of a guide for the moderator was needed in order to help the researcher to put the research question in parallel with the topics to probe. Also the codification technique is used to organize the information later on. Finally, Chapter four presents the findings of this dissertation, giving an explanation of what the factors influencing the marketing strategies of any small medium enterprise. It also presents a comparison between the factors extracted from different authors and the ones found in this research evoking interesting potential directions for further research. Literature Review â€Å"Perception is strong and sight weak. In strategy it is important to see distant things as if they were close and take a distant view of close things†[6] This chapter is based on brief explanation about how strategies are formed and how they are implemented for any organisation in order to become successful and survive. Strategy is one of the key elements and a major concern for any organisation for its survival in future. Here in this chapter we are trying to explain various theories and concepts that have been put forward. Why Strategy? â€Å"Like politics, strategy is the art of the possible; but few can discern what is possible†.[7] Strategy in terms of business means planning how to reach the objectives of the company and how the planning should be implemented. â€Å"Strategy is a the pattern of major objectives, purpose or goals and essential policies or plans for achieving those goals, stated in such a way as to define what business the company is in or is to be in and the kind of company it is or is to be† Andrews (1971). In simpler terms can be explained as â€Å"The strategy of the firm is the match between its internal capabilities and its external relationship. It describes how it responds to its suppliers, its customers, its competitors and the social and economic environment within it operates† Kay (1993). Andrews definition clearly identifies two different processes, formulation and implementation, and the interrelation between these two concepts. â€Å"Strategy as the determination of the basic long term goals and objectives of the enterprise and the adoption of the courses of action and allocation of resources necessary for carrying out those goals† Chandler (1962) Mainly strategy is maintained at three main levels in any organisation. Internal Resources: It means the capital and the investments in the business, employees and their skill sets are resources for the company. To make most of these resources a proper strategy needs to be implemented, and that helps organisations to make most of the resources and that helps to survive and stay in the market. External environment within which the organisation operates: Environment means every aspect external to the organisations. Its not only the economic and political situations but also competitors, customers and suppliers. Organisations need to develop strategies that are best suited to their strengths and weaknesses in relation to the environment in which they are operating. According to Mintzberg H (1987) Environment is so uncertain, particularly in global level, that it may be impossible to plan a long term strategy. This may need to be crafted, i.e. built up gradually through a learning process involving experimentation. Strategies need to be devised to cope with such difficulties The ability of the organisation to add value to what it is doing presently: To ensure long term survival an organisation must take the supplies it brings in, add value to these through its operation and then deliver its output to the customer. The purpose of the strategy is to bring about the conditions under which the organisation is able to create this vital additional value. The strategy that is formulated should also ensure that the organisation adapts the changing circumstances. Strategy of a business is in cooperation with art and a science. Particular strategy will not be appropriate for all the cases. Small and medium companies coming into existence has increased substantially over a period of time. Marketing situation is completely different in small to medium enterprise then larger corporations. Gilmore, Carson and Grant (2001) use the limitations for companies to explain the differences. The limitations are capital, time, marketing knowledge and limited impact on the market place. Marketing strategy in terms of small and medium firms is lot different than multinational and larger firms. According to Gilmore (2001) marketing is casual, amorphous, reflex, and is build in the lead and in compliance to industry norm. Small and medium sized organisations are a very diverse faction. The strength of the company does not decide the purpose and goals of the organisation. This wide range of Small medium organisations can be categorised hooked on three groups Child-, Dwarf- , and pygmy- companies Brytting(1998). This categorization is done on the foundation of organisations ambitions and potential of expansion. Child companies are undersized because they are newly taking place. These companies are on the rise, resolve with time and the right resources increase beyond their present size. Dwarf companies are small because of internal issues. A dwarf company is disabled with its undersized manpower. This type of business needs to develop or else reshuffle in order to be ready for action. Pygmy companies are small because that is most suitable size. Pygmy companies are small because they dont try to grow. They are cost-effective and economical in their current size. Growth is generally qualitative because organisational expansion is not attractive. According to Bryttings (1998) categories give three reasons to give explanation why a company is small. The company is small because it is a new entrant, some is wrong with in the organisation or, it is designed to be small. In marketing a niche brand is strong within its market division, but small in unconditional terms (Doyle 1990). Companies that come under this category can be highly cost-effective without a large share of the market. According to Doyle (1990) it is possible for a small or medium company to receive comparatively better returns on investment then ratio then rest of the market leaders. Bergvall (2001) explains the fact how small and medium sized companies can be successful in their own markets. A small company is more supple and are innovative as they are physically more closer to customers/ market (Bergvall 2001) .Smaller organisations are have a flatter structure in size, that makes decision making process simpler. In current management view, marketplace is captured by communication and exchange of assets involving network partners (Norman Ramirez1998). Drucker (1974), the honoured management guru said â€Å"doing things right,† or efficiently, could not save the company when it was not â€Å"doing the right things† Both operations and strategic management must be done well to be successful, to gain and maintain a competitive advantage. When the world is changing, managers need to share some common view in the new world. Otherwise, decentralized strategic decisions will result in management anarchy. Strategy has both pros and cons: Strategy sets trend: At present this statement has uniformly advantages and disadvantages. The key function of the strategy is to map the road of a business in order to find the approach cohesively all the way through the situation. But the drawback is that occasionally strategic decision can also serve as a set of blinders to hide potential dangers. Strategy focuses effort: Strategy tries to build and promotes team work in an organisation, lacking strategy it can happen that the employees start running in different directions. The drawback on this is faction arises when attempt is too carefully determined, that results in avoid