The Natural Harmony of Organic Architecture

The Natural Harmony of Organic Architecture Organic Architecture is a term that American architect Frank Lloyd Wright (1867-1959) used to describe his environmentally integrated approach to architectural design. The philosophy grew from the ideas of Wrights mentor, Louis Sullivan, who believed that form follows function. Wright argued that form and function are one. Author Jà ³sean Figueroa argues that Wrights philosophy grew from the American Transcendentalism of Ralph Waldo Emerson. Organic architecture strives to unify space, to blend interiors and exteriors, and create a harmonic built environment not separate or dominant from nature but as a unified whole. Frank Lloyd Wrights own homes, Taliesin in Spring Green, Wisconsin and Taliesin West in Arizona, exemplify the architects theories of organic architecture and lifestyle Wright was not concerned with architectural style, because he believed that every building should grow naturally from its environment. Nevertheless, Wrights architectural elements found in the prairie house - overhanging eaves, clerestory windows, one-story rambling open floor plans - are elements found in many of Wrights designs. In Spring Green, the structure Wright designed that is now the Taliesin Visitors Center is like a bridge or a dock on the Wisconsin River: the roofline of Taliesin West follows the Arizona hills, stepping in downward paths toward pools of liquid desert. Wrights architecture seeks harmony with the land, be it desert or prairie. Definition of Organic Architecture A philosophy of architectural design, emerging in the early 20th cent., asserting that in structure and appearance a building should be based on organic forms and should harmonize with its natural environment. - Dictionary of Architecture and Construction Modernist Approaches to Organic Design In the last half of the twentieth century, Modernist architects took the concept of organic architecture to new heights. By using new forms of concrete and cantilever trusses, architects could create swooping arches without visible beams or pillars. Parque Gà ¼ell and many other works by the Spanish Antoni Gaudà ­ have been called organic. Modern organic buildings are never linear or rigidly geometric. Instead, wavy lines and curved shapes suggest natural forms. Classic examples of modernist approaches to organic architecture include the Sydney Opera House by Danish architect Jà ¸rn Utzon and the Dulles International Airport with its swooping, wing-like roofs by Finnish architect Eero Saarinen. Modern approaches are less concerned with integrating architecture within the surrounding environment as did Frank Lloyd Wright. The World Trade Center Transportation Hub by Spanish architect Santiago Calatrava may well represent a modernist approach to organic architecture. The white-winged Oculus is an organic form in the center of a new complex of towers, and memorial pools, is how Architectural Digest described it, at the sites of the two that fell in 2001. Taliesin as Organic Architecture Wrights ancestry was Welsh, and Taliesin is a Welsh word. Taliesin, a Druid, was a member of King Arthurs Round Table, Wright has said. It means shining brow and this place now called Taliesin is built like a brow on the edge of the hill, not on top of the hill because I believe you should never build on top of anything directly. If you build on top of the hill, you lose the hill. If you build on one side of the top, you have the hill and the eminence that you desire. You see? Well, Taliesin is a brow like that. Houses should not be boxes set together row on row. If a house is to be architecture, it must become a natural part of the landscape. The land is the simplest form of architecture, wrote Frank Lloyd Wright. Both Taliesin properties are organic because their designs adapt to the environment. Horizontal lines mimic the horizontal range of hills and shoreline. The slope of a roof mimics the slope of the land. If you cant get to tour the Wright homes in Wisconsin and Arizona, perhaps a short trip to southern  Pennsylvania would illuminate the nature of organic architecture. Many people have heard of Fallingwater, the private home nestled on top of a hillside stream. Through the use of modern materials - steel and glass - cantilever construction enabled the structure to appear like smooth concrete stones skipping along the Bear Run waterfalls. Very near Fallingwater, another Wright-designed home, Kentuck Knob, may be more landlocked than its neighbor, yet the roof almost becomes the forest floor as one walks around the house. These two homes alone exemplify organic architecture and construction at Wrights best. So here I stand before you preaching organic architecture: declaring organic architecture to be the modern ideal and the teaching so much needed if we are to see the whole of life, and to now serve the whole of life, holding no traditions essential to the great TRADITION. Nor cherishing any preconceived form fixing upon us either past, present or future, but - instead - exalting the simple laws of common sense  - or of super-sense if you prefer - determining form by way of the nature of materials... - Frank Lloyd Wright, An Organic Architecture, 1939 Sources The Philosophy of Organic Architecture by Jà ³sean Figueroa,  CreateSpace Independent Publishing Platform, 2014Organic Architecture: The Other Modernism by Alan Hess, Gibbs Smith, 2006New Organic Architecture: The Breaking Wave by David Pearson, University of California Press; 2001The Future of Architecture by Frank Lloyd Wright, New American Library, Horizon Press, 1953, pp. 21, 41Dictionary of Architecture and Construction edited by Cyril M Harris, McGraw-Hill, 1975, pp. 340-341Santiago Calatrava Explains How He Designed the Oculus For Future Generations by Elizabeth Fazzare, Architectural Digest online posted October 24, 2017, https://www.architecturaldigest.com/story/santiago-calatrava-explains-designed-oculus-for-future-generations

All In One Social Media App What Makes CoSchedule the Best

All In One Social Media App What Makes the Best Managing your social media is†¦ well, it isn’t easy. At first it seems like it should take way less  time than a blog or email†¦ But it actually is a MAJOR time suck. First, you have to plan out all your posts Which includes spending time trying to pinpoint the BEST time to publish  your content based on your audience while still making sure you don’t have any gaps in your schedule. Next, you spend a large amount of time creating + curating your social media content†¦ only for it to drop into social media oblivion (a.k.a the very bottom of a newsfeed) just hours or even minutes  after it’s posted. *insert tiny sobs here* ^^#reallife This doesn’t even take into consideration all the social networks (and every associated username and password) you have to manage in that packed spreadsheet of yours. And to make matters worse†¦ After you’ve already spent all that time creating and posting your content†¦ taking any extra time (if you have any) to measure the effectiveness + reach of your social media feels SUPER tedious. And very un-fun. Because your marketing plan is more than just social media.

Academic Goals and Interest in Public Administration Personal Statement

Academic Goals and Interest in Public Administration - Personal Statement Example I have observed older family members who have chosen this path, and I can see that those who study hard are able to make a much bigger contribution to their organization. I would like to be an employee who makes a difference, and not just one who puts in regular hours and takes a salary without adding much to the lives of others. I also like teamwork, and this is another reason why Public Administration is a good choice for me. I am looking forward to learning more about the theories that have been devised to explain the way that organizations should be run and I have a particular interest in human resource management (HRM). As a person, I am very concerned about the need for people to be treated fairly, whether they are employees or clients. I know that it is difficult to balance operational and human needs and this something that I think our country needs to improve. Everyone should have the same right to assistance with official processes when they need it, and our public organizations are there to make this happen. If I were to be accepted to study Public Administration then I hope that in about ten years’ time I will be an office manager with a happy team of workers who deliver excellent services to the public. I realize that I have a long way to go before I reach this goal, but I am hard working and committed to achieving this long term personal goal.

Change Management - individual Assignment Example | Topics and Well Written Essays - 2250 words

Change Management - individual - Assignment Example Moreover, constant technological innovations and globalizations results in a constantly evolving business environment. Phenomena such as the mobile adaptability and the social media have created many revolutions in business and the resultant effects is the ever increasing desire for change, and hence change management. The perspectives of managing change held by major change agents studied in my group case study Change management in any organization or work place is one of the important areas that should be taken into account for the overall change in the mode of operations. Aside from the overall change management in any workplace, we came up with perspectives in our group case study on management of change that incorporates many factors and boils down many assumptions into a simple basic pattern of thoughts. These I believe would have some implications in the future of the organization. To begin with, for the change to be effected in any organization it should start with the person al change management of the leader or the manager before it is adopted by other employees in the organization. But it is of great importance that the perspective in change management and recognition of the others points of view are paramount for them also to adopt the assumptions of their leader (Elearn Limited (Great Britain) 2007). Secondly, according to Green (2007), it is always important to think the worthiness of the change enforcement before executing it. This is because most employees tend to be more effective when allowed to finish the tasks assigned in their own unique ways. However, this is not the case in many organizations. Many of them have laid down procedures where work has to be done according to the rules of the book. For instance, in the manufacturing line, there are processes that cannot be replaced by any other way apart from the laid down procedure. Therefore, this calls for caution before adopting change. Thirdly, it is of high importance as the manager to alw ays remember that change does not occur overnight. People differ in their management styles and therefore the differences are portrayed differently. Some managers when coping with change are more methodical while some managers can adapt at a notice of a moment. Therefore, managers need to evaluate themselves and find their own way of adapting to change (Pugh 2007). Finally, our personal assumption in the management of change involves the people directly affected in all stages of the change process. This calls for teamwork in any organization or work place because mandating an employee to change and failing to involve him/her in the process of change increases the probability that they will not change. An explanation of how these assumptions impacted upon the processes and outcomes of this organizational change initiative Technological growth has secondary effect of rising up the availability and hence knowledge accountability. Furthermore, information which is easily accessible has resulted in un-foreseen scrutiny from the media and the stakeholders. Pugh & Mayle (2009) observes â€Å"that the listening ears and the prying eyes makes the failed businesses uncomfortable and thwart their endeavors†. Furthermore, it increases high pressure on the struggling executives. With the environment of the business experiencing so many changes, the organizations should adapt and adjust to be comfortable with many upcoming changes as well. Therefore, management and adaptation ability to

Truman Capotes In Cold Blood: Novel vs Movie Essay -- In Cold Blood Es

The book, â€Å"In Cold Blood†, is a nonfiction story by Truman Capote. This book presents one of the worst murders in history. It was a best seller worldwide, and turned into a successful movie. As usual the movie does not stand up to the book. If you want more knowledge of the townspeople, victims and more insight into the trial, more background details of the murders, you should read the book. If you are interested in history and a good murder mystery all in the confines of a book cover, read In Cold Blood by Truman Capote. While reading the book â€Å"In Cold Blood† you are introduced to the Clutter family one by one. You learn that Herb Clutter is the head of the house. He is well liked and respected by the townspeople. Mr. Clutter was a prosperous farmer. As the reader, you learn that Bonnie Clutter, Herb Clutter’s, wife is a recluse due to fainting spells. This caused her to stay close to home, inside a lot. Nancy is the daughter of Herb and Bonnie, and she is popular with her peers and liked throughout the town. The last of the Clutter family to be introduced to us is Kenyon, the son of Herb and Bonnie and Nancy’s brother. These are the victims of the awful murders. You get to know them all. In the movie they are humanized, but in the book you get to know them better. The movie shows us a very disturbed Perry Smith and a cunning, want to get rich quick, Dick Hickock. While the book details Perry’s life in the juvenile detention center, his life in the convent, and the closeness he shared with his sister Barbara. The movie closely mirrored this, and you see great detail of Perry Smith’s childhood. Mr. Capote sets the stage and the fill of the town nicely, by describing in detail the drive into town. He sets the ... ...ted Gindin, James. â€Å"Harvest of a Quiet Eye: The Novel of Compassion.† Contemporary Literaray Criticism. Vol. 3. Ed. Carolyn Riley. Detroit: Gale Research Company, 1975. 100. Hollowell, John. â€Å"Truman Capote’s Nonfiction Novel.† Contemporary Literary Criticism. Vol. 19. Ed. Sharon R. Gunton. Detroit: Gale Research Company, 1975. 84. â€Å"Literary Classics.† (Mar. 18, 1999): n. pag. Online. Available: http://www.bomc.com. â€Å"Manaly Analysis: In Cold Blood†. (Mar. 18, 1999): n. pag. Online. Available: http://www.showcase.com. Nance, William L. â€Å"The Worlds of Truman Capote.† Contemporary Literary Criticism. Vol. 13. Ed. Dedria Bryfonski. Detroit: Gale Research Company, 1975. 137-139. Whittington-Egan Richard. â€Å"Needle-Pointed Penman.† Contemporary Literary Criticism. Vol. 8. Ed. Dedria Bryfonski. Detroit: Gale Research company, 1975. 133.

Business Plan for Small Business Essay

Introduction While food trucks are very popular in the U.S, it seems under the strict by-laws in Ottawa as well as other cities in Canada as the government want to protect its citizens. With a growing demand for food trucks, the City of Ottawa has been forced to loosen restrictions on the mobile eateries, much to the approval of locals as well as chefs trying to make a mark on the culinary environment. In 2012, City Council approved the New Street Food Vending Program to encourage new, convenient and culturally diverse fare on City streets. There are now a total of 61 street food vendors permitted on Ottawa’s streets (32 trucks & 29 carts). In the spring of 2013, there was an addition of 17 new vendors (10 trucks & 7 carts). From oriental cuisine to Mexican treats, seasonal creations to sustainable seafood, these new vendors will complement the existing mix of street foods vendors and satisfy the diverse appetites of residents and tourists alike. According to the Ottawa’s new street food vending program, a food truck cannot be greater than 10 meters in length (33 feet), by 2.6 meters in width (8.5 feet), by 4.3 meters in height (14 feet). Refreshment trucks must: be clean and sanitary all the times be in compliance with size regulations be safe and stable condition and state of good repair have recycling and trash receptacles outside of the unit have a trade name written on both sides of vehicle with letters no smaller than 7cm in height be removed from City streets during non operating hours (11pm – 5:30am) not be left unattended for longer than 30 minutes during operating hours In addition, all licenses and permit holders must: dispose of grease and water in accordance with all laws and regulations ensure trash/recyclables resulting from the vending activity are collected and removed from the vending area before leaving for the day. Street Vending Insurance Information As a condition of being issued a mobile refreshment vehicle or cart license, you are required to obtain and maintain General Commercial Liability Insurance coverage which meets the following requirements: insurance for Public Liability and Property Damage for vehicles with a limit of not less than $2,000,000 per occurrence insurance for Public Liability and Property Damage for carts with a limit of not less than $1,000,000 per occurrence the City of Ottawa is named as an additional insured the policy must contain an endorsement to provide the City with 30 days prior notice of cancellation or change that would diminish coverage A mobile refreshment vehicle or cart license will not be issued until sufficient proof of insurance has been received and approved. Arrange for a vehicle or cart inspection Prepared to schedule for final inspection in time through By-law and Regulatory Services Branch. Contact Officer Jacqueline Mundy at 613 580 2424 EXT 33340 or by e-mail at jacqueline.mundy@ottawa.ca to arrange your on-site inspection. Food service inspection across Canada is generally carried out by these organizations: provincial governments, municipalities and regional health authorities Executive Summary The business is the restaurant/service industry. It is important for us to understand that customers are our top priority, and for this reason our business is entirely devoted to serving their needs There was recently an article in globe and mail about food allergies in Canada: â€Å"It is estimated that 5 to 6 per cent of young children and 3 to 4 per cent of adults suffer from food allergies. Nearly 1 per cent of the population is affected by celiac disease; for them, the consumption of foods containing gluten can lead to long-term complications.† (Galloway, 2012) The general public should not be worried for their health when they go out to enjoy a meal with loved ones, they should not have to concern themselves with counter-active measures every time they dine away from home. The Food Truck is a limited partnership and has both limited and general partners. The Food Truck will strive to provide the highest quality of food and service to their customers. This business idea had been put together by five people from different parts of the world, making a total contribution of $54543. The Food Truck targets a wide variety of markets, people from all parts of the world. Our number one goal is to make customers happy, no matter the cost, so that they feel happy, confident and motivated to recommend us to their friends, family and colleagues The Food Truck specializes in allergy free food. The menu that ‘The Food Truck’ has is all allergy-free products. However, we target all the potential customers but our biggest target market is people with food allergies or intolerance and these individuals are definitely going to love this food. People on limited diets experience challenges finding food that they can enjoy and The Food Truck will provide a simple and convenient dining experience. According to the analysis, a rough sketch of costs and expenses that are going to occur after selling 200 menu items a day will be: Due to the nature of our product, and the service our business provides to the community, our target market can be both broad and focused at the same time. It is broad in the sense that we will be serving the entirety of the Ottawa region on a region-by-region basis, a population that can be narrowed demographically to only an estimate of those people who have a food allergy or intolerance. For the first six months of business operations, we are simply looking to breakeven in terms of profitability. Any extra earned above and beyond our costs can be used to improve or upgrade our business, so that when our pricing objectives change, we can be one step ahead in terms of our ability to offer a better, more inclusive product. As our price objectives increase, we can further use the projected increase in profitability to both upgrade our primary location, and begin planning for  expansion. Based on initial investments by the management team, to create our start-up ownership spread in the business’ shares, we have $20,000 to apply to our beginning costs in this business venture (100 shares x $200/share). This will cover around half of the purchase of a food truck to use (Lagorio, 2010), or the total licensing fees and partial inventory needed to get started. This brings us up short around $60,000-$75,000 to cover our start up costs and first year expenses to ensure our business runs smoothly and has the time to begin showing its own profit. This report will analyze the very crucial information for the allergy food truck business. The information will be divided into different categories for better illustration. We will first discuss how our food truck business is unique and different from other types of food truck business. This report will give each individual or grouped investor better understanding of our unique food truck business and demonstrate great potential and opportunity that the allergy food truck has. And since the funding covers 90% of the start-up cost, it shouldn’t be hard for the owners to easily cover any unexpected expenses that can happen in business. And in case the funding is not granted, we have a backup plan (Plan B). So then we will be looking for other forms of financing, beginning with business loans from banks, and other investors. Manufacturing and Operation Plan The first step in our plan will be getting licensed from the City of Ottawa. Food truck design is also crucial. It’s almost like designing a new kitchen for a new restaurant. Because the food truck is smaller than most of restaurant kitchens, every inch of the space has to be utilized. A designated area for cooking, storing, and serving is needed. Dry goods, paper goods and other perishable items will be stored in the cabinets and cupboards which will be secured while driving. Built-in prep counter will be made of stainless steel and all the hazardous materials will always be kept away from food and serving utensils. Since we only serve specific items in our menu, we’ll use a medium size truck that can give us enough space to prep and serve. The serving window and the kitchen prep area will be made of stainless steel. All the freezers and coolers will be bolted for safety. In summer the ideal places are beaches and the Byward market. This truck will give enough space for employees to do their jobs and will also allow customers to order and get their food with ease. According to my analysis, a rough sketch of costs and expenses that are going to occur after selling 200 menu items in a month will be: Once the menu and business hits the market, the company will expand its business by buying a bigger truck which will have larger kitchen and serving area and where people can enjoy their food in the truck. So basically, it will be a mobile restaurant. Customers will have two choices, either enjoying their food on the roof or take out. The units will be equipped with proper ventilation and electrical outlets. The outside counter will hold sausages, napkins and all stuff like that as shown in first image. An awning over the window will also be handy in case of rain or bad weather (Mealy). The ownership and shares will cover the expenses for the first year and the licensing cost. The government funding will cover the cost of the truck and other expenses that cannot be covered by owners. And in case government funding is not granted, plan B will cover the cost of truck and other expenses. Once the business is up and running, the target is to sell between 7200-8000 items over the year, which means 15-20 items per day on average, which is easily achievable. After selling 7200 items, projected net profit after paying wages are calculated around $35000 which can be divided between the owners. Human Resources Plan The Key members of our business team are Suzanne Crabtree, Brent Grinstead, Phuong Anh Phan, Ding Sun and Amrinder Singh. Each member holds a varying number of shares for the company as detailed below: Name# Shares Held% Ownership Suzanne Crabtree40[40%] Brent Grinstead 30[30%] Phuong Anh Phan10[10%] Amrinder Singh10[10%] Ding Sun10[10%] Phuong Anh Phan graduated from Interior Decorating Program iscurrently completing Small and Medium Enterprise Management Program. Phuong Anh has worked 1 year as a designer at UMA, a design company. After that, 2 years of work experience were completed as an office administrator and designer at Markham Center Realty. Amrinder Singh completed high school in India before deciding to go overseas for higher studies and chose Algonquin College. He has worked as a cashier in a bank in India. In Canada, he has done roofing, worked in warehouses, mac’s as well as security positions. From all of this experience he has learnt how to run a business and things that we should and shouldn’t do. Ding Sun was originally born in China and at the age of fifteen came to Canada. Elementary and middle school was completed in China. High school was completed in Canada. Ding transferred from the University of Ottawa to Algonquin College for post-secondary studies. After an unhappy experience at the University of Ottawa, Ding decided to take business administration with a major in accounting. Ding Sun has worked in a dollar store as a store worker and cashier for one summer also as an assembler for a small factory. Outside of school Ding enjoys listening to music and playing video games. Brent Grinstead has switched educational goals twice in the last five years. Because of this, he has a diploma in Radio Broadcasting, a semester’s worth of pre-design courses, and his current program is Business Administration with a major in Accounting. Through his work in the Radio Broadcasting program, he has learned how to juggle multiple tasks at once. During his time as a radio station manager he was responsible for creating the structure for how the material was played over the air, scheduling students for air time, and both scheduling and approving commercial and music content. Business Administration has helped him learn new ways of looking behind the scenes of the business world, as well as providing many opportunities to gain new skills with those things in mind. He has learned how to do a wide range of new tasks such as writing fund proposals, how to write a variety of business reports, creating and presenting marketing strategies to help existing companies, and learning how to properly present financial statements at the end of fiscal periods. In his varied work experience with a mix of duties, Brent has learned a variety of skills including time management in an office setting, how to manage tasks according to importance, how to deal with the post public, and how client records and receivables were maintained. Suzie Crabtree completed her early education in the gifted program in Ottawa which helped teach her valuable learning and communications skills. After high school she began her post secondary education with three years at Carleton University. When she discovered that it was not the right fit, she transferred over to Algonquin College to complete Business Administration. In terms of work experience, she has worked for the City of Ottawa, the Federal Government, a toy store and McDonald’s. All of these experiences have provided her with exposure to a variety of different tasks. She has an excellent understanding of human resources and how to manage a successful team. She is a great communicator and is able to provide excellent customer service. These work experiences have also allowed her to have an inside look at the finances and other procedures involved in running a business such as inventory and payroll. Before we begin to hire staff for The Food Truck, each member of the management team will need to undergo some training in food allergies and intolerances so that they are better prepared to run the business and help  hire and train new staff. Due to a lack of relevant experience, menu creation and planning will have to be outsourced. As well, outside help will have to be brought in to train staff on new menu items. The Food Truck will require a total of eight (8) employees’ altogether. There will be one (1) full-time Manager, one (1) full-time Assistant Manager, one (1) full-time cook, one (1) full-time cashier, two (2) part-time cooks, and two (2) part-time cashiers. This balance of staff will allow The Food Truck to offer a reasonable range of working hours while still working to control labour costs. The Manager and Assistant Manager will be responsible for all of the day-to-day activities of the business and the business team listed above will oversee the overall running of the business. Our job application for The Food Truck is provided below. We are looking for employees with experience as a cook or cashier depending on the position applied for. Our Manager and Assistant Manager will need to have previous managerial experience in a food-related business. They should possess excellent administrative and analytical skills. They should be planning-oriented, cautious and focused on the short term. Our cooks and cashiers should have some previous experience in their related area and should be open to receiving training related to food allergies and intolerances. Experience is not mandatory and we are willing to train new individuals. Our cashiers must be friendly and outgoing and must possess excellent customer service skills. Experience handling money would be an asset for the cashiers. All individuals must be willing to work as a part of a team and must understand the close quarter’s nature of the food truck business. The cooks should also be friendly in nature since they will be working as a part of a team in a cramped space. All individuals must be responsible and committed to coming to work on time and doing a great job. To evaluate employees there will be periodic performance review sessions. The first review session will be a probationary session and will take place 60 days after hire. This session will determine whether or not the employee has a future with the organization. After the initial probationary session,  performance reviews will occur every 6 months. These performance reviews will allow employees’ to discuss ideas, questions, complaints and job expectations. Employee behaviour and attitudes will also be monitored on a daily basis and discussions regarding performance may take place at any point between review sessions. Wage increases will occur on a yearly basis with a performance review session at the end of the fiscal year. Employees will start off with a competitive wage varying from minimum wage to higher levels based on their experience, training and performance. Employees will be offered bonuses and incentives for working special events and help to attract and retain customers. Marketing Plan The Concept Our product is specifically targeted at people who have an allergy or intolerance to certain foods or food ingredients. We are striving to give them an alternative, healthy, safe option with respect to their needs with regards to these intolerances when they are looking for food options away from home. Because allergies are not a limited condition to a particular age group, the beginnings of our targeting will revolve around the population of Ottawa, from families with young children at home to college students to the elderly, anyone with an allergy or intolerance will fall within the realm of our market. We are looking to target those that are health conscious and looking for an alternative to the regular run-of-the-mill take-out food options in the city. Market Breakdown Due to the nature of our product, and the service our business provides to the community, our target market can be both broad and focused at the same time. It is broad in the sense that we will be serving the entirety of the Ottawa region on a region-by-region basis, a population that can be narrowed demographically to only an estimate of those people who have a food allergy or intolerance. The total population of the city of Ottawa was projected at  roughly 920,178 people for 2011, based on three possible scenarios the city officials examined, and an average taken of the results (City of Ottawa, 2001-13). Taking this number, we can further narrow our market by only targeting those that self-report an allergy or food intolerance, which is roughly 7% of Canadians (Health Canada, 2012). Using this percentage, we can limit our target market to around 64,412 people in the Ottawa region. Now, further, according to a study done by Statistics Canada, roughly a quarter of people in Ontario (26.8%) consume food from a fast food outlet on a regular basis (Garriguet, 2004), which further narrows our potential target market to around 17,262 regular users. The rest of the projected market (the remaining 47,150) can still be sought after as occasional users, but can’t be relied upon for a regular consumer or income base. Advantages and Disadvantages Because we will be operating a food-based business, there are a few advantages and disadvantages to consider, which include the following: Advantages Disadvantages We offer a unique product, and it is the sole product we market, making our niche market fill very focused We have analyzed and are trying to fill a very specific consumer need We can broaden our consumer base by reaching out to people who don’t have allergies, strictly on the premise that our food is a healthier alternative to regular take-out We are able to modify our menu as needed to better represent what our consumers are asking for or looking for in this kind of setting Alternatively, we can modify our menu based on profitability of items, trying new options with more inexpensive ingredients There are a wide range of food providers currently on the market (with some restaurants already offering allergy and intolerance alternatives) Allergy alternatives (making the same dishes with allergy conscious ingredients) can be more expensive to supply Starting up with one location may make it difficult to reach the broadest possible consumer base, until the foundation is reached and the business expands Proximity to other food providers may provide unnecessarily high levels of competition, making it difficult to  make an impact when starting up Environmental Analysis On top of these advantages and disadvantages, there are also a number of other environmental factors to be considered when evaluating our ability to make a strong market entry. Factors such as the competing businesses currently in the market, the legal climate and regulations specific to our business type, the political climate in the city (if relevant to our business), technological progress that may impact our business, the economic stability of the region, and any socio-cultural factors that may influence our target consumers either for or against our offerings. Some of the main points for each of these factors are summarized in the table below: Factor Description/Details Competition Based on a look at the food trucks around Ottawa that have reportedly been open recently (and can be considered our direct competition, due to the nature of business), only one in 22 boasts having gluten-free and vegetarian alternatives (and at least three are strictly dessert/snack style foods) (Street Food App, 2013), which further strengthens our niche, as consumers would need to venture into a restaurant to find other options. As well, 22 food trucks serving all of Ottawa makes it both an obviously lucrative venture, and a rather thinly spread one. Legal There are many regulatory acts in Canada concerning the sale of food, which is understandable, due to the consumable nature of food products, and the ramifications of bad foods. From acts concerning dairy products, to those concerning agriculture, to those that cover the licensing of food sales (Canadian Food Inspection Agency, 2013), all would need to be considered in beginning the start-up plans for our business. Political N/A Economic The average income of an Ottawa family in 2010 was $94,700 (Statistics Canada, 2012), which, when tied into the previous stated market size numbers, we can easily state with confidence that there are around 16,000 targetable families in the Ottawa region with this average income level. In addition, when tying the similar food economy to this, when taking into account that there are only 22 similar businesses open in Ottawa at any given time (most of which don’t offer allergy alternatives), the demand for a product similar to our own is fairly high, with a low supply. Technological The main technological factors that impact our business are any advances in allergy treatment. Elizabeth Landau of CNN reported that new experiments involving gradual exposure to allergens for people with severe allergies to foods such as peanuts has shown promise in increasing the tolerance of these people to the reaction-inducing foods (2010). With time, advances such as this could make allergy-free foods unnecessary, causing our business model to become obsolete. However, there is still no true cure for allergies. Socio-Cultural We are aiming to provide a location where the clientele can feel as though their allergies are understood as allergies and not as preferences (Hadley, 2006). As well, we are providing the assured cleanliness that people with allergies will come to expect, being assured that their food hasn’t come into contact with any risk factors, ensuring their comfort in dining out at our locations. The Plan We are looking to fill a very noticeable gap in the food market of the Ottawa region with a business that provides allergy conscious foods, foods that are provided with the guarantee that they have not come into contact with our individual consumers’ intolerances or allergies. We intend on doing this from a food truck style location, something that can be moved from location to location to better provide for our broadly spaced consumer base. This will also provide us with a higher ease of expanding the business as it begins to gain traction in the community, as we can simply purchase a new truck as the funds become available to better provide for our clientele. Pricing In terms of pricing, upon market entry, we intend on pursuing a penetrative pricing strategy, ensuring our prices fall slightly below the market average in order to encourage consumers to approach our business to satisfy their needs. As our client base increases, we can adopt a more aggressive pricing strategy like status quo to begin to increase our profitability as a business. Projections for this switch will fall around the six month after opening mark, in order to give our business the time it needs to properly establish a presence in both the market and the community it serves. Further down the line, we may adopt an even higher pricing strategy, leaning for towards premium pricing, to ensure we can offer the best product possible to our consumers. As we gain consumer base, and as their individual needs become prevalent, it may become clear that we aren’t equipped to satisfy all of their needs at the current cost point. Increasing our pricing in such a way shouldn’t discourage loyal consumers, but will enable us to better approach a broader, more inclusive menu of products that has the potential to vastly increase and improve our client relations. For the first six months of business operations, we are simply looking to breakeven in terms of profitability. Any extra earned above and beyond our costs can be used to improve or upgrade our business, so that when our pricing objectives change, we can be one step ahead in terms of our ability to offer a better, more inclusive product. As our price objectives increase, we can further use the projected increase in profitability to both upgrade our primary location, and begin planning for expansion. Distribution Our distribution plan is purely a point-of-sale endeavour. Consumers would come to our location, and we would serve them allergy free dishes there. As our business grows, however, we may begin to consider catering opportunities to help businesses with staff lunches and similar events. As well, we could delve into simply catering family events for families looking to be able to meet the needs of relatives, children, and so on who have food allergies or intolerances when planning larger family functions. These ideas would be pursued after a proper evaluation of the business model two or three years  into operations, based on how profitable the business is, where the demand for our product stands, how far our business has been able to expand, and whether we have the resources to pursue a venture such as this in addition to our standard operations. Advertising/Promotion Advertising efforts should be focused in the month prior to opening, for a huge push towards the grand opening of the business. The following outlines some of the standard rates available for advertising in Ottawa and the area: Advertising Method Costs Associated Newspaper Standard advertising with a newspaper such as the Ottawa Citizen ranges up to $60 an ad for their online site (Ottawa Citizen, 2013), something that would be worth considering as the online movement for news and newspapers has been fairly large, as traditional print media has started to decline in popularity. This would make it fairly easy to run an effective newspaper campaign for around or under $500 in the weeks leading up to the opening of our business. Radio Based on a contact at KISS FM in Ottawa, a standard rate for a 30 second radio commercial is $115, and they often offer one free for every one purchased (Tompkins, 2013). Because this is more expensive than newspaper advertising, within the last week before opening, we could run an effective campaign for $1150 (4 commercials per day x 5 days) Word of Mouth Word of mouth advertising is often the most important form that can be used, as people are far more willing to believe and trust what their friends have done or experienced than what an advertisement tells them. Following opening the business, it would be profitable to offer small incentives to the initial wave of consumers in order to encourage them to bring their friends out to the food truck (for example, offering 20% off their next dish if they bring a friend with them). The results of this marketing push can easily be determined through an assessment of weekly revenues when weighed against costs. If weeks go by consecutively where there is minimal or no profits showing, then it would be crucial to reassess the plan and make changes where necessary or able to. Though, when there are significant profits showing in the books, it may be wise at that point to continue as planned, to ensure the plan continues to be an effective means of profit generation. Financial Plan Based on initial investments by the management team, to create our start-up ownership spread in the business’ shares, we have $20,000 to apply to our beginning costs in this business venture (100 shares x $200/share). This will cover around half of the purchase of a food truck to use (Lagorio, 2010), or the total licensing fees and partial inventory needed to get started. This brings us up short around $60,000-$75,000 to cover our start up costs and first year expenses to ensure our business runs smoothly and has the time to begin showing its own profit. Funding we are expecting to receive include small business grants from the Government of Canada. This grant and loan system offers to cover up to 90% of the financing required to get a new small business started (Industry Canada, 2013). However, this funding isn’t guaranteed, so we will be looking for other forms of financing, beginning with business loans from banks, and other investors. According to our operating budgets, our two weeks first year costs will run at around $3,940, which will be more than covered with our projected sales numbers, which allow for peak season in the spring and summer months, and a slow season in the late fall and winter months (when people aren’t out on the street as much and running a food truck becomes costly and slightly impractical). In order to break even, we would have to sell 7200-8000 4,124 meal items over the course of the year, at a cost of $5 per item, or an average of 15-2011 items per day, which is a completely feasible goal to meet. With summer months bringing in more customers than the winter, the overflow would easily balance out those slow months, ensuring our goal was met and likely garnering some profits to put towards expansion and annual costs for our second year of business. And if the target is met, we can easily be able to pay a huge part of our debt or use the money in taking the business to the next level . The total projected yearly net income after paying wages are calculated to be around $35000 which can be divided by owners in their respective shares. Exit Strategy Our food truck concept is offering food alternatives without the reaction–including ingredients. Our service is serving the Ottawa communities from all range of different customers and different cultures as well. We hope to raise awareness of food allergies in the city, and demonstrate our own working solution to combat the shortage of allergy-friendly alternatives in the Ottawa area. As the business grows, we plan to turn our food truck shop into a franchise. According to Ottawa Public Health regulations related to food handling and storage, there are currently no restrictions on the types of food that may be sold on the street. On-street food vendors require a mobile refreshment vehicle business license and designated space permit issued by the City of Ottawa. The total annual fee for truck ranges from $4,703 to $6,748. The breakdown of these fees is as follows: Annual Business License Fee for Trucks: $2,981 6 Month Business License Fee for Trucks: $1,945 Annual Designated Space Permit Fee: Truck (Downtown Core): $3,767 Truck (Outside Core): $1,722 Permits and business licenses are issued annually and expire on May 15th. After the initial issuance of the permit and license, it is required to renew the permit and business license within the renewal period of April 25th to May 15th each year. Furthermore, we are aware of policies relating to food truck business as following: Public health oversight of food truck operations The operation of food trucks in public right-of-ways Policy statements pertaining to mobile food vending Economic development programs applicable to food trucks such as financial incentives, social media/technology tools or training Program for encouraging/promoting innovation in food trucks The Food Truck is a Corporation owned by five members. A Corporation Agreement is included to allocate the profits or losses in any ratio agreed to between the partners. Each partner will consult a separate attorney at the outset, and all members should agree on the set terms and conditions of the corporation. We believe that a food truck is a unique business niche; therefore we come up with a mini business review based on our business strategy, competitive landscape analysis, menu fit to consumer demographics, financial performance, management roles and responsibilities, employee qualifications, and community connection. We hope to expand our business to franchise in the next 3 years. However, we also look in consideration if there is an exit scenario for our business during the period or afterward. Because of this, we are focusing our energy on creating a business that buyers will want. We are working on our profitability, competitive edge, sustainability, scalability and corporate culture. In term of selling or passing on our business, we plan to hire the financial, legal tax and business advisor to help shepherd the sale through. This will prevent us  from stressful, time-consuming process fraught with moving parts and paperwork. Along with the financial, legal tax and business advisor, we will also find a business broker banker in the area. This will help us to set a realistic asking price and assembling the necessary marketing materials for our business. The broker will discreetly contact potential buyers on our behalf. When it comes to risks, we are looking into the matters with close focus to identify the current and future problems for further analysis and desired actions required to close the gap. There are vehicle risks, operation risks, and liability risks. For vehicle risks, the risks include auto accidents, fire, theft, flood, wind damage, hail damage and electrical breakdowns. These risks can be lessened through education and training. A commercial auto insurance coverage will help to mitigate the cost of damage and loss of operational readiness due to the physical structure of our business. For operator risks, we are faced with slips, falls, cuts, burns, smoke inhalation and back injury from all the heavy lifting that is required during the workload of the day. We are aware that our employees are our biggest asset and can also be our biggest liabilities. It is important to have them well trained for their jobs and duties. Worker’s compensation insurance will be added in their working contracts. For liability risks, food trucks pose liabilities to employees in many ways. Not only that they may hurt themselves during work, they are also at risk of food-related illnesses and auto accidents that are somewhat unique to food trucks. We are carefully considering investing in business insurance for liability, spoilage insurance, business automobile insurance and worker’s compensation in order to adequately cover their bases. We have also analyzed our competitive landscape that includes competitive food trucks, restaurants, and food carts in the regions of Ottawa. This will keep us up to date of the marketplace and our competitors. Beside the risks, we are building up our business strategy: Business physical location is the priority pick. We are in the process of choosing our business location. There are some options such as near office complexes, downtown urban areas, along busy roads, recreation destinations. We also cater private and public events if we can get the contract. Business physical design is an eye-catch for the first sight customers. Keeping the  menu simple that customers can read easily Keeping the menu at a degree of flavor familiarity which contain locally grown and allergy free ingredients Charging competitive prices. Budget discounts for bad weather (sales can falls up to 50%) Establishing a regular customer base by providing the same quality food and products Keeping a clean and welcoming business environment Having competent leaders and managers who guide the effort and monitor results Being flexible, with a willingness to re-evaluate based on performance feedback and to make necessary changes throughout the process in order to get the desired results As important as business strategy, marketing techniques are a must in this society of social and network. Using word of mouth Using social media (today’s special, chef tips, social only discounts, online to offline social gatherings), network to advertise our business (email marketing) Investing in business cards Hosting a grand opening event to establish our food truck as a member in the local community Having loyalty program for returning customers (Buy 10 get 1 free) Creating awareness by joining in charity funds Serving for holiday parties We are aware that customer service is the most signification investment that we should pay attention to in our business. We will show people that we love what we do. We will try to maintain a great product for a great price. Bibliography Canadian Food Inspection Agency. (2013, April 26). Acts and Regulations. Retrieved July 10, 2013, from Canadian Food Inspection Agency: http://www.inspection.gc.ca/about-the-cfia/acts-and-regulations/eng/1299846777345/1299847442232 City of Ottawa. (2001-2013). 1.4 Projection Results. Retrieved July 10, 2013, from Ottawa: http://ottawa.ca/en/city-hall/get-know-your-city/statistics/14-projection-results City Of Ottawa. (n.d.). New street food vending program. Retrieved from http://ottawa.ca/en/business/business-licenses-applications-and-permits/business-licensing/new-street-food-vending City of Ottawa. (n.d.). Ottawa’s new street food vending program . Retrieved from http://ottawa.ca/sites/ottawa.ca/files/attachments/ottpage/nsf_vend_info_en_0.pdf Garriguet, D. (2004). Overview of Canadians’ Eating Habits. Retrieved July 10, 2013, from Statistics Canada: http://publications.gc.ca/Collection/Statcan/82-620-M/82-620-MIE2006002.pdf EMBO Reports: http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1679775/ Hadley, C. (2006, November 11). Food allergies on the rise? Determining the prevalence of food allergies, and how quickly it is increasing, is the first step in tackling the problem. Retrieved July 10, 2013, from Health Canada. (2012, August 22). Food Allergies and Intolerances. Retrieved July 10, 2013, from Health Canada: http://www.hc-sc.gc.ca/fn-an/securit/allerg/index-eng.php Industry Canada. (2013, April 2). Canada Small Business Financing Program. Retrieved July 17, 2013, from Industry Canada: http://www.ic.gc.ca/eic/site/csbfp-pfpec.nsf/eng/h_la00007.html Lagorio, C. (2010, May 12). How to Open a (Successful) Food Truck. Retrieved July 17, 2013, from Inc.: http://www.inc.com/guides/2010/05/opening-a-successful-food-truck.html Landau, E. (2010, February 19). ‘Exciting’ advance reported in peanut allergy therapy. Retrieved July 10, 2013, from CNN: http://www.cnn.com/2010/HEALTH/02/19/aaas.food.allergies/index.html Mealy, L. (n.d.). Food truck design . Retrieved from http://restaurants.about.com/od/restaurantconcepts/a/food_truck_design.htm Ottawa Citizen. (2010-2013). Specs & Guides: Rate Card. Retrieved July 10, 2013, from Ottawa Citizen: http://www.ottawacitizen.com/about-ottawa-citizen/advertising/specs/rate-card.html Statistics Canada. (2012, June 27). Median total income, by family type, by census metropolitan area . Retrieved July 10, 2013, from Government of Canada: http://www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/famil107a-eng.htm Street Food App. (2011-2013). Ottawa Food Trucks. Retrieved July 10, 2013, from Street Food App: http://streetfoodapp.com/ottawa Street food ottawa. (n.d.). Retrieved from http://streetfoodott.com/trucks-2/ Tompkins, J. (2013, May 21). quote (Email communication). Ottawa, ON, Canada.

Music Is A Major Part Of Everyday Life - 1823 Words

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