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    Tuesday, May 9th, 2006
    3:34 pm
    Tuesday, March 14th, 2006
    3:19 pm
    Starbucks should begin to develop new brands in order to mitigate risk to their valuable brand equity, leverage their marketing skills, and develop new business opportunities.

    Starbucks has succeeded in an industry environment that has both a high threat of substitutes as well as low barriers to entry. They have done this because their marketing (supported with the procurement of high quality coffee) has added great value in their customers eyes. They are smart to have emphasized the importance of protecting and building the quality of their brand because the perceived value of their brand has allowed them to overcome obstacles and build a nationwide network of coffee houses. However, Starbucks faces a difficult catch-22 in regards to their future plans.
    The ability to continue to grow at their past rapid pace is hampered for the best and most obvious retail opportunities are now taken. Starbucks is naturally looking at ways to expand their brand into outlets outside of their stores. The threat of this is that by outsourcing the final delivery of their brand (United Airline stewardess serving coffee, Drewears mixing the ice cream) they are losing the total control of the final product or service.
    Even the no-brainer $1 Billion dollar opportunity with Pepsi-Cola carries a potential threat. Is Frappuccino pulling Pepsi into the higher end beverage market or is it knocking Starbucks down to the lower one? What will be the impact when Starbucks customers see Starbucks products beside Mountain Dew in vending machines? Starbucks knows these risks, otherwise why have they rebuffed a huge potential deal with McDonalds? Starbucks is in this difficult contradictory position of needing to simultaneously protect and expand their brand because they rely on only one brand. It is time for Starbucks to expand by creating other brands that can exploit the different sectors of the coffee market. Some in Starbucks also know this; witness how Starbucks has developed the brand name of Meridian for PriceCostco.
    Some within Starbucks internal structure will resist this because they feel Starbucks greatest asset is its brand in stead of how their core competency is marketing. By entering into a new sectors of the coffee market some within Starbucks internal structure will feel they are wandering from their path. However, Starbucks has history has proven that their core compencies lies in the procurement of the coffee and in their marketing might. Other brands will allow Starbucks to protect their flanks.
    There are several ways that Starbucks could go about developing new brands. Perhaps Costco would agree to expand the Meridian label to a deal with McDonald’s creating a “mass merchandise” line of quality coffees across the main outlets. Starbucks could also consider purchasing one of the many regional labels and leveraging the existing brand name to enter the mid-markets such as grocery stores.
    Friday, March 10th, 2006
    3:40 pm
    Because low barrier to entry must protect the brand idenity.

    Because of several regional competiors that could threaten to go national they must protect brand. Pg 90 “How can they be so competitive in their local markets despite the fact that our national image is so much stronger.”



    Expandinign into thehome market prevents the power of the buyer of “customers from taking your funion in house.”

    Starbucks is smart otkeep the suppliers happy because the current system gives a very low power to the usppliers

    From five forces
    Low barrier to entry
    Middle of road bargaingin power of buyers
    High threat of substitutes
    A strength has been the power of the suppliers

    Starbucks is in a difficult catch-22 in regards to their future plans. They are smart to have emphasized the importance of protecting and building the quality of tier brand because of the low barriers to entry and the high threat of substitutes. The perceived value of their brand has allowed them to overcome these obstacles of building a nationwide network of coffee houses. However, the ability to continue to grow at the rapid pace is hampered by the beginnings of all the best retail opportunities are taken. So Starbucks is naturally looking at ways to expand their brand into other arenas. The threat of this is that by outsourcing the production of their brand (United Airline stewardess serving coffee, Drewears mizing the ice cream) they are losing control of the final product or service and therefore losing control of their brand, which is what made them great in the first place.
    Friday, February 3rd, 2006
    12:31 pm
    Maybe on web have Reports for Sale

    How to buy Land in Mexico
    How to buy Land in Costa Rica
    How to buy Land in Panama
    How to buy Land in Nicarguara

    Spreadsheet on
    report on living expenses



    For now get domains and build links.
    Thursday, February 2nd, 2006
    6:33 pm
    Monday, January 30th, 2006
    3:01 pm
    Friday, January 6th, 2006
    9:51 am
    from Art4love business plan
    Art4Love’s initial strategic mission is to be a leader in the currently estimated $10 billion a year corporate art marketplace.1 For further information on Art4Love Inc., visit the website at www.Art4Love.com .

    1 (American Canvas: The Evolving Cultural Landscape, Alexander Jane NEA publication, 1997).
    Thursday, January 5th, 2006
    3:20 pm
    contact, mobile frame shop

    Email Id : gballou@framestoyou.com
    Website URL: http://www.framestoyou.com

    The Great Frame Up
    anance@fcibiz.com
    http://www.tgfufraninfo.com
    9:31 am
    People are already coming but it has not been built.
    Wednesday, January 4th, 2006
    6:59 pm
    Bilderpool - Calculator for Individual Rental Fees

    Renter is a company
    Commercial Value Renting period
    of art work 3 - 6 months over 6 months over 1 year
    20% monthly fee 15% monthly fee 10% monthly fee


    Renter is an Individual
    Commercial Value Renting period
    of art work over 6 months over 1 year
    10% monthly fee 5% monthly fee
    http://www.bilderpool.org/english/vertrag_en/en_calculator_bilderpool.xls
    6:47 pm
    http://www.bilderpool.org/default_en.htm

    bilderpool.org is a platform that informs about the rental contemporary art and helps contacting artists that rent their work: to companies, to individuals, to… you! Because contemporary art is being made by, but above all: for people.

    The idea behind bilderpool.org is to provide all parties (artists, art lovers) with the information and documents that are needed for renting art: contracts, forms, a pricing model and answers to frequently asked questions. If an artist and an art lover can clarify all these issues directly with one another, art rental is possible at a very reasonable cost.

    wrote the following to kontakt@bilderpool.org

    Does anybody do in the United States??
    6:42 pm
    http://www.pop-art-leasing.com
    Mannheim, south-west Germany

    Who's behind the Pop Art Leasing service?


    This service is run by the following privately owned German company. The company's president has both half American and half German nationality.

    Hauser Real Estate GmbH
    Karl-Ludwig-Strasse 3
    68165 Mannheim
    Germany

    Phone: +49 621 4316700
    Fax: +49 621 4316760
    eMail: info@pop-art-leasing.com

    German trade register: Mannheim, HRB 10107.
    President: Phillip Hauser.
    USt-IdNr.: DE238148122

    Allen Jones
    Cut-A-Way

    Regular leasing rate: 21.50 €
    Our leasing rate: 8.69 € per month
    You save: 147% (12.81 €)

    Gallery price: 2'000.00 €
    Our selling price: 1299.00 €


    Allen Jones
    Dressed for Pleasure

    Our leasing rate: 5.18 € per month

    Gallery price: 350.00 €
    Our selling price: 299.00 €


    Allen Jones
    Optical Illusion

    Regular leasing rate: 21.50 €
    Our leasing rate: 9.36 € per month
    You save: 129% (12.14 €)

    Gallery price: 2'000.00 €
    Our selling price: 899.00 €


    Allen Jones
    Rosso

    Regular leasing rate: 6.00 €
    Our leasing rate: 2.01 € per month
    You save: 199% (3.99 €)

    Gallery price: 500.00 €
    Our selling price: 199.00 €
    10:30 am
    Caring for Your Parents: The Complete AARP Guide
    Thursday, December 22nd, 2005
    2:50 pm
    2. (Individual) Answer the following question: Miles and Scott, page 524, conceptual question 4:

    A multinational company has asked you for a thirty-year forecast of various African exchange rates against the US dollar. The firm will give you any macroeconomic forecast you need. What data would you ask for?

    The expression, “Garbage in, Garbage out” is commonly used in the Information Technology fields to summarize a computer analysis program is only as useful as the information that is put into it. I think this idea and expression could be useful in analyzing the exchange rate of African Nations versus the US dollar.
    9:28 am
    Harv Bus Rev. 2003 Apr;81(4):48-57, 121. Related Articles, Links


    Luxury for the masses.

    Silverstein MJ, Fiske N.

    Boston Consulting Group, Chicago, USA.

    Increasingly wide income disparities, higher levels of education, and greater awareness of other cultures' ideas of the good life have given rise to a new class of American consumer. And a new category of products and services, including automobiles, apparel, food, wine, and spirits, has sprung into being to cater to it. That category is called new luxury. America's middle-market consumers are trading up to higher levels of quality and taste than ever before. Members of the middle market (those earning $50,000 and above annually) collectively have around $1 trillion of disposable income. And they will pay premiums of 20% to 200% for well-designed, well-engineered, and well-crafted goods that can't be found in the mass middle market and that have the artisanal touches of traditional luxury items. Most important, even when they address basic necessities, such goods evoke and engage consumers' emotions while feeding their aspirations for a better life. Supply-side forces are essential to the rise of new luxury. Like the consumers of their goods, entrepreneurs are better educated and more sophisticated about their customers than ever before. In addition, global sourcing, falling trade barriers and transportation costs, and rising offshore manufacturing standards are making possible the economical production of alluring products of high quality. Unlike old-luxury goods, new-luxury products can generate high sales volumes despite their relatively high prices. As a result, new-luxury companies are achieving levels of profitability and growth beyond the reach of their conventional competitors. Whether the item in question is a $6 Panera sandwich or a $30,000 Mercedes, new luxury is a formula that middle-market companies, facing erosion of their market share by high-end and low-end producers, can ill afford to ignore.
    Harv Bus Rev. 2004 Jul-Aug;82(7-8):94-104, 188. Related Articles, Links


    Selling to the moneyed masses.

    Nunes PF, Johnson BA, Breene RT.

    Accenture's Institute for High Performance Business, Wellesley, Massachusetts, USA.

    Over the past decade, the distribution of household incomes has shifted so much that a much larger proportion of consumers now earn significantly higher-than-average incomes--while still falling short of being truly rich. As a result, what used to be a no-man's-land for new product introductions has in many categories become an extremely profitable "new middle ground." How can marketers capitalize on this new territory? The key, say the authors, is to rethink the positioning and design of offerings and the ways they can be brought to market. Take, for instance, how Procter & Gamble redefined the positioning map for tooth-whitening solutions. A decade ago, dental centers were popularizing expensive bleaching techniques that put the price of a professionally brightened smile in the 400 dollars range. At the low end, consumers also had the choice of whitening toothpastes that cost anywhere from 2 dollars to 8 dollars. P&G wisely positioned itself between the two ends, successfully targeting the new mass market with its 35 dollars Whitestrips. In product categories where it's clear the middle ground has already been populated, it's important for companies to design or redesign offerings to compete. An example is the Polo shirt. How do you sell a man yet another one after he's bought every color he wants? Add some features, and call it a golf shirt. Here, marketers have introduced designs based on the concept of "occasional use" in order to stand out. Finally, companies wishing to reach the "almost rich" can change how they go to market. Perhaps no mass retailer has made a stronger bid for the mass affluent than Target Stores, which has pioneered a focus the company itself characterizes as upscale discount. The strategy has made Target an everyday shopping phenomenon among well-heeled urbanites and prosperous professionals.
    Sunday, December 18th, 2005
    6:00 pm
    5:20 pm
    Marketing Plan
    Marketing Plan
    To assisted living facilites

    B to B

    To Indvidual Collectors

    To Artists
    4:33 pm
    write a snail mail letter
    Malibu Gallery
    22625 Pacific Coast Hwy
    Malibu CA 90265
    (310)456-5393 Fax: (310)317-6151
    Doris Gajic

    Were you ever a franchise? according to the Franchsie Redbook you were.
    12:19 pm
    edit this Components of the Franchise Agreement
    Components of the Franchise Agreement

    Accelaration of Royalties
    The Frnchisor may acclearate to a maximum of 5 ear period of time using a 8% PVM factor and make due and payable the totoal royalities to have been paid for the remaining term of the franchise agreement if the franchisee defaults and prematurely terminates its agreement.


    Advertising Obligations

    How much should the have to spend of gross revnues on local advertising?
    Should I provide templates to be used? Should the franschisee only be allowed to use the approved templates? Should the franchise only be allowed to use marketing materials developed by the franchisor.

    The franchisee may only use marketing materials developed by the franchsor. If the franchisee wishes to tweak the marketing materials these changes must be approved by the franchsior before being used.

    Arbitration and Mediation
    In the case of dispute, dispute will be sent to Center for Public Resources-National Franchise Mediation Program or theogh the American Arbitration Association. This arbitration will take place in the county of the Franchsors home.

    Audit by Franchsior
    The franchosr has the right to audit the franchisees books and record. If revenues have been more than 3% of gross revenues underrrported the franchisee shall bear the cost of the audit. The franchsisor shall be allowed to audit the books once per quarter.

    Choice of Law
    The states laws of Arizona shall fovern the rights and obligations of the parties under the agreement.

    Contingencies
    Iif the franchise does not complete obtain the necessary financing, lease a suitable lacoation, complete the training or is not able to meet any other conditions then the franshor will give some money back.
    How much money should I give back? Can I step this up so it becomes more and more costly with each step?
    Should the funds be kept in escrow unitl the conitninegencies are met? Should I list the specific conitingencies?
    Covenents Not to Compete
    The franchise agrees to not operate a business similar to the franchise business (Art gallery, renting of Art) while a franchisee of for for a period of 5 years after the agreement expires or is terminated (posterm.) If the agreement is terminated or expires the franchcisee agrees to not franchsie a similr business for a period of 10 years. The covenent not to compete is still in effect if the franchise agreement expires and is not renewed, the franchise agreement is transferred to a franchisor approved buyer. The covenent not to compete is not still in effect if the franchise agreement teminates from a default by the franchisor.

    How should “similar to the franchise business” be defined?
    Customer Lists

    A copy of the franchisees customer list and suppliers list must be given to and is the property of the franchsor. The franchisor will not use either lists to compete against the franchsie.
    Should it be “the property of the franchsior” or just “be allowed to be used?

    Customer Restictions
    There are no restrictions to the type or class of customer with whom the franchsie can do business.

    Death, Disability or Incompetenc
    If the franchsiee dies, becomes disabled or incompetent what should happen? Needs to be addressed.

    Default by Franchsor
    The franchisor shall have 30 days to correct monetary defaults and 60 days to correct other defaults.
    Should the ways of the franchsor might deault or breach of agreement be listed?
    Should it state the grace period the franchsor has to correct the default?

    Default by the Franchisee
    The franchise agreement will automatically terminate because of insolvency.
    The franchosr may immediately automatically terminate the franchise agreement because of a convicition of a felony on the par tof the franchise, the willful breachg of confidentiality, or willful breach of the noncompete covenanat.

    termination shall be allowed on the behalf of the franchssie if after recievin gwritten notivce from the franchsor tey are not amended within 10 days for monetary defaults and 30 days for other defaults.
    Escrow of Funds
    Funds shall be held in escrow until the franchsor complete its preopening obligations.

    Exclusive Territory
    ADI-Area of Dominant Influence-
    I want to give whole cities to the franchisee. But what if they do not rise to their potential? Can I set targets that if they don’t meet I am allowed to allow in a second franchise?

    Exclusive territory shall exist within a 10 mile radius. The radius center are the cross roads of ___________ and _____________ in ____________, _____.

    The franchise shall be allowed to conduct businees outside of the exclusive territory unless notifed by the franchsor that they are impeading upon another franchise’s exclusive territoty. The franchise may maket ouside of their trade area unless notified they are infringing upon another franchiseee trade area.

    The exclusive territory dpends upon reaching a sales level of 60,000 in the first year, 100,000 in the second year, and 5% increase in sales for the following 8 years.

    Force Majeure
    No idea what it should state here.

    Franchisors Right of Access
    The Franchsor shall have the right to enter the franchsiee premise at any time and without prior notice for inspections.

    Gross Revenue
    Phantom Income shall be exluded for the driningiton of greoss revnes.
    How should gross revenues be defined?

    Guarnaty of Franchisee Obligation
    Both the franchsee and the franchsiees spouse are personally obligated to the provsions of the document.

    Initial Franchise Fee
    The Initial Franchise Fee is kept forever by the franchsior if anybody goes into default.

    Late Charges
    The Fran shall be allowed to impose a late charge of 5% late fee after a 5 day grace period for any payments that include but not limited to royalty payments, advertising contribution.

    Limitation of Claims for three years.

    Minimm royalties, Advertising Contribution or Other Payments
    A minimum royalty of $___ shall be paid by the franchise, regardless of sales.

    National Accounts
    If the franchise system sells its servies to national accounts the fran reserves the right to deal with these national accounts diretnly, even where a branch of the national account is lcated with the excluseive territory of the franchisee.

    Obligations of the Franchise

    Obligations of the Franchsior
    Shall versus may

    Option to Purchase by Franchisor
    Not very nice, should I include?

    If the minimum performance requirement is not meat the Franchsor has the right to purchase the franchisee business. The fracnsior also has the right to purchas ethe business on termination or expiration of the term. The price will be based on the fair market value on an ongoing business basis.

    If the franchisee stays at thepremises afte contract the franchisee must deidentfiy the premises.

    Purchases for inventory
    How should I write it that they franchise can rent from whomever they want.

    Relocation Rights
    If loss of lease happens the franchsiee has a 30 priod if time to relocate the franchsie business withough forfeitn the franchise. Mimium royalties with abate during this period.

    Renemwal fee
    There are no renewal fees at the end of term of the contract.

    Rennovatio of the Premise
    Should I include? Must renovate every 5 years.

    Reporting Requirment
    The franchisee is required to supply quaterly finaccnail statements (balance sheets, profit and loss statement, and statement of cas hfflows.) The Franchsior reserves the right to request year-end fiancail sttemetns prepared by an independe certified public accountant. The franchise has 45 days and the end of each quarter and 90 days from the end of the year to supply thse statements. The statements may be be review –level statements or audited financial statements at the Franchsors request.

    Right of First refusal by Franchsor
    The frachsior has the right of first refusal to purchase the franchsiees business, if the frnachisee receives an offer from a third party, on the same terms and conditions as contained in the third pary offer. The franchisor time to excise the right of firs refual is a maximum of 30 dyas.

    Right of First refusal by Franchise
    The Franchise has the righ of first refual to purchase an additional franchise within any territories of a 30 mile radius. The Franchisee has 30 dyas to exeercixe the right of first refusal.

    Term and renewal Rigts
    10 years

    Trademark

    Transfer by franchise
    Need first
    A aiver of the franchsor right of first refusal
    The buyesr assumption of the exiting franchise agreement or exution of the frnachosr latest version of the frnachise agreement
    The paymen of a 5000 transfer fee.
    The execution and delivery by the franchise of a general relase to the franchisor werheby the franchise realse the franchsor from any claims againt the franchosr.

    Waiver of Punitive amage Claims

    Waiver of trial by Jury
    Friday, December 16th, 2005
    1:09 pm
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