Senior Project Firefighting free essay sample

Firemen face different obstacles every day and have to be ready to jump right in with whatever the circumstance may be. Tactics such as how to use ventilation tools, the proper way to handle forest fires, and the basic prevention techniques to stay as safe and efficient as possible. Becoming a fireman is not cut out for someone who is not athletically gifted. It takes a strong person; both mentally and physically, do complete the drills that one must see every day. The equipment alone is all extremely heavy and powerful. There are many things that most people are unaware of when it comes to the basic characteristics of being a firefighter. Overview of Firefighting When the average person thinks of being a firefighter, they usually imagine cute Dalmatian dogs, loud sirens, heavy clothes, huge water hoses, poles to slide down, and giant ladders. Firefighting is a more complex job than people think because it has many characteristics that we do not think of. We will write a custom essay sample on Senior Project: Firefighting or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Aspects such as the various types of technology used, the different tactics you see on a day to day basis, the physical abilities one must be capable of, and the types of equipment used. It takes both physical and mental strength to get through a day of saving lives and fighting fires. This paper discusses the topics that examine why there is more to being a fireman than just loud sirens and huge water hoses. Today’s technology has played a huge role in the amount of lives saved these past years. Some people say that some technology today is even more intelligent than the human mind that created it. The firefighters have come up with a new device called the â€Å"Rotor Craft†. The Rotorcraft is a heavy duty helicopter used to put forest fires or very large fires out. It is basically a heavier-than-air flying machine that uses lift generated by wings, called rotor blades, that revolve around a mast. Several rotor blades mounted on a single mast are known as a rotor. The International Civil Aviation Organization defines a rotorcraft as supported in flight by the reactions of the air on one or more rotors. Rotorcrafts generally are aircrafts where one or more rotors are required to provide lift throughout the entire flight. Compound rotorcraft may also include additional thrust engines or propellers and static lifting surfaces. There are several different types of tactics and strategies used for firefighting. One of the first thing they do in order to complete their proper duties, are immediately stop what they are doing in an act of an emergency when they get a call. This is an important aspect that must be properly done because it is urgent that all the fire fighters get to the scene as fast as possible. Another important procedure that must be followed is being quick to change into the firefighter’s proper clothing. If this is not done in a fast amount of time, then someone’s life could be ticking away. Firemen also use many tools to help them complete their job on an everyday basis. There are ventilation masks that help to allow them to encounter situations where they can breathe properly without injuring their lungs. Once they are on scene, firefighters are each assigned various tasks. For example, the engineers would control the fire hoses while the captain directs all the other men to their own specific jobs. It is very important that everyone has their own jobs to complete so that various tasks are being completed at one time to insure quick outcomes. Forest fires are one of the larger jobs that a firefighter has to work on, and also the most dangerous. When one is fighting a forest fire, it is not known how that fire is going to react to the way you are fighting it. The wind, precipitation, and altitude has to do with how extreme a fire is. Bigger tools such as water helicopters, called rotorcraft’s, are used to help put out fires by dumping water or fire retardant chemicals from up above. Firemen also can put fires out faster by cutting down trees and digging trenches. This allows fire to have no place else to go and eventually puts itself out. Physical fitness is very important for firefighters, because if they were weak then they robably shouldn’t be a firefighter since there are so many tasks they perform that require them to have muscular strength and endurance. Firefighters go through a series of boot camps that help them prepare for the difficult job of saving lives. One must also be fearless of heights for fighting fires on tall buildings or bridges or some fore of architecture. A firefighter’s physical state also helps them with rigorous drills. The physical abilities of a firefighter can help with real life situations, for example; carrying operating tools, pulling hose lines, search and rescue missions, or pushing ceilings or walls down. There are a series of equipment a firefighter uses daily. To start off, they have very heavy duty saws in which they can cut through most things you would not think they could possibly cut through. There are also axes, which are also very heavy duty for the tasks they must perform. Sledge hammers are also used, to knock down walls and break down doors and clear paths. And of course, the hoses they use are very thick and high pressured to perform maximum distance, because the further the distance the hose can spray, the further away the firefighters have to be from the scene, and the more safe they are. Some other equipment would be things they wear. For instance, heat censored goggles that make it easier to find humans or animals in a smoke filled environment. Firefighting requires many different Special Forces. One special force would be airport fire fighters, whom are not just for emergencies. They take shifts operating fuel trucks and checking out aircraft fire hazards and making sure every plane is safe before its next departure. SCBA is a term used in this career that stands for self-contained breathing apparatus. SCBA can also be used for underwater emergencies as well, giving necessary oxygen when needed. There are also teams of firemen who complete special rescue missions who use their own specific technique to fight a fire based on their specific region. Hazardous Material Technicians are firemen who are sent to help in hazardous situations and who have had the proper education and training to deal with these sorts of extreme situations. Discussion The progression of technology and the different tactics that firemen face have both proven that firefighting is a more complex career than most people hink. There are objects such as rotor crafts and sensor detectors that help firemen do what needs to be done during their time of duty. In addition to technology and tactics backing up the fact that firefighting is a bigger job than most of us think, physical fitness and the various types of equipment, also go hand in hand with this statement. It is proven that without the proper physical fitness, the tactics needed to be done in this career, could not be done correctly if one is not physically fit. It takes a strong person both physically and mentally to complete all firefighting skills. The equipment used for firefighting situations can make or break an emergency. Without proper equipment, a fireman might not be able to enter a house full of smoke or break open a crushed car door. Firefighting is a more complex job because it takes more to get this job done than the average person thinks. If it were not for the many tools and equipment, technology, special tactics, and physical fitness, then our world would not have the help of fire fighters for today’s emergencies. Being a firefighter is not a career for everyone. Though it is an extremely rewarding job, it takes someone who is hard-working and committed, and who can go home with a smile on their face knowing they saved lives. There are many different positions in the fire department, so anyone would fit in with the firefighting business. References Knapp, Jerry. (2009). New Technology to Improve Firefighter Safety amp; Efficiency. Internet. http://www. fireengineering. com/articles/2009/03/new-technology-to-improve-firefighter-safety-efficiency. html Faulkenhan, Mark. (2011). Archives for Firefighting Strategy and Tactics. Internet. http://thecompanyofficer. com/tag/firefighting-strategy-and-tactics/ Duty, Michael. (2012). Airport Firefighting Jobs. Internet. http://www. ehow. com/about_4762712_airport-firefighter-jobs. html Hinckley, Michael. (2012). What Equipment Do Firefighters Use? Internet. http://www. ehow. com/about_4672931_what-equipment-do-firefighters-use. html Dunn, Vincent. (2005). 50 Ways Firefighters Live. Internet. http://vincentdunn. com/nj/50-Ways- Firefighters%20-Survive%20. pdf Quick, Victoria. (2010). A Safer Search: Mastering the Firefighter-oriented Search Method. Internet. http://my. firefighternation. com/profiles/blogs/a-safer-search-mastering-the Locke, Jessica. (2011). No Second Chance for 9/11 FDNY Firefighters. Internet. http://firefightersfund. blogspot. com/ Richards-Gustafson, Flora. (2010). Types of Firefighting Jobs. Internet. http://www. ehow. com/info_8140613_types-firefighter-jobs. html Prziborowski, Steve. (2010). Becoming A Firefighter: 10 Must-do Things. Internet. http://www. firerescue1. com/fire-jobs-search/articles/755562-becoming-a-firefighter-10-must-do-things/

Gun Rights Under President Bill Clinton

Gun Rights Under President Bill Clinton The administration of President Bill Clinton represented a significant shift in Democratic presidential politics in the United States. Clinton, an Arkansas governor who defeated Republican George H.W. Bush in the 1992 election, became the first Democratic presidential candidate to campaign on promises of stricter gun laws. With the exception of Lyndon B. Johnson, who made gun control a focal point of his administration upon assuming the presidency after President John F. Kennedy was assassinated, gun politics had not been a central part of any presidential administration. In what might have been gun control advocates’ brightest hour on the federal stage, Clinton lobbied for two major pieces of gun control legislation and used his executive authority to usher in additional gun control measures in what was viewed as a major setback for gun rights. The Brady Bill The Brady Bill, which made it more difficult to purchase a handgun, was a hallmark of the Clinton presidency. First introduced in 1987, the Brady Bill was named for President Ronald Reagan’s press secretary, John Brady, who was wounded in an attempt to assassinate Reagan in 1981. Brady’s wife, Sarah Brady, became a major proponent of gun control legislation following the assassination attempt, which left her husband partially but permanently paralyzed. Despite the backing of Reagan, various versions of the Brady Bill did not come seriously close to passing until the Bush administration, when Bush vetoed a version of the legislation passed by Congress. After defeating Bush in 1992, Clinton lobbied the House and Senate to send the bill back to the White House again. Congress obliged, and Clinton signed the Brady Bill into law on Nov. 30, 1993, less than one year into his presidency. The bill created a mandatory five-day waiting period after handgun purchases and required local law enforcement to run background checks on purchasers. Assault Weapons Ban Emboldened by the success of the Brady Bill, Clinton next turned his sights on an assault weapons ban, another gun control battle that had been simmering since the mid-1980s. By late summer in 1994, legislation enacting such a ban was making serious headway in Congress. On Sept. 13, 1994, Clinton signed the Assault Weapons Ban into law as part of the 1994 Crime Bill. Targeting semi-automatic weapons bearing characteristics of military guns, the AWB banned a wide range of weapons, such as the AK-47 and the AR series of rifles. Among guns outlawed by the AWB were any that included two or more of a list of characteristics ranging from telescoping stocks to bayonet mounts. Executive Measures While a Republican takeover of the House of Representatives in the 1994 midterm election hampered efforts by the Clinton White House to usher in more gun control measures, Clinton turned to his executive powers several times during his second term to tighten down on gun ownership. One such measure was an order banning the importation of more than four dozen makes of assault weapons, such as variations of the AK-47. The order, signed in 1998, targeted the importation of guns that were not subjected to the 1994 Assault Weapons Ban. Another measure was an order in the eleventh hour of Clinton’s presidency banning the importation of certain makes of so-called â€Å"assault pistols,† such as Uzis, and requiring firearms dealers to submit to fingerprinting and background checks. Finally, the White House reached a deal with firearms giant Smith Wesson in which Clinton promised an end to civil lawsuits against the gun manufacturer in exchange for Smith Wesson outfitting its guns with trigger locks and agreeing to implement â€Å"smart gun† technology within two years. Gun Crackdowns Rendered Toothless While the National Rifle Association and most American gun owners lamented the gun policies of the Clinton administration, time and the courts have rendered most of those stricter gun measures ineffective. Parts of the Brady Bill were struck down as unconstitutional by the U.S. Supreme Court in 2007 (although the five-day wait would have been rendered a moot point with the establishment of a national instant background check system, which soon followed). The Assault Weapons Ban was allowed to expire in 2004 when Congress failed to take up legislation that would have extended the ban or made it permanent, and Clinton’s predecessor, George W. Bush, did not lobby for the extension. And a combination of new ownership at Smith Wesson and a Bush administration crackdown on lawsuits aimed at gun manufacturers ultimately crippled the Clinton administration’s agreement with Smith Wesson, as the gun-maker backed out of most of the agreement’s provisions, including a pledge to invest in smart gun technology. The Clinton administration’s only lasting impact on gun rights are the lack of certain imports of foreign semiautomatic rifles and background checks for handgun purchases. Ironically, it was those early victories that had lost much of their effectiveness within 10 years that prevented Clinton from pushing through what might have been longer-lasting gun control measures during his second term. The Brady Bill and Assault Weapons Ban were blamed for the defeat of several Democrats who voted for them as Republicans took control of the House in 1994. As a result, Clinton’s gun control priorities in the latter years of his presidency were never able to meet the muster of Republican opposition. Among them were requirements for child trigger locks, a three-day waiting period for gun show purchases and high capacity magazine bans.

Business Plan Bar & Grill Essay Example for Free

Business Plan Bar & Grill Essay Asset (205) , Expense (23) company About StudyMoose Contact Careers Help Center Donate a Paper Legal Terms & Conditions Privacy Policy Complaints This is a business plan. It does not imply an offering of securities. 1.0 Executive Summary1 Chart: Highlights2 1.1 Objectives2 1.2 Mission2 1.3 Keys to Success2 2.0 Company Summary3 2.1 Company Ownership3 2.2 Start-up Summary4 Table: Start-up4 3.0 Products and Services5 4.0 Market Analysis Summary6 4.1 Market Segmentation6 Table: Market Analysis7 Chart: Market Analysis (Pie)7 4.2 Target Market Segment Strategy7 4.3 Service Business Analysis8 4.3.1 Competition and Buying Patterns9 5.0 Web Plan Summary9 5.1 Website Marketing Strategy9 5.2 Development Requirements9 6.0 Strategy and Implementation Summary9 6.1 SWOT Analysis10 6.1.1 Strengths10 6.1.2 Weaknesses10 6.1.3 Opportunities10 6.1.4 Threats10 6.2 Competitive Edge10 6.3 Marketing Strategy11 6.4 Sales Strategy11 6.4.1 Sales Forecast12 Table: Sales Forecast12 Chart: Sales Monthly13 Chart: Sales by Year13 6.5 Milestones14 Table: Milestones14 7.0 Management Summary14 7.1 Personnel Plan14 Table: Personnel15 8.0 Financial Plan15 8.1 Start-up Funding16 Table: Start-up Funding16 8.2 Important Assumptions17 8.3 Break-even Analysis17 Table: Break-even Analysis17 Chart: Break-even Analysis17 8.4 Projected Profit and Loss18 Table: Profit and Loss18 Chart: Profit Monthly19 Chart: Profit Yearly19 Chart: Gross Margin Monthly20 Chart: Gross Margin Yearly20 8.5 Projected Cash Flow21 Table: Cash Flow21 Chart: Cash22 8.6 Projected Balance Sheet23 Table: Balance Sheet23 8.7 Business Ratios25 Table: Ratios25 Table: Sales Forecast1 Table: Personnel1 Table: Profit and Loss2 Table: Cash Flow3 Table: Balance Sheet5 1.0 Executive Summary [Company Name] Contact: [Name] Direct Phone: XXX-XXX-XXXX Address: [Address] [City, State ZIP] Email: [Email Address] Introduction The long-term goal of [Company Name] is to serve quality food, have outstanding customer service and run and maintain a cost efficient base without sacrificing quality. [Company Name]serves high quality food and beverages in an inviting and friendly atmosphere at reasonable prices. [Company Name] is expanding its exposure through effective marketing as well as introducing the area to market segments that have not yet discovered the Company. Location [Company Name]is headquartered in Dwight, North Dakota which is located in Dickey County. The [Company Name] will be located on the site of the original [Company Name], which was built in 1961. This location is a landmark that sets on Highway 1 and 11 along the James River. The [Company Name] is nested nicely near the South Dakota border between Ellendale and Oakes, ND. The Company [Company Name]is a steakhouse concept which will offer a comfortable, friendly atmosphere. The Company’s owner is [Name], who established the restaurant as a Limited Liability Corporation. [Name] has 15 years of industry experience as a bartender and 8 years of experience as a cook. [Company Name] will be open 5 days per week. Serving dinner Tuesday-Wednesday from 5:00 pm to 10:00 pm; on Thursday – Saturday dinner served from 5:00 pm to 11:00 pm. Furthermore, the restaurant will be open one (1) Sunday a month on trial basis. Lunch will be served from 11:00 am to 2:00 pm. The restaurant will also be set-up as an all you can eat buffet style restaurant. Our Services [Company Name]’s menu will feature char broiled steaks, chicken, shrimp, burgers and a variety of basket foods along with occasional weekend specials of prime rib and barbecued ribs. Beverages will include various beers, cocktails and non-alcoholic beverages. The Market [Company Name] will focus on local residents and anyone passing by who wants to enjoy a good meal in a comfortable, friendly, down home atmosphere. [Company Name]’s market segmentation scheme is fairly straightforward and focuses on the target market, Dickey County, North Dakota residents. These customers prefer certain services and quality of food and it’s the Company’s duty to deliver on their expectations. Financial Considerations The current financial plan for [Company Name] is to obtain grant funding in the amount of $350,000. The grant will be used to get acquisition of the property, contents and rights to the business. [Company Name]has three main objectives: †¢ To serve quality food. †¢ To have outstanding customer service. †¢ To run and maintain a cost efficient base without sacrificing quality. [Company Name]’s mission is to serve high quality food and beverages in an inviting and friendly atmosphere at reasonable prices. [Company Name]’s keys to success are location, quality service and delicious food. [Company Name]is headquartered in Dwight, North Dakota Contact: [Name] Direct Phone: XXX-XXX-XXXX Address: [Address] [City, State ZIP] Email: [Email Address] The [Company Name] is located in Dwight, North Dakota, which is one mile west of the city Ludden in Dickey County. The Company is a start-up restaurant, owned by [Name], who has 15 years of industry experience as a bartender and 8 years of experience as a cook. Additionally, [Name] has 10 years of experience as an Administrative Assistant. [Company Name]is a steakhouse concept which will offer a comfortable, friendly atmosphere. The menu will feature char broiled steaks, chicken, shrimp, burgers and a variety of basket foods along with occasional weekend specials of prime rib and barbecued ribs. Beverages will include various beers, cocktails and non-alcoholic beverages. The [Company Name] will be located on the site of the original [Company Name], which was built in 1961. This location is a landmark that sets on Highway 1 and 11 along the James River. The [Company Name] is nested nicely near the South Dakota border between Ellendale and Oakes, ND. [Company Name]will be open 5 days per week. Serving dinner Tuesday-Wednesday from 5:00 pm to 10:00 pm; on Thursday – Saturday dinner served from 5:00 pm to 11:00 pm. Furthermore, the restaurant will be open one (1) Sunday a month on trial basis. Lunch will be served from 11:00 am to 2:00 pm. The restaurant will also be set-up as an all you can eat buffet style restaurant. [Company Name]will be closed on New Year’s Day, Thanksgiving Day and Christmas Day. The lounge will be open Tuesday – Saturday from 5:00 pm to 1:00 am. The rest of business structure has not been identified as of date. There will be an attorney and accountant determined at a later date. [Company Name]is a Limited Liability Corporation. The owner of the start-up restaurant is [Name], who has 100% ownership of the business. The following table and chart shows the start-up costs for [Company Name], LLC |Start-up | | | | | |Requirements | | | | | |Start-up Expenses | | |Software (Cost/Inventory Control) |$500 | |Liquor/Food License (State/County) |$1,800 | |Inspections |$1,000 | |Supplies |$2,500 | |Utilities Deposit |$1,500 | |Legal & Accounting fees |$5,000 | |Propane Tank & 1st Fill |$3,000 | |Total Start-up Expenses |$15,300 | | | | |Start-up Assets | | |Cash Required |$0 | |Start-up Inventory |$26,000 | |Other Current Assets |$30,950 | |Long-term Assets |$329,800 | |Total Assets |$386,750 | | | | |Total Requirements |$402,050 | [Company Name]is a comfortable, inviting restaurant designed to make its customers feel at home. The dining side has a sizzling 48†³ gas powered grill and char boiler which will make all steaks to perfection. The following meals come with the customer’s choice of potato, baked, hash brown or fries. Meals also include a trip to the full salad bar! All steaks are hand cut daily and charbroiled to perfection. Steaks Choice Sirloin 10 oz †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $13.75 House Sirloin 8 oz †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $12.50 Petite Sirloin 6 oz †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $9.75 Beef Tips-grilled or hand dipped in batter-deep fried†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $12.50 Rib eye 12 oz†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $16.25 Rib eye 10 oz †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $14.75 Steak and Shrimp 6 oz sirloin steak with three deep fried shrimp †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $15.50 Seafood Walleye dipped in batter and deep fried †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $15.75 4 Jumbo shrimp served with tater sauce or red sauce†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $13.50 Cod (Torsk)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $11.50 Chicken  ¼ pc dinner†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $11.50  ½ pc dinner†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $13.50 Baskets All baskets served with fries or onion rings. Burgers are  ½ lb handmade served on toasted bun. Hamburger basket †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $7.50 Cheese burger basket†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $7.75 Burger basket served w/cheese, lettuce, onion, tomato†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $8.50 Chicken Strip (4 pc) basket †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $8.75 Chicken Drummies (6) basket †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $8.75 Breaded Tip basket †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $9.25 Appetizer Platter Chicken drummies, Onion rings, Cheese sticks, Mushrooms, Mini Egg Rolls. Served with Ranch Dressing†¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $15.25 Beverages Coffee †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $1.00 Tea †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $1.00 Soda†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $1.50 Milk†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $1.50 The U.S. restaurant industry, which consist of fast food, casual dining and upscale chains, is facing its toughest stretch in three decades. This is due to declining guest traffic, declining average check, and a decline in sales. To survive, restaurant operators will need to balance incentives and discounts with added value and brand enhancement. Steak restaurants comprise less than 5% of the total restaurant market. Service oriented steak houses have room to grow. Meat and potatoes are still what Americans want, and they want it with good service. [Company Name]will focus on local residents and anyone passing by who wants to enjoy a good meal in a comfortable, friendly, down home atmosphere. [Company Name] intends to cater to a wide group of people. The Company wants everyone to feel welcome and relaxed in a friendly atmosphere with a large menu selection. It is its goal to have the â€Å"most tender, tastiest steaks† in the area. [Company Name]has the services necessary to flourish within this industry. By delivering superior customer service, offering affordable prices and developing an outstanding reputation, [Company Name]’s potential is excellent. Individuals going out to spend good money on meals or beverages want a variety of items to choose from. Additionally, these individuals want to dine at an establishment with consistent business hours. [Company Name]will be more than willing to offer that to all customers who walk into the business. The Company wants to create an environment that is fun, friendly and comfortable with prices that are very competitive. Customers are the first priority. [Company Name]’s market segmentation scheme is fairly straightforward and focuses on the target market, Dickey County, North Dakota residents. These customers prefer certain services and quality of food and its Company’s duty to deliver on their expectations. The information contained in the market analysis table, displays [Company Name]’s main markets. All of [Company Name]’s clients will benefit from its delicious food, atmosphere and exceptional customer service. |Market Analysis | | | | | | Year 1 | Year 2 | Year 3 | |Sales | | | | |Food |$259,480 |$275,049 |$291,552 | |Dining Beverage |$14,400 |$15,264 |$16,180 | |Bar Beverage |$30,928 |$32,784 |$34,751 | |Total Sales |$304,808 |$323,096 |$342,482 | | | | | | |Direct Cost of Sales | Year 1 | Year 2 | Year 3 | |Food |$90,800 |$96,248 |$102,023 | |Dining Beverage |$1,440 |$1,526 |$1,618 | |Bar Beverage |$9,588 |$10,163 |$10,773 | |Subtotal Direct Cost of Sales |$101,828 |$107,938 |$114,414 | In order to achieve the growth and marketing goals that have been outline in this business plan, [Company Name]has deadlines to meet and ideas to implement. Some of these are outlined below: 1. Obtain grant funding in the amount of $350,000 to improve business 2. Acquisition of the property, contents and rights to the business |Milestones | | | | | | Year 1 | Year 2 | Year 3 | |Owner/Manager |$33,600 |$34,272 |$34,957 | |Head Cook |$16,800 |$17,136 |$17,479 | |Asst. Cook |$7,776 |$7,932 |$8,090 | |Head Waiter |$12,180 |$12,424 |$12,672 | |Waiters |$13,080 |$13,342 |$13,608 | |Bartenders |$8,352 |$8,519 |$8,689 | |Dishwashers |$6,264 |$6,389 |$6,517 | |Total People |14 |14 |14 | | | | | | |Total Payroll |$98,052 |$100,013 |$102,013 | The current financial plan for [Company Name]is to obtain grant funding in the amount of $350,000. The grant will be used to get acquisition of the property, contents and rights to the business. The following sections of this plan will serve to describe [Company Name]’s financial plan in more detail: †¢ General Assumptions †¢ Break-even Analysis †¢ Profit and Loss †¢ Cash Flow †¢ Balance [Company Name]’s start-up costs are detailed in the Start-up Table. The following table shows how these start-up costs will be funded. |Start-up Funding | | |Start-up Expenses to Fund |$15,300 | |Start-up Assets to Fund |$386,750 | |Total Funding Required |$402,050 | | | | |Assets | | |Non-cash Assets from Start-up |$386,750 | |Cash Requirements from Start-up |$0 | |Additional Cash Raised |$0 | |Cash Balance on Starting Date |$0 | |Total Assets |$386,750 | | | | | | | |Liabilities and Capital | | | | | |Liabilities | | |Current Borrowing |$0 | |Long-term Liabilities |$0 | |Accounts Payable (Outstanding Bills) |$0 | |Other Current Liabilities (interest-free) |$0 | |Total Liabilities |$0 | | | | |Capital | | | | | |Planned Investment | | |Owner |$10,000 | |Outside Financing |$350,000 | |Additional Investment Requirement |$42,050 | |Total Planned Investment |$402,050 | | | | |Loss at Start-up (Start-up Expenses) |($15,300) | |Total Capital |$386,750 | | | | | | | |Total Capital and Liabilities |$386,750 | | | | |Total Funding |$402,050 | The table below presents the assumptions used in the financial calculations of this business plan. The average percent variable cost is estimated to be 33%. The estimated monthly fixed cost is $13,705. For the break-even analysis, the monthly revenue needed to break-even is $20,581. The break-even analysis has been calculated on the â€Å"burn rate† of the Company. [Company Name]feels that this gives the investor a more accurate picture of the actual risk of the venture. |Break-even Analysis | | | | | |Monthly Revenue Break-even |$20,581 | | | | |Assumptions: | | |Average Percent Variable Cost |33% | |Estimated Monthly Fixed Cost |$13,705 | [Company Name]’s Pro Forma Profit and Loss statement was constructed from a conservative point-of-view, and is based in large part on past performance. The income for Year 1, Year 2 and Year 3 are $304,808, $323,096 and $342,482, respectively. The net profit for the same period is $26,961, $36,035 and $42,838, respectively. The percentages of the net profit sales for this period were 8.85%, 11.15% and 12.51%, respectively. Once the Company receives grant funding to add the new assets, the depreciation of the building will be over a 20 year period, while the equipment will be depreciated over a 7 year period. |Pro Forma Profit and Loss | | | | | | Year 1 | Year 2 | Year 3 | |Sales |$304,808 |$323,096 |$342,482 | |Direct Cost of Sales |$101,828 |$107,938 |$114,414 | |Other Costs of Sales |$0 |$0 |$0 | |Total Cost of Sales |$101,828 |$107,938 |$114,414 | | | | | | |Gross Margin |$202,980 |$215,159 |$228,068 | |Gross Margin % |66.59% |66.59% |66.59% | | | | | | |Expenses | | | | |Payroll |$98,052 |$100,013 |$102,013 | |Marketing/Promotion |$6,250 |$6,438 |$6,631 | |Depreciation |$12,045 |$13,143 |$13,143 | |Supplies |$600 |$618 |$637 | |Utilities |$8,400 |$8,652 |$8,912 | |Insurance |$5,004 |$5,004 |$5,004 | |Maintenance |$1,200 |$1,236 |$1,273 | |Office Expense |$1,800 |$1,854 |$1,910 | |Payroll Taxes |$9,805 |$10,001 |$10,201 | |Phone/TV/Internet |$1,800 |$1,854 |$1,910 | |Propane |$12,000 |$12,360 |$12,731 | |Property Tax |$2,508 |$2,508 |$2,508 | |Acct & Legal |$5,000 |$0 |$0 | | | | | | |Total Operating Expenses |$164,464 |$163,681 |$166,871 | | | | | | |Profit Before Interest and Taxes |$38,516 |$51,478 |$61,197 | |EBITDA |$50,561 |$64,621 |$74,340 | | Interest Expense |$0 |$0 |$0 | | Taxes Incurred |$11,555 |$15,443 |$18,359 | | | | | | |Net Profit |$26,961 |$36,035 |$42,838 | |Net Profit/Sales |8.85% |11.15% |12.51% | [Company Name] is a start-up Company that has applied for a grant of $350,000. The Company forecasts that it will receive funding in the month of October. During this period, the Company will get acquisition of the property, contents and rights to the business. The following table displays [Company Name]’s cash flow, and the chart illustrates monthly cash flow in the first year. Monthly cash flow projections are also included in the appendix. |Pro Forma Cash Flow | | | | | | Year 1 | Year 2 | Year 3 | |Cash Received | | | | | | | | | |Cash from Operations | | | | |Cash Sales |$304,808 |$323,096 |$342,482 | |Subtotal Cash from Operations |$304,808 |$323,096 |$342,482 | | | | | | |Additional Cash Received | | | | |Sales Tax, VAT, HST/GST Received |$0 |$0 |$0 | |New Current Borrowing |$0 |$0 |$0 | |New Other Liabilities (interest-free) |$0 |$0 |$0 | |New Long-term Liabilities |$0 |$0 |$0 | |Sales of Other Current Assets |$0 |$0 |$0 | |Sales of Long-term Assets |$0 |$0 |$0 | |New Investment Received |$350,000 |$0 |$0 | |Subtotal Cash Received |$654,808 |$323,096 |$342,482 | | | | | | |Expenditures | Year 1 | Year 2 | Year 3 | | | | | | |Expenditures from Operations | | | | |Cash Spending |$98,052 |$100,013 |$102,013 | |Bill Payments |$136,504 |$176,166 |$184,277 | |Subtotal Spent on Operations |$234,556 |$276,179 |$286,291 | | | | | | |Additional Cash Spent | | | | |Sales Tax, VAT, HST/GST Paid Out |$0 |$0 |$0 | |Principal Repayment of Current Borrowing |$0 |$0 |$0 | |Other Liabilities Principal Repayment |$0 |$0 |$0 | |Long-term Liabilities Principal Repayment |$0 |$0 |$0 | |Purchase Other Current Assets |$0 |$0 |$0 | |Purchase Long-term Assets |$0 |$0 |$0 | |Dividends |$0 |$0 |$0 | |Subtotal Cash Spent |$234,556 |$276,179 |$286,291 | | | | | | |Net Cash Flow |$420,252 |$46,917 |$56,192 | |Cash Balance |$420,252 |$467,170 |$523,361 | [Company Name]’s net worth is $763,711, $799,746 and $842,583, for Year 1, Year 2 and Year 3, respectively. |Pro Forma Balance Sheet | | | | | | Year 1 | Year 2 | Year 3 | |Assets | | | | | | | | | |Current Assets | | | | |Cash |$420,252 |$467,170 |$523,361 | |Inventory |$10,924 |$11,342 |$12,023 | |Other Current Assets |$30,950 |$30,950 |$30,950 | |Total Current Assets |$462,126 |$509,462 |$566,334 | | | | | | |Long-term Assets | | | | |Long-term Assets |$329,800 |$329,800 |$329,800 | |Accumulated Depreciation |$12,045 |$25,188 |$38,331 | |Total Long-term Assets |$317,755 |$304,612 |$291,469 | |Total Assets |$779,881 |$814,074 |$857,803 | | | | | | Table: Balance Sheet (Continued) |Liabilities and Capital | Year 1 | Year 2 | Year 3 | | | | | | |Current Liabilities | | | | |Accounts Payable |$16,170 |$14,328 |$15,219 | |Current Borrowing |$0 |$0 |$0 | |Other Current Liabilities |$0 |$0 |$0 | |Subtotal Current Liabilities |$16,170 |$14,328 |$15,219 | | | | | | |Long-term Liabilities |$0 |$0 |$0 | |Total Liabilities |$16,170 |$14,328 |$15,219 | | | | | | |Paid-in Capital |$752,050 |$752,050 |$752,050 | |Retained Earnings |($15,300) |$11,661 |$47,696 | |Earnings |$26,961 |$36,035 |$42,838 | |Total Capital |$763,711 |$799,746 |$842,583 | |Total Liabilities and Capital |$779,881 |$814,074 |$857,803 | | | | | | |Net Worth |$763,711 |$799,746 |$842,583 | The table below presents ratios from the full-service restaurant markets as a reference. |Ratio Analysis | | | | | | | Year 1 | Year 2 | Year 3 |Industry Profile | |Sales Growth |n.a. |6.00% |6.00% |1.65% | | | | | | | |Percent of Total Assets | | | | | |Inventory |1.40% |1.39% |1.40% |6.34% | |Other Current Assets |3.97% |3.80% |3.61% |43.25% | |Total Current Assets |59.26% |62.58% |66.02% |53.12% | |Long-term Assets |40.74% |37.42% |33.98% |46.88% | |Total Assets |100.00% |100.00% |100.00% |100.00% | | | | | | | |Current Liabilities |2.07% |1.76% |1.77% |25.40% | |Long-term Liabilities |0.00% |0.00% |0.00% |73.91% | |Total Liabilities |2.07% |1.76% |1.77% |99.31% | |Net Worth |97.93% |98.24% |98.23% |0.69% | | | | | | | |Percent of Sales | | | | | |Sales |100.00% |100.00% |100.00% |100.00% | |Gross Margin |66.59% |66.59% |66.59% |58.06% | |Selling, General & Administrative Expenses |57.75% |55.44% |54.08% |23.02% | |Advertising Expenses |2.05% |1.99% |1.94% |1.74% | |Profit Before Interest and Taxes |12.64% |15.93% |17.87% |6.52% | | | | | | | |Main Ratios | | | | | |Current |28.58 |35.56 |37.21 |1.25 | |Quick |27.90 |34.77 |36.42 |1.00 | |Total Debt to Total Assets |2.07% |1.76% |1.77% |99.31% | |Pre-tax Return on Net Worth |5.04% |6.44% |7.26% |4325.19% | |Pre-tax Return on Assets |4.94% |6.32% |7.13% |29.65% | | | | | | | Table: Ratios (Continued) |Additional Ratios | Year 1 | Year 2 | Year 3 | | |Net Profit Margin |8.85% |11.15% |12.51% |n.a | |Return on Equity |3.53% |4.51% |5.08% |n.a | | | | | | | |Activity Ratios | | | | | |Inventory Turnover |10.09 |9.70 |9.79 |n.a | |Accounts Payable Turnover |9.44 |12.17 |12.17 |n.a | |Payment Days |27 |32 |29 |n.a | |Total Asset Turnover |0.39 |0.40 |0.40 |n.a | | | | | | | |Debt Ratios | | | | | |Debt to Net Worth |0.02 |0.02 |0.02 |n.a | |Current Lab. to Liab. |1.00 |1.00 |1.00 |n.a | | | | | | | |Liquidity Ratios | | | | | |Net Working Capital |$445,956 |$495,134 |$551,114 |n.a | |Interest Coverage |0.00 |0.00 |0.00 |n.a | | | | | | | |Additional Ratios | | | | | |Assets to Sales |2.56 |2.52 |2.50 |n.a | |Current Debt/Total Assets |2% |2% |2% |n.a | |Acid Test |27.90 |34.77 |36.42 |n.a | |Sales/Net Worth |0.40 |0.40 |0.41 |n.a | |Dividend Payout | 0.00 |0.00 |0.00 |n.a | Sales Forecast Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12SalesFood$19,346 $19,733 $20,128 $20,531 $20,942 $21,361 $21,788 $22,224 $22,668 $23,121 $23,583 $24,055 Dining Beverage$1,000 $1,102 $1,124 $1,146 $1,169 $1,192 $1,216 $1,240 $1,265 $1,290 $1,316 $1,340 Bar Beverage$2,306 $2,352 $2,399 $2,447 $2,496 $2,546 $2,597 $2,649 $2,702 $2,756 $2,811 $2,867 Total Sales$22,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Direct Cost of Sales Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Food$5,705 $5,990 $6,290 $6,604 $6,934 $7,281 $7,645 $8,027 $8,428 $8,849 $9,291 $9,756 Dining Beverage$102 $105 $108 $111 $114 $117 $121 $125 $129 $133 $136 $139 Bar Beverage$602 $639 $664 $697 $732 $769 $807 $847 $889 $933 $980 $1,029 Subtotal Direct Cost of Sales$6,409 $6,734 $7,062 $7,412 $7,780 $8,167 $8,573 $8,999 $9,446 $9,915 $10,407 $10,924  Table: Personnel Personnel Plan Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Owner/Manager$2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 Head Cook$1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 Asst. Cook$648 $648 $648 $648 $648 $648 $648 $648 $648 $648 $648 $648 Head Waiter$1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 Waiters$1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 Bartenders$696 $696 $696 $696 $696 $696 $696 $696 $696 $696 $696 $696 Dishwashers$522 $522 $522 $522 $522 $522 $522 $522 $522 $522 $522 $522 Total People14 14 14 14 14 14 14 14 14 14 14 14 Total Payroll$8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171  Table: Profit and Loss Pro Forma Profit and Loss Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Sales$22,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Direct Cost of Sales$6,409 $6,734 $7,062 $7,412 $7,780 $8,167 $8,573 $8,999 $9,446 $9,915 $10,407 $10,924 Other Costs of Sales$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Cost of Sales$6,409 $6,734 $7,062 $7,412 $7,780 $8,167 $8,573 $8,999 $9,446 $9,915 $10,407 $10,924 Gross Margin$16,243 $16,453 $16,589 $16,712 $16,827 $16,932 $17,028 $17,114 $17,189 $17,252 $17,303 $17,338 Gross Margin %71.71% 70.96% 70.14% 69.28% 68.38% 67.46% 66.51% 65.54% 64.54% 63.50% 62.44% 61.35% ExpensesPayroll$8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 Market ing/Promotion$750 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 Depreciation$0 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 Supplies$50 $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 Utilities$700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 Insurance$417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 Maintenance$100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 Office Expense$150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 Payroll Taxes10% $817 $817 $817 $817 $817 $817 $817 $817 $817 $817 $817 $817 Phone/TV/Internet$150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 Propane$1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 Property Tax$209 $209 $209 $209 $209 $209 $209 $209 $209 $209 $209 $209 Acct & Lega l$5,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating Expenses$17,514 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 Profit Before Interest and Taxes($1,271)$3,094 $3,230 $3,353 $3,468 $3,573 $3,669 $3,755 $3,830 $3,893 $3,944 $3,979 EBITDA($1,271)$4,189 $4,325 $4,448 $4,563 $4,668 $4,764 $4,850 $4,925 $4,988 $5,039 $5,074  Interest Expense$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0  Taxes Incurred($381)$928 $969 $1,006 $1,040 $1,072 $1,101 $1,126 $1,149 $1,168 $1,183 $1,194 Net Profit($890)$2,166 $2,261 $2,347 $2,428 $2,501 $2,568 $2,628 $2,681 $2,725 $2,761 $2,785 Net Profit/Sales-3.93% 9.34% 9.56% 9.73% 9.87% 9.96% 10.03% 10.07% 10.07% 10.03% 9.96% 9.86% Table: Cash Flow Pro Forma Cash Flow Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Cash ReceivedCash from OperationsCash Sales$22,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Subtotal Cash from Operations$22,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Additional Cash ReceivedSales Tax, VAT, HST/GST Received0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Current Borrowing$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Other Liabilities (interest-free)$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Long-term Liabilities$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sales of Other Current Assets$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sales of Long-term Assets$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Investment Received$350,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal Cash Received$372,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Table: Cash Flow (Continued) Expenditures Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Expenditures from OperationsCash Spending$8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 Bill Payments$299 $8,830 $5,065 $6,547 $12,875 $13,296 $13,734 $14,188 $14,661 $15,152 $15,663 $16,194 Subtotal Spent on Operations$8,470 $17,001 $13,236 $14,718 $21,046 $21,467 $21,905 $22,359 $22,832 $23,323 $23,834 $24,365 Additional Cash SpentSales Tax, VAT, HST/GST Paid Out$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Principal Repayment of Current Borrowing$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Other Liabilities Principal Repayment$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Long-term Liabilities Principal Repayment$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Purchase Other Current Assets$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Purchase Long-term Assets$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Dividends$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal Cash Spent$8,470 $17,001 $13,236 $14,718 $21,046 $21,467 $21,905 $22,359 $22,832 $23,323 $23,834 $24,365 Net Cash Flow$364,182 $6,186 $10,415 $9,406 $3,561 $3,632 $3,696 $3,754 $3,803 $3,844 $3,876 $3,897 Cash Balance$364,182 $370,368 $380,783 $390,189 $393,750 $397,382 $401,078 $404,832 $408,635 $412,479 $416,355 $420,252 Table: Balance Sheet Pro Forma Balance Sheet Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12AssetsStarting BalancesCurrent AssetsCash$0 $364,182 $370,368 $380,783 $390,189 $393,750 $397,382 $401,078 $404,832 $408,635 $412,479 $416,355 $420,252 Inventory$26,000 $19,591 $12,857 $7,062 $7,412 $7,780 $8,167 $8,573 $8,999 $9,446 $9,915 $10,407 $10,924 Other Current Assets$30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 Total Current Assets$56,950 $414,723 $414,175 $418,795 $428,551 $432,480 $436,499 $440,601 $444,781 $449,031 $453,344 $457,712 $462,126 Long-term AssetsLong-term Assets$329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 Accumulated Depreciati on$0 $0 $1,095 $2,190 $3,285 $4,380 $5,475 $6,570 $7,665 $8,760 $9,855 $10,950 $12,045 Total Long-term Assets$329,800 $329,800 $328,705 $327,610 $326,515 $325,420 $324,325 $323,230 $322,135 $321,040 $319,945 $318,850 $317,755 Total Assets$386,750 $744,523 $742,880 $746,405 $755,066 $757,900 $760,824 $763,831 $766,916 $770,071 $773,289 $776,562 $779,881 Table: Balance Sheet (Continued) Liabilities and Capital Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Current LiabilitiesAccounts Payable$0 $8,663 $4,854 $6,118 $12,432 $12,839 $13,262 $13,700 $14,156 $14,631 $15,123 $15,636 $16,170 Current Borrowing$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Other Current Liabilities$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal Current Liabilities$0 $8,663 $4,854 $6,118 $12,432 $12,839 $13,262 $13,700 $14,156 $14,631 $15,123 $15,636 $16,170 Long-term Liabilities$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Liabilities$0 $8,663 $4,854 $6,118 $12,432 $12,839 $13,262 $13,700 $14,156 $14,631 $15,123 $15,636 $16,170 Paid-in Capital$402,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 Retained Earning s($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)Earnings$0 ($890)$1,276 $3,537 $5,884 $8,311 $10,812 $13,381 $16,009 $18,690 $21,415 $24,176 $26,961 Total Capital$386,750 $735,860 $738,026 $740,287 $742,634 $745,061 $747,562 $750,131 $752,759 $755,440 $758,165 $760,926 $763,711 Total Liabilities and Capital$386,750 $744,523 $742,880 $746,405 $755,066 $757,900 $760,824 $763,831 $766,916 $770,071 $773,289 $776,562 $779,881 Net Worth$386,750 $735,860 $738,026 $740,287 $742,634 $745,061 $747,562 $750,131 $752,759 $755,440 $758,165 $760,926 $763,711  INFORMATION AND FORMS ARE PROVIDED â€Å"AS IS† WITHOUT ANY EXPRESS OR IMPLIED WARRANTY OF ANY KIND INCLUDING WARRANTIES OF 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Docstoc is prohibited from providing any kind of advice, explanation, opinion, or recommendation to a consumer about possible legal rights, remedies, defenses, options, selection, or completion of forms or strategies. Communications between you and Docstoc may be protected by our Privacy Policy (http://premium.docstoc.com/privacypolicy), but are NOT protected by the attorney-client privilege or work product doctrine since Docstoc is not a law firm and is not providing legal advice. No Docstoc employee, contractor, or attorney is authorized to provide you with any advice abo ut what information (again, which includes forms) to use or how to use or complete it or them. Entire document copyright  © Docstoc ®, Inc., 2010 – 2013 All Right Reserved ———————– Business Plan for Restaurant Bar and Grill This Business Plan for a Bar and Grill Restaurant allows entrepreneurs or business owners to create a comprehensive and professional business plan. This template form allows a business to outline the company’s objectives and detail both current company information as well as any past performance. Companies should include a complete market analysis in their plan to help showcase why their business strategy will be effective in the market. Future company plans, including production targets, management strategy, and financial forecasting, should be used to demonstrate and confirm that the company’s short-term and long-term objective can and will be met. This model plan can be customized to best fit the unique needs of any entrepreneur or owner that is seeking to create a strong business plan. Business Plan for Restaurant Bar and Grill This Business Plan for a Bar and Grill Restaurant allows entrepreneurs or business owners to create a comprehensive and professional business plan. This template form allows a business to outline the company?s objectives and detail both curren[pic][?] Business Plan Bar & Grill. (2016, Mar 15). 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Other mammals accounted for around 3% of the total, including 11,000 pigs, 5000 dogs and 3000 primates (for example, monkeys and marmosets). Laboratory mice are used more often in research every year than any other animal species. Mice, and other rodents such as rats and hamsters, make up over 90% of the animals used in biomedical research. In addition to having bodies that work similar to humans and other animals, rodents are small in size, easy to handle, relatively inexpensive to buy and keep, and produce many offspring in a short period of time. However, rodents may not always be the best animal to use in certain experiments. In these cases, dogs, cats, rabbits, sheep, ï ¬ sh, birds, reptiles and amphibians, or other kinds of animals may be used. All of these animals together make up less than 10% of the animals used in research. Methods of testing the drug: 1.Exposure Testing Some animals are tested by exposure testing. Animals like rats, dogs, cats, monkeys and birds are exposed to things that people would normally be exposed to. Exposure includes inhaling cigarette smoke or being in a place where furniture polish is sprayed. Exposure to microwaves, UV lights, the sun and extremes in temperature are also ways animals are tested. The results found include diseases that show up because of exposure to elements, learning disabilities that might occur (based on maze and behavior tests after exposure) and pregnancy complications that go along with exposure. These tests are usually used to make conclusions about what a humans reaction would be to the speciï ¬ c substances or conditions that the animals were exposed to. Conclusions might be that products are safe for humans based on exposure to animals or that products and elements are not safe based on what happened to the animals. 2.Skin Testing Some products, like cosmetics, are tested on animals by skin testing. In this method of testing, animals have products applied to their skin. This is done especially with pigs. The products, like cosmetics and other skin care products, are introduced to the animals skin, and the results are recorded. Most of this testing is done by cosmetic companies themselves, who are looking for any adverse reactions the products might have. Reactions they are looking for include breakouts, skin irritations, sicknesses or allergies that crop up with exposure. Research companies might be paid by cosmetic companies to test the products of competitor companies to make sure that the products they are selling will perform better. Cosmetic companies and skin care companies are also looking to test how well their products work Skin testing on an animal http://www.peta.org/b/thepetafiles/archive/tags/skin against the claims they have made for their own +corrosion/default.aspx products. 3.Injection Testing Many animals are tested with injection testing. For drug testing, this might mean injecting an animal with a drug to see what the side effects of the drug might be. Allergy medications, acne medications, seizure medications and disease medications are tested on health animals to test for side effects like sicknesses, birth defects or behavior problems. Other animals are tested by ï ¬ rst being injected with a disease or a sickness, and then injected with a course of drugs to see which drug might beneï ¬ t it the most. Diseases include AIDS, Cancer, Parkinsons Diabetes and Epilepsy. The beneï ¬ ts they are looking for include a reduction in symptoms, a cure for the disease, or a way to slow down the diseases progress. Injection testing usually measures the effects of the substance that is being injected on the animals, in order to see what results those things might have Ingected animal testing for people. http://urchinmovement.com/ 2011/08/11/the-rise-of-the-planetof-the-apes-animal-testing-goesmainstream/ 2 Nayla Khalifa AlKhalifa 4.Creation Testing Some animals are created in order to be tested, or their creation itself is the test. Scientists play with the genetic makeup of animals and attempt to create new animals. They also perform experiments on animals in utero, such as inject them with drugs, expose them to chemicals and change their genetic makeup to see if these experiments can be accomplished successfully and then to see if those results can be repeated for humans. Animals are cloned in labs to see if the cloning process works and what drugs, processes and genetic manipulations affect cloning in what way. Cloned animals are then studied to determine the effects of cloning on a general population. 5.Behavior Testing Some animals are tested in a way that is unobtrusive. Behavior tests are not usually meant to test a product or cosmetic or drug. They are tests that look at the lives of the animals and their behaviors. Some tests might include testing the speed at which mice can run various mazes or testing an animals ability to recognize colors or symbols. These tests might include exposing animals to loud sounds like music or yelling or to stressful situations including loud sounds, ï ¬â€šashing lights or strange smells or vibrations. Researchers then watch their behavior and make conclusions about what might happen to people in the same situation. Behavior tests also include studying the way a dog thinks by having him respond to commands and stimuli or testing the way another animal reacts when praised or yelled at. These behavioral tests give more information about how animals think and how their brains work, and also provide insights into why humans might have some of the same behaviors or issues as animals. What are the alternatives? There is a huge range of non- animal research techniques that, as well as being a more humane approach to science, can also be cheaper, quicker and more effective. These include: ââ€" Cell cultures Almost every type of human cell can be grown in culture and this has been key to understanding cancers, sepsis, kidney disease and HIV/AIDS. Cells grown in test tubes are routinely used in chemical safety testing, vaccine production, medicines development and to diagnose disease. ââ€" Chemical methods Analytical techniques used by chemists can be used to detect toxins in products, such as the LCMS method to replace the use of mice who are injected to detect toxins in shellï ¬ sh. ââ€" Tissue and organ culture Tissues from humans donated after surgery or even death can be used to investigate diseases and also test whether drugs might be safe and effective, before they are used on humans. ââ€" Computer models Programs run on computers can be used to predict whether a chemical is going to be harmful based on its similarity to other chemicals, or to even simulate body processes such as heart rate. ââ€" Human Volunteers Studies of humans can often be the best way to replace animals. We can now see inside peoples’ brains using imaging machines or test microscopic amounts of new drugs harmlessly on volunteers, as well as conduct large scale studies of populations to help see what might cause disease (epidemiology). Scientists are moving away from using animals but it is a slow process and they need more support. My opinion on animal testing is that we still need it but we should try to minimize the amount of animals being used and the pain the may experience even when pain relievers and anesthetics are used. We should use alternatives as much as we need to. We should not completely ban animal testing until we have a full replacement for it that works just as well or even better. Scientist are actually just trying to save someones life, I think many people in this world would see that as a selï ¬â€šess act. Personally I would rather an animal die than a cancer patient. They also test on animals as some of them are very much like humans, that means if an animal has a positive reaction towards a drug we are one step closer to curing a disease and we would all rather an animal die during research than a human. Animals are mostly used to develop medicines for the sick and have they have actually helped ï ¬ nd different treatments for cancer, strokes, and may other diseases that many people die from each year. Anyone that thinks that they are against animal testing is basically telling some cancer patients that they would rather them die then some rats. I would never ban animal testing. I ï ¬ nd that the people who protest against animal testing are an insult to the poor people that are ï ¬ ghting for their lives lying in a hospital bed some where with one chance of getting their life back by taking a drug that may have been tested on animals. It makes me feel really uncomfortable knowing that healthy people want something which will drastically decrease the standard of living of others. A complete ban on animal testing will have very serious negative effects on medical research. I believe that developing better, more effective and safer drugs is more important than sparing a few rats. Either way, if we continue animal testing ( which we are now ) too many animals are getting hurt, money is being spent, and products are still being tested, but if we ban animal testing we only have alternatives that work with only certain parts of an animals body. So, if we do either one we will still have issues.

The Drug Ecstacy :: essays research papers

Ecstasy is a slang or short word for Methylenedioxymethamphetamines (MDMA). It is a very serious mind-altering, psychoactive drug that can kill you. This drug can cause confusion, paranoia, sleep problems, anxiety and depression even after weeks of not taking it. Ecstasy was first developed in 1914 as a diet pill or appetite suppressant and it was a legal substance until 1985. In the mid-1980s, ecstasy burst out in the streets becoming the most popular drug used in Raves (wild all night parties) because it helps you keep dancing and mood enhancement. Ecstasy can be taken orally, sometimes snorted and rarely injected. The price for one capsule can range from $25 to $40 and the effect can last 3 to 6 hours. Ecstasy pills may come in a lot of different colors shapes and usually have small cartoons or logos branded on top (such as play boy bunnies, CK, love symbols, etc.). There are also a lot of names by which ecstasy can be found, for example, XTC, M&M, Love drug, Love trip, Adam, Rollin, etc. MDMA immediate effects are sweating, heart rate and blood pressure rising, dehydration, jaw clenching, teeth grinding, etc. Ecstasy can make you feel like you trust someone and it can break down barriers (that is why people call it in the brain which are critical to the memory and thought. Studies show that a drunken person has more memory than a person who smoked ecstasy heavily in the past. Ecstasy has been becoming dangerously popular in the last couple of years but due to the hard work of the Partnership For A Drug Free America the usage of Ecstasy has been lowering dramatically. They make public service announcements warning teens of the dangers and downsides to using ecstasy and helping to understanding the dangers of using drugs. There are places such as Greenbriar Treatment Center which offer help for people suffering from chemical dependency such as ecstasy. It is located in Washington, PA and their approach is to respect the people who they treat and reassure them that addiction is a curable disease.

Thesis Statement Essay

Studies have shown that an increasing trend of domestic violence is being perpetrated in heterosexual households. Many of these cases involve the male abusing the female, and the female actively attempting to maintain an outward appearance of normalcy despite the silent suffering. This outward image is nothing but a cover to maintain an illusion to the world that everything is good in the relationship, and also in many cases for fear of further abuse for drawing attention to the issue. As a result a closed loop of suffering, pain, and violence is created. Annotated Bibliography What is Domestic Violence? (August, 2014) The United States Department of Justice. http://www.justice.gov/ovw/domestic-violence The U.S. Department of Justice profiles the various ways in which domestic violence can be perpetrated by the aggressor. The manners in which the aggressor may enact the abuse are; psychological, economic, emotional, physical, and sexual abuse. From this study the USDOJ is able to show how domestic violence is inflicted on females and the methods males use to gain control. The studies also show that abuse crosses all age and socioeconomic group boundaries. This study is credible as it comes from the U.S. Department of Justice. The USDOJ enforces laws and defends the interests and wellbeing of the American people. The USDOJ is continually researching various crimes, one of which being domestic abuse. This continual research gives women everywhere a continually growing source of knowledge to aid in prevention and protection. This study provides details into the domination of females by their male partners in emotional, financial, and physical realms. Effects of domestic violence (2013). Stop Violence Against Women. Retrieved August 12, 2014, from http://www.stopvaw.org/effects_of_domestic_violence This article highlights the various impacts that domestic abuse has on women. It looks at the scars, mental and physical, left by violence such as beating and choking. It also covers how domestic violence has a reaching effect on children whom live with the abusive male (father figure). This website is a credible source due to its’ ties with the project of the advocates of human rights. This project is a collective forum which is  dedicated to women’s rights and protection against violence. This source provided information directly relating to the effects of prolonged exposure of this type of violent home relationship on a woman and the family. It delves into the cycle of fear which women are stuck in and how they fear for their lives in many cases. Bancroft, L. (2003). Why does he do that?: Inside the minds of angry and controlling men. Penguin. In this book, the author takes a deep look into the mental pictures of men whom have been noted as angry and highly controlling. Further, it looks at the effect of this type of man on his spouse over long periods of time together. Finally it ventures into some of the warning signs that could be picked up on, problems faced when trying to get legal help to combat the issue, the abusive personalities of men, as well as the change management required to correct the issues, and escape them for the women. This is a highly credible source as it was written by Lundy Bancroft. Bancroft has had over 15 years of experience in this exact field of study. He also served as one of the directors of â€Å"Emerge.† This was the very first program in the United States which was explicitly for abusive men to come and get help. This book gives great detail toward validating my thesis, particularly r egarding how males become violent in the quest to control the female partner. Counts, D. A., Brown, J. K., & Campbell, J. (Eds.). (1999). To have and to hit: Cultural perspectives on wife beating. University of Illinois Press. In this book, the research ties together the issue of domestic abuse (physical), into the cultural aspects which are apparent throughout history in many countries around the world. In many of these cultures, the female is still viewed as less than equal, so many of the males have this societal reinforcement of an idea of superiority over females. The book also shows how in many cultures the male still has the â€Å"right† to hit women. The credibility of this source comes from the author, Judith Brown. Her research in this field has been extensive, even including time spend as a scholar at Stanford University. Her books, and various speeches are well known. This book affirms the silence that many females feel they must maintain regarding this abuse, and is where my thesis of the closed loop of  suffering stems from. Steiner. L (2013), Why abused women stay in bad relationships; Retrieved August 16, 2014, from http://www.cnn.com/2013/02/10/opinion/steiner-domestic-violence This source documents research on females whom stayed in an abusive relationship fearing of retaliation or in a hope of changing the abusing partner. The research shows the complications to the situations, particularly how a woman who’s being abused still tries to maintain a positive image to the world about their relationship. Some of the women who attempted leaving the relationship ended up with no societal support, or worse yet, died. This article gains credibility from its’ author Leslie Steiner. Leslie is volunteers for the National Domestic Violence/Abuse Hotline, and is also on the DC Volunteer Lawyers Project. This article supports my thesis by showing the why behind the silence that many abused females choose to maintain. Cycle Of Violence – Domestic Violence. (n.d.). Retrieved August 12, 2014, from http://www.domesticviolence.org/ This website serves as a resource for information regarding every form of domestic violence for all to learn from. This site not only discusses the violence women endure, but also the effects it has on them, the families, and specifically the children. The chart on the website shows the continual cycle that many women face with the abusive partner and how it repeats. This source gains credibility from the work done by the Oakland County Council Against Domestic Violence. This website provides information into the specifics of how males will manipulate a female partner into a situation they are or feel, trapped in. Myths and Facts about Domestic Violence (2014). Retrieved August 13, 2014, from http://www.clarkprosecutor.org/html/domviol/myths.htm This site is a information portal provided by the prosecuting attorney in Clark County, Indiana. This site dives into many of the myths associated with domestic violence. Highlighting that males can be the victim in domestic abuse, but that statistics show the female is most often the one whom is the victim. This is a credible source as it’s written by a prosecutor whom sees these cases on a regular basis and is able to get the facts of the case. This source gives credibility to the thesis statement by bolstering the fact that  many women feel trapped by various means. Herman, J. (2002). Trauma & Recovery: The aftermath of violence from domestic abuse to political terror. This is a non-fiction work which shows how society can make the experience of being abused even more traumatic on a female. It shows how sexual abuse against a female can link to domestic terrorism. The book brings about some interesting parallels between a public trauma (terrorism) and a private trauma (rape). It also discusses the way that these public traumas can leave scars, which is akin to the lasting scars and loss of self respect which can occur within a female who has suffered sexual abuse. This source gains credibility from the author, Dr. Judith Herman. Dr. Herman is a professor at Harvard University and also the director of training for victim violence at the Cambridge Hospital. This book is a source which will reinforce my thesis, and show how males obtain sexual control over females and the effects this exertion of control has. Adams, A. E., Sullivan, C. M., Bybee, D., & Greeson, M. R. (2008). Development of the Scale of Economic Abuse. Violence Against Women, 14(5), 563-588. http://vaw.msu.edu/wp-content/uploads/2013/10/Scale-of-Economic-Abuse.pdf This study reviews the cases of economic abuse on women, committed by their respective partners. The study scope covered 103 females whom had suffered economic abuse by their partner. This study highlights that males not only use sexual and physical violence, but also are found to use economic violence. This study gains credibility due to its’ composition by a portion of diverse scholars at Michigan University. Megan Greeson, Adrienne Adams, Deborah Bybee, and Cris Sullivan are professors at Michigan University whom have been engaged in community based and highly collaborative research. This study was published in 2008 and was put together with first hand details given by those who experienced the domestic abuse. This study affirms the thesis showing the way males attempt to gain control over females and using economic abuse. It shows how economic abuse affects victims by making them feel helpless. These feelings cause them to then give in and give the abuser what they want. Price J.L., Lee S. S., Quiroga S. S., (December 2000), Meeting the Needs of Survivors, Department of Status of Women, City and County of San Francisco. Retrieved August 9, 2014, from http://sfgov.org/dosw/violence-against-women-girls-san-francisco This source is a survey conducted by members of Department of Status of women, city and county of San Francisco regarding why women don’t fight back against domestic abuse. This survey was conducted via telephone interviews with approximately 25% of the female population in the county participating. Results clearly showed that females tolerated the abuse to attempt to maintain a stable relationship, and positive appearance to society. This source gains credibility from the scholars conducting the research: Jennifer L. Price, Sandra Soo-Jin Lee, Seline Szkupinski Quiroga for Department of Status of Women of City and County of San Francisco. These surveys were completed personally by calling women and asking about the factors related to domestic violence and abuse. This source affirms my thesis, and provides statistical data regarding the silence of females in an abusive home.

Arguments for and against using Utilitarian principles Essay

Utilitarianism is an ethical theory that proclaims that the morally right course of action in any given situation is the one that produces the greatest amount of pleasure over pain for everyone affected (Ferrell, Fraedrich &Ferrell 2008). This is evident in business decision making processes done by analysts, legislators and managers, for instance on deciding to invest resources in public project, to minimize cost by using foreign labors and such. Thus, the argument on whether utilitarian principles should be applied in workplace practices is highly debated as it carries both pros and cons. First and foremost, utilitarianism in an organizational context â€Å"provides a clear and straightforward basis (Shaw, Barry & Sansbury 2009, p67)† for developing and testing guidelines and protocols. Pain and pleasure is graded in a scale of continuum to measure intensity of the emotion (Burns 2005). As such, organizations can utilize this to derive objective decisions, as the approach uses quantitative result oriented method, and calculates cost and benefit of the consequences of all possible alternatives. For instance, a departmental manager ordered to cut cost in his department may revise all employees’ salary in the interest of obtaining higher utility for all parties rather than lay off some staff. Secondly, utilitarianism enables an unbiased approach of decision making, thus a way to resolve conflicts involving self-interest (Mill, 1863). This approach requires the decision maker to take the standpoint of an impartial third party and give equal weightage to everyone’s interest. As such, the outcome of the decision will not be influenced by self interest and chances of negative implication to all individual are minimized. This is advantages, as incidents such as Bhopal Disaster that killed 20000, as a result of poor maintenance to minimize cost for the shareholders, could be evaded. Moreover, utilitarianism is a comprehensive and flexible method as it looks at the end results of actions and takes into consideration the complexity of the circumstances (Burns 2005, p46). All ramifications, regardless whether they are direct, indirect, long term or short term, are taken into account especially in situations that may have long term environmental and health implication. Thus using utilitarianism, organizations can reach â€Å"realistic and workable moral decisions (Shaw, Barry & Sansbury 2009, p67)†. Nonetheless, there are criticisms against the utilitarianism approach as it is difficult to determine and account for all foreseeable benefit and harm of every possible alternative (De George 2013, p48). This is because we cannot know the full implication of all actions in the long term, nor can we accurately estimate the pain and pleasure of future consequences resulting from these actions. For example, a drug that was released into market after thorough research and careful consideration of benefit over harm, could have undiscovered lethal side effect that could manifest many years later. However, due to limited technological advancement when the research was conducted, this potential harm and its intensity may not be identified accurately during initial cost and benefit analysis. Furthermore, utilitarianism is a teleological theory that looks at the end result itself rather than action. As such, it isn’t concerned with how the utility is achieved and even morally reprehensible actions such as theft and murder could be considered ethically right as long it produces more utility (Shaw, Barry & Sansbury 2009, p68)†.Moreover, the theory, though theoretically plausible, is not applicable in real life situations in which individuals are required to make decision within minutes and could not possibly consider all alternatives and their implications. In conclusion, utilitarianism though highly applicable to workplace, should be practiced with caution as it also has weaknesses like any other theory. As such, the individuals in decision making position, should be aware of potential biases and shortcomings of practicing utilitarianism and attempt to diminish the negative implications. Reference List Burns,J 2005, â€Å"Happiness and Utility: Jeremy Bentham’s Equation† Utilitarianism Resources. P46,accessed 27/08/2013, http://www.utilitarianism.com. De George, R 2013, Business Ethics, Pearson/Prentice Publication, New Jersey. Ferrell,O , Fraedrich, J& Ferrell,L 2008, Business Ethics : Ethical Decision Making and Cases ,South- Western Publication, Mason. Mill, J 1863, Utiilitarianism , Utilitarianism Resources. Accessed 27/08/2013, http://www.utilitarianism.com/mill2.html. Shaw,w, Barry,V & Sansbury,G 2009 Moral Issues in Business, Cengage Learning Australia, South Melbourne.