...Netherlands. In regards to pharmaceuticals, they are not as prominently used as they are in the US, however the need for general over-the-counter medications are still there. Products like Paracetamol, Advil and Condoms are commonly bought regularly by the Dutch consumer. Therefore, the general pharmacy needs will be sold alongside general health care products like tooth-paste, deodorant, tooth brushes, shampoo and conditioner etc. This assortment of merchandise meets the needs of the average Dutch consumer on a somewhat daily bases. The combination of food, snacks and general health care is rare to find in the Netherlands, giving us a competitive edge. Dutch people are known to be very simplistic, meaning it is important for the 7-Eleven to be quick, easy and necessary for the locals . Dutch...
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...Introduction 7-Eleven in Taiwan In Taiwan, 7-Eleven is owned by President Chain Store Corporation under Uni-President Enterprises Corporation. The first 7-Eleven convenience store in Taiwan was opened in 1980, however, it was not until 1986 the company began to profit. 7-Eleven is the most popular convenience store in the country; Taiwan is third in the world for number of locations with 4,790 stores on January, 2011. Although the number of 7-Eleven store in Taiwan is fewer than those of the United States and Japan, Taiwan 7-Eleven has one of the highest density of 8.5 km² a store in the world after Macau, Hong Kong and Singapore. History of 7-Eleven 7-Eleven convenience store concept is a pioneer in 1927 in the company office Southland Dallas, Texas. In addition to selling blocks of ice to refrigerate food, also offering milk, bread and eggs. This new business idea turned out to be create satisfied customers thereby increasing sales and is the world's first convenience store. These outlets are not initially open for 24 hours instead of 7 am to 11 pm and then it was that later inspired the name 7-Eleven (from seven to eleven), the first 7-Eleven stores are open 24 hours and then opened in 1962 in the city Austin, Texas. Since then the 7-Eleven operates on a 24-hour official formally followed with the opening of its new store in Las Vegas, Fort Worth and Dallas in the United States in 1963. In 1980, Southland Corporation experiencing financial difficulties and eventually...
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...SWOT OF 7-ELEVEN 7-Eleven is part of an international chain of convenience stores, operating under Seven-Eleven Japan Co. Ltd, which in turn is owned by Seven & I Holdings Co. of Japan. Strengths* Real estate availability* Localized assortment* Convenience* High margins* Franchise model allows for faster expansion* Relatively standardized stores allow for more optimized operations | Weaknesses* High margins/prices* Limited assortment offering* Not perceived as a place to buy a complete meal* Not a first choice destination for shoppers* High turnover of staff | Opportunities* Fresh food offerings* Increase share of meals (i.e., breakfast, lunch, dinner, snacks)* Private label development | Threats* C-store competition and other small-box retailers (i.e., Fresh & Easy, Marketside)* QSR or similar companies (quick service restaurants); Starbucks, McDonald's, etc.* Higher shrinkage on fresh food could potentially impact margins | 7-Eleven successful in every countries because the company has earned its name being the largest in dealing with convenience store regarding franchising and licensing. Additionally, the stores of the company are being operated almost in 18 countries and spread is organized according to per capita basis in these countries. The store chains are covering all the leading countries like United States, Japan, Canada, Hongkong, Thailand and Malaysia. Besides that, 7-Eleven provide a complete range of product to the conscious customers facing time constraints...
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...Seven-Eleven Japan was first established in 1973. They set up their first store in Koto-ku, Tokyo, in 1974 and the company was first listed on the Tokyo Stock Exchange in the month of October, in 1979. In 2004, it was owned by the Ito-Yokado group which alongside the Seven-Eleven stores, managed a chain of supermarkets in Japan and owned a majority share in southland-the company managing Seven-Eleven in the United States. The founder of both Ito-Yokado and Seven-Eleven Japan, Masatoshi Ito, started his retail empire after World War II when he joined his mother and brother and began to work in a small clothing store in Tokyo. He was in complete control by 1960, and the single store had grown into a $3 million company. In 1961, after a trip to the United States, Ito came to the conclusion that superstores were “the wave of the future,” and so the empire began. Ito’s chains of superstores in Tokyo were instantly popular and soon became the core of Ito-Yokado’s retail operations. After Ito’s initial request in 1972, about the prospect of opening Seven-Eleven convenience stores in Japan was rejected, further approach’s by the entrepreneur, saw Southland, the US company, agreeing to a licensing agreement one year later. However, this agreement came to a price: in exchange for 0.6 per cent of total sales, Southland was to give Ito exclusive rights throughout Japan. With this placed in action, the first Seven-Eleven convenience store opened in Tokyo in May 1974. Following this...
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...1. A convenience store chain attempts to be responsive and provide customers what they need, when they need it, where they need it. What are some different ways that a convenience store supply chain can be responsive? What are some risks in each case? Convenience store supply chains can be responsive by doing several things right. Strategic locations for stores, rapid replenishment, technology deployment, buying trend research, responsive suppliers, and vertical integration are some key areas convenience stores can focus on. In Seven-Eleven’s case, they are not trying to fill the entire map with stores. Rather, they seek out additional demand in proximity of where other stores already exist. By clustering their locations together, they can distribute products more efficiently, aiding in rapid replenishment. Having a better understanding of customers buying trends allows each store to stock the appropriate SKU’s. Keeping track of buying trends will allow Seven-Eleven to respond to changes in demand of certain products and be more responsive to the demand shifts as they occur. Vertical integration leads to a quick response by shortening the manufacturing cycle of the products they sell. It aids in rapid response by linking the retailing aspect and manufacturing operations as a way to quickly respond to changing demand. 2. Seven-Eleven’s supply chain strategy in Japan can be described as attempting to micro-match supply and demand using rapid replenishment. What are...
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...MartsLate Night Visits & Saves time while filling gas. 4. SEJ Success Mantra• Integration among Partners• Share Information through highly evolved Data richSCMImportant Aspect of Japanese Business Model is ability to gatherdata about their Consumers & transform it into Information. 5. Data Rich SCMSolid Information System (Trends in Market Demands)Helps in Product Replenishment & CreationPioneered a highly Efficient Logistics systemsReplenished Products to the very small shelfspace (Japan) 6. Major Innovator in convenience store Operations.Implemented TQM – (Kaizen-Japan)Achieved Success in Suffering Economy( Due to Consumer focused orientation based upon Analysis ofInformation Technology)In 1991 SEJ Invested $200 Million 4th Gen ITSystem. 7. ISDN Links their Retail Store with their Headquarters.Data is gathered during every single transaction.Store Manager & HQ Manager Analyze the Data.HQ Manager Aggregates the Data & send it to the Store Manager &Suppliers.Store managers Review Information Hourly.Weekly Cycle Information GatheringQuality control data is analyzed by computerized decision support(“whatif” & “goal seeking”)Started using ISDN (Integrated Service Digital Network) 8. Daily and weekly cyclesMacro & micro decision making which leads to reducerisk(SCM)Adopted 5th generation IT system in 1998SEJ introduced new system to combine store levelproduct tracking by using satellite and internetcommunicationAdopted JIT approach to reduce cost of keepinginventory and spoilage ...
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...The main essentials for an effective and successful system of budgetary control can be given as mentioned below: * Support to top management: In order to make the budgeting system successful, it is necessary that it must have the whole hearted support of every person involved in the organizational set up. In this regard, the initiative must come from the top management; * Definite and reasonable targets or goals: For the successful operations of the budgetary control system, the targets fixed in the budgets should be definite, realistic and attainable. This feeling should come from the various executives who have been assigned the responsibility of various budget centers; * Well defined organization: In order to ensure maximum benefits from budgetary system, well defined budget centers should be created within the organization so that the responsibility of each executive in the organization may be clearly laid down; * Well defined policy: The budgets are prepared to establish the responsibilities of executives to the requirements of a particular policy. As such the policy of the business to be followed during budget period should be clearly defined; * Active participation by executives: The various executives who are made responsible for different budget centers, should be actively involved in the preparation of the budget; * Efficient budget education: The various executives responsible for putting into effect the budgetary proposals, should take active...
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...David and I decided to go out and buy food. It was 1 A.M. so every store was closed except 7-11. I got in David’s car and we drove to the plaza. Once we got there, we saw a strange man sitting alongside a nearby store. We pretended we didn’t see him and walked into the 7-11. David got some chips and I decided to get a cheap sandwich. I paid for them both because David forgot his money, but just as we were about the leave the store, the cashier called out to us and said: “Don’t look at the homeless man nearby; if he sees that you are looking at him, he will attack you. The police have arrested him many times, but every time he’s set free, he always comes back,” “Are you being for real?” asked David “Of course I am,” replied the cashier. David and I looked at each other and walked out of the store. Just as the cashier said, we completely ignored the strange man and walked to our car. I threw the food in the backseat and David turned the ignition keys, making a...
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...With a name as ubiquitous as 7-11, you can be forgiven for assuming that it's all one big company. It's an understandable mistake. True, they all fall under one corporate blanket. There's a central company that collects the profits in exchange for letting others take advantage of their trademarked image, large-scale advertising, and instant recognition. So, while Corporate may take the profits, the stores are franchised, and even the franchises are under the blankets of a number of sub-companies, all of which technically have the right to call themselves "7-11" too. In general, it's probably not an important distinction. There are rules to ensure standard pricing and participation in large marketing campaigns, which stores have to comply with....
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...Supply Chain Management Case Study 1 Seven-Eleven Japan Co. Background Seven-Eleven is a famous convenience store. And it is set up its first store in Tokyo in May 1974, it was found by Masatoshi Ito, the company was first listed on the Tokyo Stock Exchange in October 1979 It had increased its share of the convenience shore market since it opened. It success is greatly contributed to its careful planning, and its information system as well as distribution system. Q1 A convenience store chain attempts to be responsive and provide customers what they need, when they need it, where they need it. What are some different ways that a convenience store supply chain can be responsive? What are some risk in each case? Q3. What has Seven-Eleven done in its choice of facility location, inventory management, transportation, and information infrastructure to develop capabilities that support its supply chain strategy in Japan? Facility location Seven-Eleven Japan based on its fundamental network expansion policy to increase efficiency to customers. Seven-Eleven opened the majority of its new stores in areas with existing cluster of stores. There are so many stores in a particular area. Around 50 to 60 stores are supported by only one distribution centre(DC), and this DC keep no inventory. This strategy can lower the inventory handling cost, and to develop capabilities that support its supply chain strategy in Japan. Inventory management Seven-Eleven offer its stores a choice from...
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...= 160 | | Workers required per month | 9000 / 176 = 51 | 7500 / 152 = 49 | 5500 / 168 = 33 | 4500 / 168 = 27 | 5500 / 176 = 31 | 8000 / 160 = 50 | | Aggregate planning | Workers used | 27 | 27 | 27 | 27 | 27 | 27 | | Workers hired | 0 | 0 | 0 | 0 | 0 | 0 | | Workers fired | 3 | 0 | 0 | 0 | 0 | 0 | | Units produced | 27*22*8 /5 = 950 | 27*19*8 /5 = 821 | 27*21*8 /5 = 907 | 27*21*8 /5 = 907 | 27*22*8 /5 = 950 | 27*20*8 /5 = 864 | | Monthly inventory | 0 | 0 | 0 | 7 | 0 | 0 | | Units subcontracted | 1800 – 950 =850 | 1500 – 821= 679 | 1100-907 =193 | 0 | 1100-957 =143 | 1600-864=736 | 2601 | Full cost | Labor cost | 27*22*8*$4 =19000 | 27*19*8*$4 =16420 | 27*21*8*$4 =18140 | 27*21*8*$4 =18140 | 27*22*8*$4 =19000 | 27*20*8*$4 =17280 | 107980 | Material costs | 95000 | 82100 | 90700 | 90700 | 95000 | 86400 | 539900 | Hiring cost | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Firing cost | 3 x $250 = 750 | 0 | 0 | 0 | 0 | 0 | 750 | Inventory carrying cost | 0 | 0 | 0 | 11 | 0 | 0 | 11 | Sub contracting cost | 106250 | 84875 | 24125 | 0 | 17875 | 92000 | 325125 | Total cost | 221000 | 183395 | 132965 | 108851 | 131875 | 195680 | 973766 | Minimum workforce with sub contracting strategy...
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............................................ 6 Energizer: Hebrew Numerology ................................................................................... 6 Energizer: Brain Teaser ............................................................................................... 9 Energizer: Human Treasure Hunt............................................................................... 10 Energizer: Secret Hat Trick ........................................................................................ 11 Energizer: Accentuate the Positive............................................................................. 11 Energizer: Name Game.............................................................................................. 11 Energizer: Heart to Heart ........................................................................................... 11 Energizer: Guess my Body Language ........................................................................ 11 Energizer: How to Say Hello in Different Languages ................................................. 12 Energizer: Good Morning Game ................................................................................ 12 Service Value # 2 – Maintain A Professional Image ................................................. 14 Energizer: You Look Marvellous ................................................................................ 14 Energizer: First Impressions ................................................
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...Tourism 2012 No.9 OCTOBER 2012 VISITOR STATISTICS SEPTEMBER 2012 SUMMARY VISITOR ARRIVALS STATISTICS SEPTEMBER 2012 Tables 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Visitors and cruise ship passengers, 2002 - 2012 Visitor arrivals and average length of stay, 2006 - 2012 Visitor arrivals by purpose of visit, 2009 - 2012 Visitor arrivals by country of residence and month, 2012 Visitor departures: distribution of length of stay, 2003 - 2012 Visitor arrivals by mode of transport, 2011 - 2012 Visitors stay by location, 2011 - 2012 Visitors stay by accommodation, 2011 - 2012 Resident departures by purpose of visit, 2012 Resident departures by country of destination, 2012 Charts Chart 1 – Visitor arrivals January - September, 2010-2012 Chart 2 – Visitor arrivals by leading markets (January - September) 2011 v/s 2012 Chart 3 – Visitors stay by location, January - September 2012 SUMMARY 1. Fifteen thousand four hundred and sixty two visitors arrived in Seychelles during the month of September 2012, reflecting an increase of 17% compared to September 2011. This also included visitors in transit. The figure was 25% above the average for the same month of the last five years. In September 2012, visitors stayed for an average of 9.9 compared to 9.8 nights in September 2011 (Table 2). 2. (93%) of visitors arriving in September 2012 were on holiday, whilst 2% were on business or combining business with a holiday (Table 3). (71%) of visitors were from Europe, 12% from Africa, 13% from Asia...
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...ManagementFile organization General Terms Performance, Design Keywords High performance computing, parallel computing, checkpointing, parallel file systems and IO ∗ LANL Technical Information Release: 09-02117 Los Alamos National Laboratory ‡ Carnegie Mellon University § Pittsburgh Supercomputing Center † (c) 2009 Association for Computing Machinery. ACM acknowledges that this contribution was authored or co-authored by a contractor or affiliate of the U.S. Government. As such, the Government retains a nonexclusive, royalty-free right to publish or reproduce this article, or to allow others to do so, for Government purposes only. SC09 November 14–20, Portland, Oregon, USA. Copyright 2009 ACM 978-1-60558-744-8/09/11 ...$10.00. 100 Speedup (X) Parallel applications running across thousands of processors must protect themselves from inevitable system failures. Many applications insulate themselves from failures by checkpointing. For many applications, checkpointing into a shared single file is most convenient. With such an approach, the size of writes are often small and not aligned with file system boundaries. Unfortunately for these applications, this preferred data layout results in pathologically poor performance from the underlying file system which is optimized for large, aligned writes to non-shared files. To address this fundamental mismatch, we have developed a virtual parallel log structured file system, PLFS. PLFS remaps an application’s ...
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...of Mark 11:7-101. The Background of the scene is a pale pink colour, similar to the pink in a sunset, only shown at the top half of the page. The bottom half is a leafy green colour, shaped like a large bush. This extends all the way to the bottom of the page. In the centre is the Christ figure, who is painted in the boldest colours on the page. He is wearing a dark blue cloak, with light blue highlights to show movement in the cloak. Both his tunic and halo are made from gold leaf. His halo has detailed designs in it, this includes a cross through the halo and small lines around it, looking similar to a clock. Christ is riding a donkey, which looks like a diluted...
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