My Handsome Boy Named Scooter free essay sample

Boy Named Scooter Judith A. Bell ENG 121 Thomas, Cooper December 2, 2012 One gorgeous summer day, I decided to stop in our local Humane Society and peep in on the new dogs. It was love at first site, my handsome boy Scooter sat in the corner of the last cage I peered in. Our eyes met and we both knew he was coming home with me that very day. I put a brand new bright neon green collar and leash on him as if he and I were pro’s, it fit perfectly. I then knew we were off to a beautiful start of our relationship. I just knew we were going to become the best of friends forever. On the car ride home, he sat so adorable in the seat next to me. We both were so excited to get home, we could barely wait. It felt like we were on pins and needles all the way there. We will write a custom essay sample on My Handsome Boy Named Scooter or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page After arriving to Scooter’s new forever home, I immediately went to work on setting up the house for a puppy. Laying down puddle papers, food, and water down in certain spots is necessary. So, He could easily get used to his surroundings. He could even tell me from the start, with his amazing nose, where I put his treats. He put his front paws on the cabinet and started barking. The next day, we went out in the back yard to let Scooter experience the alluring long bladed grass. He ran and ran until his itty bitty body was plum wore out. He slept like a newborn baby that night, and from that point on, every night in his bed witch was as soft and plushy as mine. Another morning, Scooter awoke with a blissful look on his face, so I decided to capture the moment and go for a peaceful bike ride. The next thing I know, I hear a yelp like I have never heard before. He somehow got his cute little nose/mouth in the spokes. I immediately saw bright red blood, so we rushed off to the animal hospital. The vet took a look at Scooter; he then turned to tell me he lost two teeth. I felt terrible and started to cry. That’s when the vet whispered, Scooter will be just fine. I was so elated, and ready to go home. After a few months of pure bliss for us both, Scooter started running out of our yard to chase cars going by. The next thing I heard was an extremely high yelp again. A small orange as the sun, car hit my handsome boy. I tried to scoop him up to see how horrific his wounds were. I became very upset at what I saw, his back left leg was terribly hurt and that familiar smell of blood was present. This time Scooter needed stiches and a cast. The vet again whispered to me, he is a very luck boy, and must have nine lives. And again we returned home to recover from his wounds. He never has gotten the full use of his leg back since. Right away, my husband put a fence up around our whole five acres. Now that a few years have gone by my handsome boy is slowing down. He uses three legs as if he was born that way. This just shows me, that no matter how bad things can get, we can overcome anything but death. And, my handsome boy and I will be there for each other, for the rest of our lives. `All in all, my handsome boy Scooter has gone through terrible accidents, but I will always treat him as if he is my child. I rescued him, and I will continue to cherish and love every moment we have together. I recommend that everyone should adopt at least one dog in their lifetime. There will never be a dull moment, and the love you exchange is unbelievable. My handsome boy Scooter will hold a piece of my heart forever.

Collision Martial Art School

Collision Martial Art School Executive summary Collision Martial Arts’ vision statement is to provide the means for each and every individual to possess a more productive and fulfilling life experience from martial arts by learning respect, honor, self discipline, self defense and physical fitness in a professional structure and friendly environment.Advertising We will write a custom coursework sample on Collision Martial Art School specifically for you for only $16.05 $11/page Learn More The main objective is to create an environment where individuals will learn martial arts while enjoying their experience, inner personal growth and physical and mental achievement. For Collision to fulfill these targets, the company has to provide its customers with the highest quality martial arts training and physical fitness, which will increase their self esteem, concentration, discipline and self growth (Braun 2002). Market summary Market size, trends and opportunities Trends in the industr y show that individuals are no longer seeking martial arts classes primarily for defense skills but are mostly driven by other reasons such as recreation and fitness needs. Parents enroll their children in order to keep them active, while the elderly seek such services to increase their balance and coordination. Growth in the industry will be driven by cultural and societal trends, with more and more people seeking martial arts for therapeutic and health reasons. The US is undergoing a culture change that has seen more and more people gain interest in routine exercise. As people adopt the living healthily norm, Collision Martial Arts will take advantage of the opportunity by opening several outlets within Chicago, and other major cities within the country. Collision may also take advantage of this by continually informing the public on the importance of keeping fit through martial arts programs. The market is expected to achieve a 15 per cent growth rate in near future, fueled by ch anges in societal preferences and population growth in Chicago. Campaigns on losing weight and fighting obesity currently sweeping the nation are encouraging individuals to join, and enroll their children, in fitness centers such as martial arts schools in order to improve on their health. Some people have also expressed their dissatisfaction with diet products since they take time to be effective, and also deny people the opportunity to occasionally eat appealing foods that may be high in fats.Advertising Looking for coursework on health medicine? Let's see if we can help you! Get your first paper with 15% OFF Learn More These people can turn to martial arts schools that offer fitness programs, whereby the individuals can also benefit from the discipline taught in such schools, such as perseverance, humility and courage. Collision Martial Arts School can provide weight loss classes, or programs, to attract this class of individuals. Baby boomers also presen t an opportunity for the growth of Collision Martial Arts School’s revenues. The number of over 60 year olds visiting fitness centers has increased as the old individuals try to keep fit and avoid the health problems associated with their old age. Most of he old are also retirees, and may need a hobby to engage in, and a place where they could also socialize with their peers. Collision could incorporate involving activities in some of its classes in a bid to attract the older members of the society. For a martial arts establishment to succeed in the industry, the business should have a competitive pricing policy and favorable hours of operations. Location will also serve as a competitive factor, with establishments near suburbs and other residential areas having more competitive advantage. Start-up costs of setting up a martial arts establishment are relatively low, indicating that there are limited barriers to entry (Bates 2008). Collision Martial Arts School has to differen tiate itself in order to offset growth expected increase in competition as the market grows. The main threat that Collision Martial Arts School faces comes from fully specialized martial arts schools such as Degerberg Academy, Shinjinkai, Jiu-Jitsu Institute and POW! Kids who all offer more facilities and activities. Indirect competitors in the form of gyms and other fitness centers may take advantage of the popularity growth of martial arts by offering classes in their facilities, thereby increasing competition in the industry.Advertising We will write a custom coursework sample on Collision Martial Art School specifically for you for only $16.05 $11/page Learn More Other competitors offering low cost classes in studio sized facilities also present a challenge for new entrants into the market. Most low cost establishments offer more convenience to their clients due to their proximity to residential areas. An economic downturn may also affect Collision Mart ial Arts School since martial arts could be considered by most as a non-essential service. A downturn in the economy would result into sharp drops in revenues as more people cut back on expenses. Market demographics Martial arts include various disciplines, including Muay Thai, Judo, Jiu Jitsu, Aikido, and Tae Kwon Do. Most martial arts schools teach popular disciplines, while Collision seeks to offer mixed classes, emphasizing on disciplines that enforce the school’s strategy of keeping its students fit and healthy. Majority of the adults who engage in martial arts do so as a way of keeping fit, rather than reasons such as learning vital martial arts fighting skills. Women may partake in martial arts for security reasons, believing that stand a better chance of defending themselves once they have enrolled for martial arts classes. More boys than girls are likely to be interested in martial arts, in terms of children. The reason behind this may be that boys are more physicall y active than girls. Ethnicity is not an issue in martial arts, with people of all cultural backgrounds standing almost similar probabilities of enrolling for martial arts classes. The household income could also influence recruitment in martial arts classes, whereby the more the income, the more the chances that the parents, or their children, could enroll for martial arts. This could be due to the added disposable income, whereby such parents are more likely to indulge in other activities after satisfying their basic and social needs.Advertising Looking for coursework on health medicine? Let's see if we can help you! Get your first paper with 15% OFF Learn More Martial arts schools and fitness centers that are located in high income neighborhoods have a higher probability of success than those located in low income residential areas. Another reason for this is that martial arts could be perceived as an activity for the wealthier in society, therefore explaining why more fitness facilities are located in affluent residential areas. Customer preferences People would prefer martial arts schools that are located in proximity with their residential areas in order to provide ease of transport to and fro their homes. A martial arts center that is situated in the middle of a residential area is likely to generate interest from the local inhabitants. Adults will be more comfortable when enrolling for martial arts schools when they know that they can access such facilities without disrupting their daily schedule. A close school would mean that adults can access evening classes after they get of work related activities. No frills fitness establishmen ts are gaining popularity in the country, with customers of such establishment saving costs by purchasing only basic requirements. Customers may prefer saving on unnecessary expenses, such as a personal locker and showers, when they can easily access them in their homes. Low cost competitors take advantage of this by not offering traditional amenities such as lockers and showers, thereby passing on the cost savings to customers who will simply attend a martial arts class and take showers in their houses. Long term contracts, such as annual and 6 month contracts, could deter potential customers who want to learn martial arts for a few weeks. Lengthy contracts greatly inconvenience customers since they make them indebted to the martial arts school once they sign the contracts. Further more, customers may reallocate to another region, making it harder to access the schools facilities even though they the school still expects them to pay monthly subscriptions. Marketing strategies Targe t market The main basis for segmentation in this market would be through age distribution. Collision martial arts school is in a broad market, whereby the school aims to position itself with the young generation. The school projects that 50 per cent of its members will be in the 6-12 age groups, while only 30 per cent of members will be aged 30 or above. Due to the largely young member base, the school will be a fun and exciting place for members to train and improve their fitness levels. The school will also offer a wide variety of activities in order to keep members interested and involved in the school. Collision aims to market itself as a one-stop martial arts school, whereby students can expect to learn a wide range of activities. Parents can be assured that their children will be taught on how to manage their energy in positively, develop endurance and humility and above all, respect for others. Collision may occasionally require its students to engage in volunteer programs si nce the school wants its students to grow both physically and internally. The goal of the school is to teach its students to succeed by providing them with the tools of becoming positive role models, and to contribute to society by making it a better place for all members of the community. Marketing mix The main goal of Collision Martial Arts School is to provide its members with quality martial arts instructions and training, while facilitating a safe and positive learning environment where students of all ages can have an enjoyable experience. The 2100 sqf space leased by the school will be spacious enough to accommodate various classes that will be taking place simultaneously. The school will be located 2934 N Milwaukee making it easily accessible and providing ample parking space for all members. The school’s 10 experienced instructors are assured to deliver quality training services to all members. The Collision Martial Arts School will take on a cost leadership approach in its pricing policy. A value-priced fee structure of $80 per month for members aged between 6 and 12 years old will be adopted. Beginners and intermediates, who will form part of the basic program, will be charged $85 per month, while the Black Belt Club members, who are more competitive, will be charged $90 per month. The cost structure is not rigid as the school will periodically review the fees paid by loyal members, while promotional discounts will also be offered to members who recruit new students. The school will carry out an aggressive promotional campaign, with school teams setting up demonstrations of the Collision’s activities in local shopping and strip malls parking lots in order to create awareness and develop interest in Collision martial arts school. Advertisements will be placed in popular fitness magazines and newspapers. The school will offer 30 days of free lessons to all interested persons, whereby the school expects to recruit six to eight out of ever y 10 people who take up the free lessons offer. An introductory package of $29 will feature two personal training sessions, together with a uniform. An introductory 6 month contract Collision martial arts school aims to position itself as a modern martial arts institution, relying on its modern state of the art facilities, quality instructions and convenient hours. The school’s member base will largely be made up of young kids, hence implemented programs will be entertaining and adventuresome, providing a fun and exciting place for young members to train and learn. The school will not be limited to young members as Collision will also provide services for the local police force, bodyguards and anyone interested in martial arts in the Chicago area, thereby providing the school with a wider revenue steam. Assuring accessibility to the school’s classes would be a quick and effective way of increasing membership. Favorable pricing policies are likely to attract and retain members, and ward off the competitions’ efforts. Differentiation of services at the martial arts school will increase the intrinsic value to consumers, thereby increasing levels of loyalty and lower membership turnover rates. Effective promotional activities that communicate Collision Martial Arts School value delivery and affordability will create awareness for the school’s classes and profile, increasing interest in martial arts, hence lead to increase in membership rates. Location and layout Location Collision Martial Arts School will serve a large community area in Chicago, along W North Ave. the area is far from the noise and pollution of the city, and nearness to the park means that students can go on runs in order to exercise for the classes. The location also experiences little traffic, so members can easily access the classes with little restrictions. Collision martial arts school will focus spending on flooring, installing mirrors, restrooms and an office are a, a front desk sales counter and a store front sign. Simplicity will be the theme of the layout, with a simple studio equipped with mirrors whereby students can evaluate their movements during class sessions. Floor mats will be used to make sure that students learn martial arts in a safe environment, and prevent potential injuries. Labor needs and supply Collision requires 10 martial arts instructors with experience in various disciplines, therefore providing valuable input in teaching. The owner of Collision Martial arts school, Cinthia Flores, has a fifth degree black belt in judo, and will be available to offer her invaluable knowledge to the school. The staff should be willing to work on flexible hours, though a schedule will drawn up to make sure that their time is used appropriately, especially in full classes. The floor space will be big enough to handle a class of up to 15 individuals at a time, whereby classes can be divided in case members exceed the number. Five to six t eachers will be constantly involved in personal training sessions, while the rest will be deal with class activities. Collision Martial Arts School’s location is a drive away from children centers such as Hope Christian School and Frances Starms Early Childhood, thereby enforcing on Collision’s strategy of targeting young members. Occasionally, two instructors may be sent into the field to create awareness and promote the collision martial arts school in areas such as shopping malls and schools in accordance with the school’s marketing campaign. The instructors will be paid commission, and over time, for their efforts. Schools and shopping malls will be alerted well in advance in order to allow the school to plan for the visits, and schedule their sale force. Financials Gross profit margins Collision will have to offer an attractive pay package in order to keep its experienced instructors. Martial arts teachers will receive an annual salary of between $15,000 an d $20,000 per year, depending on their experience and work load. This would mean that the martial arts school would have to make more than $200,000 a year in order to break even. An aggressive campaign will try to recruit more members, and ultimately revenues for the school. The proposed future plans to expand and accommodate a health club exercise gym for parents to enjoy while children are in classes will increase membership, while plans to train police officers in the near future will provide the school with more revenue streams. References Bates, M. (2008). Health fitness management: a comprehensive resource for managing and operating programs and facilities, 2nd ed. Champaign, IL: Human Kinetics. Braun, E. (2002). How to Buy and Manage a Fitness Club: A Guide to Success and Profit. Haverford, PA: Buy Books on the web.

Princess Elizabeth Becomes Queen at Age 25

Princess Elizabeth Becomes Queen at Age 25 Princess Elizabeth (born Elizabeth Alexandra Mary on April 21, 1926) became Queen Elizabeth II in 1952 at the age of 25. Her father, King George VI suffered from lung cancer for much of his later life and died in his sleep on February 6, 1952, at age 56. Upon his death, Princess Elizabeth, his oldest daughter, became Queen of England.   The Death and Burial of King George VI Princess Elizabeth and her husband, Prince Philip, were in East Africa when King George died. The couple had been visiting Kenya as part of the beginning of a planned five-month tour of Australia and New Zealand when they received the news of King Georges death. With this very sad news, the couple immediately made plans to return to Great Britain. While Elizabeth was still flying home, Englands Accession Council met to officially determine who was the heir to the throne. By 7 p.m. it was announced that the new monarch would be Queen Elizabeth II. When Elizabeth arrived in London, she was met at the airport by Prime Minister  Winston Churchill  to begin preparation for the viewing and burial of her father. After laying in state at Westminster Hall for over 300,000 people to pay respect to his image, King George VI was buried on February 15, 1952,  at St. Georges Chapel in Windsor, England. The funeral procession involved the entire royal court and 56 chimes from Big Ben, one for each year of the kings life.   The First Television Broadcast Royal Coronation Over a year after her fathers death, Queen Elizabeth IIs coronation was held at Westminster Abbey  on June 2, 1953. It was the first televised coronation in history (yet excluded the communion and anointing). Before the coronation, Elizabeth II and Phillip, Duke of Edinburgh, moved into Buckingham Palace in preparation for her reign.   Although it was highly believed that the royal house would assume Philips name, becoming the  House of Mountbatten, Elizabeth IIs grandmother, Queen Mary, and Prime Minister Churchill favored retaining the  House of Windsor.  Ã‚  Ultimately, Queen Elizabeth II released a proclamation on April 9, 1952, a full year before the coronation, that the royal house would remain as Windsor. However, after the death of Queen Mary in March of 1953, the name Mountbatten-Windsor was adopted for male-line descendants of the couple.   Despite Queen Marys untimely death three months prior, the coronation in June continued as planned, as the former queen had requested before her death. The coronation gown worn by Queen Elizabeth II was embroidered with the floral symbols of Commonwealth countries including the English Tudor rose, Welsh leek, Irish shamrock, Scots thistle, Australian wattle, New Zealand silver fern, South African protea, Indan and Ceylon lotus, Pakistani wheat, cotton, and jute and the Canadian maple leaf.   The Current Royal Family of England As of February 2017, Queen Elizabeth II is still the reigning queen of England at 90 years old. The current royal family consists of her offspring with  Philip. Their son Charles, Prince of Wales, married his first wife Diana, who bore their sons Prince Henry (of Wales) and William (Duke of Cambridge), who in turn married Kate (Duchess of Cambridge), who bore Prince George and Princesses Charlotte (of Cambridge). Prince Charles married Camilla (Duchess of Cornwall) in 2005. Elizabeths daughter Princess Royal Anne married Captain Mark Phillips and bore Peter Phillips and Zara Tindall, both of which married and had children (Peter fathered Savannah and Isla with wife Autumn Phillips and Zara mothered Mia Grace with husband Mike Tendall). Queen Elizabeth IIs son Andrew (Duke of York) married Sarah (Duchess of York) and sired Princesses Beatrice and Eugenia of York. The queens youngest son, Edward (Earl of Wessex) married Sophie (Countess of Wessex) who gave birth to Lady Louise Windsor and Viscount Severn James.

Discuss the Ways in which the Terms Freedom, Risk and Individuality Essay

Discuss the Ways in which the Terms Freedom, Risk and Individuality were Invoked by post-WWII American Artists and Critics - Essay Example Thus, from 1940s American artists developed something unique which illustrated the American political, economic and social forms of expression. Americans in general also became aware of an increase in crimes, which the mass media, represented by photographers, filmmakers and journalists, revealed to them. They came to know that ideas and feelings could be better expressed through art forms and abstract expressionism. Thus, the concept of abstract expressionism evolved, which marked the turning point in American art history. So far it relates to abstract expressionism in painting, it uses a means where in the artists apply paint rapidly on huge canvasses and express their feelings, emotions and gestures in a non geometric form. After the World War II, American artists have remained engrossed in the development of abstract art. Significant among such artists are Robert Motherwell, Norman Lewis and Mark Rothko who have contributed greatly to the development of the technique of abstract expressionism. It is mainly characterized by eminent factors. ... Abstract expressionists always make it a point to portray rich meanings and their works are a combination of both fluid washes as well as violent strokes of paint. â€Å"Rothko's fluid washes of paint, for example, stand in contrast to De Kooning's energetic, nearly violent brushstrokes. Yet both artists believed strongly in the ability of art to evoke powerful and meaningful emotions in the viewer† (Post World War II par. 3). It appears to a viewer that the painting is a chance painting or is simply an accident painting but such type of paintings is highly planned and has rich meanings, boiling beneath the surface, which the painter has visualized and intends to communicate to the world. Mark Rothko’s sienna, orange and black on dark brown and browns over dark are popular canvases. The USA’s experience in the World War II demonstrates the conflict which existed between the American values and the geopolitical exigencies. President Franklin D Roosevelt has delive red the famous ‘four freedom’ address where people possess certain freedom such as the freedom to speech, worship, want and the right to remain free from fear. Norman Rockwell, another eminent abstract expressionist painter, has immortalized the concept of four freedoms in a series of paintings in the Saturday Evening Post. â€Å"Works representing emancipated blacks from an album of photographs taken by the war artist James Taylor reveal an indeterminate, still somewhat displaced status for those recently freed by the Union Army† (Kromm & Bakewell 240). Photographs, especially made and dispersed by antislavery societies in order to celebrate the victorious escapes of slaves by contrast, raised the performance and unusual

Reforms in India after 1991 have generated rapid rates of growth but Essay

Reforms in India after 1991 have generated rapid rates of growth but risk leading to increasing leves of inequality - Essay Example At the same time, the country increased its reliance on the market and restructured the role of government to achieve economic stability (Dreze & Amartya, 1995). India witnessed a change for the better in her economic performance after implementation of policy reforms in 1991. An average growth rate of 0.6 percent was experienced in the decade of 1992-93 to 2001-02, putting the country among the fastest growing, developing nations in the 1990’s. Though, this growth figure was only slightly higher than the average of 5.7 percent in the 1980’s, but it was more stable. Growth in the 80’s was characterized by a built up of external debt which eventually resulted in the crisis of 1991. In comparison, growth in the 1990’s was accompanied by notable external stability; in spite of the economic crisis is East Asia (Dreze & Amartya, 1995). The continued economic growth in India of over 7 percent per annum, despite high international oil prices and consecutive coalition governments, both at the provincial and federal level, has built confidence in the previous attitude towards the reforms. With the exception of a few issues regarding privatization of public enterprises, the reforms are generally appreciated across different political parties of the country. There are however strong apprehensions over the possible influence of the apparent reforms-driven economic growth on the prevalence of poverty (Datt & Ravallion, 1997). There have been arguments that the economic growth observed immediately after the 1991-92 reforms had not played a part in reducing poverty. According to the arguments presented by Datt and Ravallion (1997), while a sharp increase in poverty was witness as the result of the 1991 crisis, the reforms caused poverty to fall back to the pre-1991 levels, thus contradicting the assumption that the reforms brought an organized change in the country’s poverty plane. This argument

Choices Essay Example for Free

Choices Essay The lives of people have always been filled numerous dilemmas. The choices that we make sometime in our lives could either make or break an individual. As a child, I have always dreamt of making it big in the world that I live in. In order to fulfill my dreams, I decided to pursue a Masters Degree in Education from the Cambridge College. Being given such opportunity would allow me to hone my craft and share my knowledge with others. From the many experiences that I have encountered in my life, being given the chance to live my life for the second time around was the most important. Unknown to many, I am a cancer survivor. I was diagnosed with the said disease at the age of eighteen. Regardless of such trials, my determination to succeed in life was never tarnished. I wanted to prove something to myself that I had what it takes to be someone in society regardless of all the impediments that came my way. Learning is an essential part of my growth, both as an individual and as a professional. In order to be successful, I have to personify the different techniques taught in school. Furthermore, I may also incorporate my personal thoughts and experiences in trying to make things work. Such actions would not only focus on the theoretical aspects of learning, but also in the application process. Then I could definitely say that I am able fully comprehend everything that have been inculcated in me by the school and my personal experiences. Aside from acquiring a Master’s Degree, I still have numerous goals in mind. I want to experience working with young minority men, especially those who were in middle school. This was in support of my desire to work within the public school system. I wanted to be of assistance to students, especially those who were of low social and economic statuses. This drive may also be attributed to the fact that studies have been conducted showing that young black male students normally lose interest in going to school when they reach the sixth grade. Thus, the percentage of children dropping out from school increases each year. Furthermore, I have made advanced researches stating that the students of Richmond County are giving the teachers difficulty in keeping them in school. Motivation amongst teachers to the students was relatively difficult, for barriers have already been by the students. The situation is alarming for both the state and the educational system that the schools offer. This then leads to the difficulty of students in trying to overcome the challenges that come their way. They are emotionally battered, and are in search of people whom they can cling to, such as guidance counselors. Although difficult, I would like to be part of the lives of these children. Equipped with the necessary knowledge and training, I may impart to these students pertinent information that may inspire them to become successful in their lives. I hope that my little words of wisdom would also serve as tools that would help them survive their lifetime. I believe that I have what it takes to be accepted in your institution. My experiences were focused on the relationship of people with each other. The counseling experiences I had were very helpful, for I witnessed how it was to deal with pregnant teenagers. This stage of their lives was a very crucial one, for several ideas and emotions are heightened. Sometimes, they would pity themselves for what happened, or worse, attempt suicide. I may be able to utilize my social counseling experiences and adopt them to some of the techniques I can use in counseling students in the educational field. This may sound easy, but it would also entail hard work and determination from my end. My dreams do not end after acquiring my degree from your institution. I would utilize my degree in working within the school system in order to facilitate an outreach program for both the students and the parents. The school districts within our area are also in the initial stage of discussing the requirements deemed by the students, as mentioned earlier. School counselors would be required by the Superintendent for each school, and this would come to my advantage for I may have my degree by that time. Furthermore, I also intend to teach college level courses. Learning is a continuous process that also helps people to improve their craft. Having a Master’s Degree would not hinder me from moving forward. One of my goals is to obtain a Doctoral Degree in Counseling. The degree would be beneficial in my growth as a counselor, for my scope of knowledge would be enhanced further. In addition to this, the courses offered would allow me to learn new approaches that I may use towards students. Although my quest for knowledge is unstoppable, I believe that there are certain things that I should still care about. I am like any other applicant; the only difference seen was the fact that I am more inclined in fulfilling my goals in life. Working and being exposed to different kinds of people help me to decipher the different approaches that should be used on people. The knowledge acquired from the institution would come as an advantage, for the personalities of people have been studied and researched by people who specialize in the said field. I, too, am guilty of wanting to improve each action made, especially when it comes to counseling students. I know that being accepted in your institution requires a big deal of commitment from the students. The training would be demanding and challenging, yet ultimately rewarding. The little mistakes that are often committed would be given much importance, and improvements would definitely be visible. I aim to learn and grow, both as an individual and as a professional. I know that this institution would bring me a step closer to my dreams and aspirations. The choice I made was evident – your institution would help me be the best individual that I can be.

Genetic Engineering a Double Helix :: Science Medical Essays

As we move on into the 21st century we can look back at all the wonderful achievements we have made in the field of medicine. While nearly all of those advancements have been good, we are sometimes left to wonder about the ethics behind it all. No one will say that helping another person with a disease is wrong; but, they might say that the technique you are using is wrong. There is a moral dilemma involved with issuing placebo’s to patients undergoing a study. While granted they sign up for the study and know that they might well get a placebo they do so in the hope that they get the real treatment. Sometimes it can seem cruel when the patients with the placebo get worse or die while the ones who actually got treated do better. This is a necessary part of advancing medicine. Now that we know that there is at least one medical practice that can be considered wrong, others could be as well. One up and coming method entails altering ourselves at the very genetic level, the most fundamental part of our being. It entails altering our DNA to eliminate or alleviate a plethora of disorders permanently. Is this a good thing? We have a saying, Pride goeth before a fall. This means that those who are arrogant are very likely to fail miserably. Are we going too far in attempts to change our genetic structure? Or are we not doing enough? Robert L. Sinsheimer, chancellor at UCSC describes the power possibilities of genetics as follows, â€Å"In Homo Sapiens something new appeared on this small globe. The next step of evolution is ours. We must devise that once again on this sweet planet a fairer species will arise.† (1) (Moraczewski, 101) Is it even our place to decide this? And who will make such evolutionary decisions? To understand how this powerful new field of medicine works you must first understand how a few related things function. In 1943 Oswald Avery proved that Deoxyribonucleic Acid not protein carried genetic information. (5) The Double Helix structure of DNA wasn’t discovered until 1953 by the combined efforts of James Watson, Francis Crick, Maurice Wilkins and Rosalind Franklin. (5) Eventually enough data was collected from each other‘s work that they were finally able to deduce the correct structure. They knew that the phosphates were on the outside of the molecule, and that certain nitrogen bases always occurred in a 1:1 ratio.

Writing tutor

Congratulations on being hired by the writing center. College writing can be a very daunting task for incoming freshman. It is important that you be familiar with the various Issues that freshman are confronted with. These Issues can be emotional as well as technical. You as a tutor should prepare yourself to be able to deal with both. Translational to college level writing Is always an emotional roller coaster.The students are going to face many misconceptions explained through, â€Å"So you've got a writing assignment. Now what? † by Chorine E. Hint. Huntington explains the transition hat most incoming freshmen face when walking into a college level English class. Many of the first year students come into the class with many misconceptions that they have been taught to be right, many of which turn out to be completely wrong. For example, Huntington explains how the five paragraph essay isn't going to be the basis of all college level essays.He also explains how the first wri ting is always the hardest because you do not know what the professor is expecting, so you as the tutor have to make sure you break down all the misconceptions students have when first coming Into class. There Is another article I want you to look at with the student, â€Å"what Is ‘academic writing? † By L. Lend Irvine. He uses a great courtroom analogy where he explains that college writing Is based off supporting evidence Like any other good courtroom cases.The students need to be able to understand how to support their claims as a writer. As a tutor you need to be able to use these skills when tutoring. Your job is to instill writing tactics that help the freshmen become better writers by being able to analyze how and what the topic is about, by breaking the topic down into many steps the student is able to put their ideas down into easier acetic. Irvine divides writing assignments into three deferent categories of , â€Å"an open writing assignment, The Semi-open Writing Assignment, and The Closed Writing Assignment. As long as the students understand the differences between these three different writing assignments they should have a clear understanding of what to look for. Many of the students are going to believe that they aren't a real writer because they are only taking one college writing class . But that is not the case , Sarah Allen describes this feeling in her article,†the inspired writer vs. the real writer† she comes to an inclusion that even the best writers struggle in their own writings. She explains how sometimes writers may become writers because of their certain upbringings.In order to become real writer they don't have to follow a certain structure. Once the students realize this they are able to be a real writer. She explains the whole writing process as ,†a way to figure out the little things. † Once again the students do not have to go through a whole process . Writing is an emotional process the y will feel discouraged but they aren't necessarily wrong. She talks about how she imitates other writers, to become a better writer. She doesn't mean she plagiarisms but follows the structures ,†formulas†,of other writers. Which the students can use In class, or even In any college level essay.She explains how In writing you have to think about an audience and following that how you display them. You as a college tutor have to off as an â€Å"Inspired writer† and eventually became a real writer, with everything writing takes practice. The students need to understand how to point out the key terms of either a writing assignment or of a source they wish to use and make sure they are using them to their advantage. Teaching students to follow technical instructions rather than emotional ones helps them to engage in communication with peers,and allows for a repetitive process to instill itself.It also allows it to analyze their audience as a student enabling the stude nt to write at a more college level and helps them transition to college level writing classes,topics, and will help them in the outside word. Now that you have been familiar with the various issues that incoming freshman are confronted with, it is important to use all of the tactics presented before you in order to build growth within the students confidence as well as writing ability. We have hit n issues that can be emotional as well as technical.

Succubus Blues CHAPTER 21

I had no boyfriend. Despite all the uncertainties in my world, that at least was one thing I could feel confident about. Unfortunately, this nephilim apparently had a more optimistic view of my love life. â€Å"I don't know who you're talking about,† I shouted to my empty office. â€Å"Do you hear me, you son of a bitch? I don't know who you're fucking talking about!† No one responded. Paige, passing by a moment later, stuck her head inside. â€Å"Did you call me?† â€Å"No,† I grumbled. She wore a dress that clung distinctly to her swelling belly. It didn't help my mood any. â€Å"Just talking to myself.† I closed the door after she left. My immediate impulse was to run for help. Carter. Jerome. Somebody. Anybody. I couldn't deal with this alone. Fail – or involve any of your immortal contacts – and no amount of â€Å"safekeeping† will do him any good. Damn it. I didn't even know who â€Å"he† was. Frantically, I tried to figure out who among my mortal acquaintances could have been mistaken by the nephilim as something more. As if it wasn't hard enough being my friend already. Surprisingly – or perhaps not – my thoughts promptly strayed to Seth. I thought about our recent rapport. Censored and proper certainly, but still warm. Still right and natural. Still occasionally making me catch my breath when we touched. No, that was stupid. My fascination with him was shallow. His books made me suffer from hero worship, and our friendship had become a sort of rebound from Roman. Whatever crush or minor attraction he'd had for me had to be fading fast. He'd shown no other indications of more-than-friends feelings, and my distancing had to be having an effect. Besides, he still kept disappearing for mysterious meetings, probably for some girl he was too shy to tell me about. It was presumptuous of me to even consider him in a boyfriend category. Yet†¦ would the nephilim know any of that? Who knew what the bastard was thinking? If it had observed Seth and me having our coffee chats, it might assume anything. Fear clenched me, making me want to immediately run upstairs and check on Seth. But no. That would be a waste, for now at least. He was writing, in public, surrounded by people. The nephilim would not attack him in such a setting. Who else then? Warren perhaps? That voyeur nephilim had watched us have sex. If that didn't count as some sort of relationship, I didn't know what did. Of course, the nephilim would have also observed that Warren and I almost never interacted in any other intimate way. Poor Warren. Sex with me had already wiped him out; it would be beyond cruel if he became a target for the nephilim's bizarrely misplaced humor. Fortunately, I had already seen Warren come in today. He was busy in his office, but perhaps that still counted as safe. Alone he might be, but any screams from a nephilim attack would immediately draw attention. Doug? He and I had always had a perky flirtation. Certainly one might consider his sporadic pursuit of me indicative of something more than friendship. Yet, in the last few weeks, he and I hadn't talked very much. I'd been too distracted by the nephilim attacks. Those, and Roman. Ah, Roman. There it was, the possibility that had been hovering in the back of my mind. The reality I'd been avoiding because it meant contacting him, breaking the silence I'd tried so hard to maintain. I didn't know what was between us, other than a scorching attraction and the occasional tug of solidarity. I didn't know if it was love or the start of love or whatever. But I knew I cared about him. A lot. I missed him. Cutting myself off completely had been the safest way to recover, to get over my longing and move on. I feared what reinitiating contact could do. And yet†¦ because I cared about him, I could not let this nephilim prey upon him. I could not risk Roman's life in this because, really, he probably was the most likely candidate. Half the bookstore staff still considered us an item; why not the nephilim ? Especially in light of how touchy-feely we'd been on a number of outings. Any stalking nephilim would be well justified in reading that as romantic attachment I picked up my cell phone and called him with bated breath. No answer. â€Å"Shit,† I swore, listening to his voice mail. â€Å"Hi Roman, it's me. I know I wasn't, uh, going to call you anymore, but something's come up†¦ and I really need to talk to you. As soon as possible. It's really weird, but it's really important too. Please call me.† I left him both my cell and the bookstore numbers. I disconnected, then sat and pondered. Now what did I do? On impulse, I glanced at the staff directory and dialed Doug's home number. He had the day off. No answer, just like Roman. Where was everybody? Shifting my attention back to Roman, I tried to figure out where he would be. Work, most likely. Unfortunately, I didn't know where that was. What a negligent pseudo-girlfriend I was. He'd said he taught at a community college. He referred to it all the time, but it was always â€Å"at school† or â€Å"at the college.† He'd never mentioned the name. I turned to my computer and did a search for local community colleges. When the search returned several hits for Seattle alone, I swore again. More existed outside of the city too, in the suburbs and neighboring sister cities. Any of them could be possibilities. I printed out a list of all of them, with phone numbers, and stuffed the paper in my purse. I needed to get out of here, needed to take this search to the field. I opened my office door to leave and flinched. Another identically written note hung on my door. I peered around in the offices' hallway, half hoping to see something. Nothing. I pulled the note down and opened it. You're losing time and men. You've already lost the writer. You'd best get a move-on with this scavenger hunt. â€Å"Scavenger hunt indeed,† I muttered, crumpling the note. â€Å"You're such an asshole.† But†¦ what did he mean about losing the writer? Seth? My pulse quickened, and I raced up to the cafe, earning a few startled looks along the way. No Seth. His corner was empty. â€Å"Where's Seth?† I demanded of Bruce. â€Å"He was just here.† â€Å"He was,† concurred the barista. â€Å"Then he suddenly packed up and left.† â€Å"Thanks.† I definitely needed to get out of here. I found Paige in New Books. â€Å"I think I need to go home,† I told her. â€Å"I'm getting a migraine. â€Å" She looked startled. I had the best track record for attendance of any employee. I never called in sick. Yet, for that very reason, she could hardly refuse me. I was not a worker who abused the system. After she'd assured me I should go, I added, â€Å"Maybe you can get Doug to come in.† That would kill two birds with one stone. â€Å"Maybe,† she said. â€Å"I'm sure we'll manage, though. Warren and I are here all day.† â€Å"He's here all day?† When she reiterated that he would indeed be there, I felt somewhat relieved. Okay. He was off the list. As I walked home to my apartment, I called Seth's cell phone. â€Å"Where are you?† I asked. â€Å"Home. I forgot some notes I needed.† Home? Alone? â€Å"Do you want to get breakfast with me?† I asked suddenly, needing to get him out. â€Å"It's almost one.† â€Å"Brunch? Lunch?† â€Å"Aren't you at work?† â€Å"I went home sick.† â€Å"Are you sick?† â€Å"No. Just meet me.† I gave him an address and hung up. As I drove to the rendezvous, I tried Roman's cell again. Voice mail. I pulled out the community college phone numbers and started with the first one on the list. What a pain. First, I had to start with campus information and try to get to the right department. Most community colleges didn't even have linguistics departments, though almost all had at least one introductory class taught through some other related area – like anthropology or humanities. I made it through three colleges by the time I reached Capitol Hill. I breathed a sigh of relief, seeing Seth waiting outside the place I'd indicated. After I parked and paid the meter, I walked up to him, trying to smile in some semblance of normality. It apparently didn't work. â€Å"What's wrong?† â€Å"Nothing, nothing,† I proclaimed cheerfully. Too cheerfully. His look implied disbelief, but he let the matter drop. â€Å"Are we eating here?† â€Å"Yup. But first we have to go see Doug.† â€Å"Doug?† Seth's confusion deepened. I led him to an apartment building next door and climbed to Doug's floor. Music blared from inside his apartment, which I took as a good sign. I had to beat on the door three times before anyone answered. It wasn't Doug. It was his roommate. He looked stoned. â€Å"Is Doug here?† He blinked at me and scratched his long, unkempt hair. â€Å"Doug?† he asked. â€Å"Yeah, Doug Sato.† â€Å"Oh, Doug. Yeah.† â€Å"Yeah, he's here?† â€Å"No, man. He's†¦Ã¢â‚¬  The guy squinted. Lord, who got high this early in the day? I hadn't even done that back in the 1960s. â€Å"He's practicing.† â€Å"Where? Where do they practice?† The guy stared at me. â€Å"Where do they practice?† I repeated. â€Å"Dude, did you know you have, like, the most perfect tits I've ever seen? They're like†¦ poetry. Are they real?† I clenched my teeth. â€Å"Where. Does. Doug. Practice?† He dragged his eyes from my chest. â€Å"West Seattle. Over by Alki.† â€Å"Do you have an address?† â€Å"It's by†¦ California and Alaska.† He blinked again. â€Å"Whoa. California and Alaska. Get it?† â€Å"An address?† â€Å"It's green. You can't miss it.† When no other information came, Seth and I left. We went to the restaurant I had indicated. â€Å"Poetry,† he reflected along the way, amused. â€Å"Like an ee cummings poem, I'd say.† I was too preoccupied to process what he was saying, my mind racing. Even waffles with strawberries couldn't keep me from worrying about this idiotic scavenger hunt. Seth attempted conversation, but my answers were vague and distracted, my mind clearly not with him through the meal. When we finished, I unsuccessfully tried Roman again, then turned to Seth. â€Å"Are you going back to the bookstore?† He shook his head. â€Å"No. I'm going home. I realized I need too much of my research to write this scene. Easier to stay in my own office.† Panic blazed through me. â€Å"Home? But†¦Ã¢â‚¬  What could I say? Tell him that if he stayed at home, he might be in danger of attack by a sociopathic, supernatural creature? â€Å"Stay with me,† I blurted out. â€Å"Run errands with me.† His polite complacency finally broke. â€Å"Georgina, what in the world is going on? You go home sick when you're not. You're clearly agitated about something, desperately so. Tell me what this is about. Is something wrong with Doug?† I closed my eyes for a second, wishing this was all over. Wishing I was somewhere else. Or someone else. Seth must think I was out of my mind. â€Å"I can't tell you what's wrong, only that something is. You have to leave it at that.† Then, hesitantly, I reached out and squeezed his hand, turning my eyes pleadingly toward his. â€Å"Please. Stay with me.† He tightened his grip on my hand and took a step forward, face concerned and compassionate. For a moment, I forgot about the nephilim. What did other men matter when Seth looked at me like that? I had the urge to embrace him and feel his arms enclose me. I almost laughed. Who was I kidding? I didn't need to worry about leading him on. I was the one getting hooked here. I was the one in danger of escalating this relationship. I needed to stop procrastinating on my â€Å"clean break† with him. I hastily broke apart and lowered my eyes. â€Å"Thank you.† He offered to drive to West Seattle, freeing me up to keep calling colleges. I had nearly finished by the time we reached the intersection of Alaska and California. He slowed slightly, and we both peered around, searching for a green house. You can't miss it.It was a stupid piece of advice. What constituted green anyway? I saw a sage house, a forest green house, and a color that could have been green or blue. Some houses had green trim, green doors, or – â€Å"Whoa,† said Seth. A small, run-down house painted a glaring shade of mintish lime stood there, nearly obscured by two much nicer houses. â€Å"You can't miss it,† I muttered. We parked and walked toward it. As we did, the sounds of Doug's band clearly emanated from the garage. When we reached the open door, I saw Nocturnal Admission in full glory, Doug belting out lyrics in that amazing voice of his. He cut off abruptly when he saw me. â€Å"Kincaid?† His fellow band members looked on quizzically as he jumped down and sprinted over to me. Seth discretely took a few steps away, studying some nearby hydrangea bushes. â€Å"What are you doing here?† asked Doug, not offended so much as astounded. â€Å"I called in sick,† I said stupidly. What did I do now? â€Å"Are you sick?† â€Å"No. I – I had something to do. Still do. But I'm†¦ I'm worried about leaving the store. How long will you be here? Can you fill in for me after this?† â€Å"You came here to ask me to cover for you? Why'd you call in sick? Are you finally running away with Mortensen?† â€Å"I – no. I can't explain it. Just promise me, after this, you'll swing by the store and see if they need help.† He was staring at me with a look Seth had been shooting me all afternoon. One that sort of implied I needed a tranquilizer. â€Å"Kincaid†¦ you're freaking me out here†¦Ã¢â‚¬  I looked up at him with the same baleful expression I'd used on Seth. Succubus charisma in action. â€Å"Please? You still owe me, remember?† His dark eyes frowned in understandable consternation. At last he said, â€Å"Okay. But it'll be a few hours before I can go.† â€Å"That's all right. Just go there straight afterward. No stops. And don't†¦ don't tell them you saw me. I'm supposed to be sick. Make up some reason to go there.† He shook his head in exasperation, and I thanked him with a quick hug. As Seth and I departed, I saw Doug glance at Seth questioningly. Seth shrugged, answering the other man's silent inquiry with shared confusion. I made more phone calls as we drove away, finishing my college list and leaving yet another desperate message for Roman. â€Å"What now?† asked Seth when I lapsed into silence. Hard to say what he thought of my harassment of both Roman and Doug. â€Å"I†¦I don't know.† I had reached the end of my options. Everyone was accounted for except Roman, and I had no way to reach him. The clock was ticking. I didn't know where he lived. I thought he'd mentioned Madrona once, but that was a big area. I could hardly start knocking on all those doors. The nephilim had said I had until the end of my shift. Despite bailing on work, I assumed that still meant nine o'clock. I had almost three hours left. â€Å"I guess I'll pick up my car and go back home.† Seth dropped me off at the restaurant and followed me back to Queen Anne. A traffic light stopped him, so I made it to my apartment about a minute before he did. On my door was another note. Nice job. You'll probably end up alienating all of these men with your erratic behavior, but I admire your pluck. One left to go. I wonder how fast on his feet your dancer truly is. I was crumpling this note up when Seth reached me. I pulled my key out of my purse and feebly attempted to put it in my lock. My hands shook so badly, I couldn't do it. He took the key from me and opened the door. We entered, and I collapsed on to the couch. Aubrey slithered out from behind it and jumped on my lap. Seth sat nearby, taking in my apartment – including my prominently displayed collection of his books on the new shelf – then returned his worried gaze to me. â€Å"Georgina†¦ what can I do?† I shook my head, feeling helpless and defeated. â€Å"Nothing. I'm just glad you're here.† â€Å"I†¦Ã¢â‚¬  He hesitated. â€Å"I hate to tell you this, but I've got to leave in a little while. I'm meeting someone.† I looked up sharply. Another of those mysterious meetings. Curiosity temporarily replaced my fear, but I couldn't question him. Couldn't ask if he was meeting some woman. At least he said he was meeting someone. He wouldn't be alone. â€Å"You'll be with†¦ them†¦ for a while then?† He nodded. â€Å"I could come back late tonight, if you wanted. Or†¦ maybe I could cancel.† â€Å"No, no, don't worry about it.† By then, it would all be over. He stayed awhile longer, again attempting conversation I couldn't participate in. When he finally stood up to leave, I could see anxiety written all over him and felt terrible I'd involved him in this. â€Å"This will all be resolved tomorrow,† I told him. â€Å"So don't worry. I'll be back to normal then. I promise.† â€Å"Okay. If you need anything, let me know. Call me, no matter what. Otherwise†¦ well, I'll see you at work.† â€Å"No. I have tomorrow off.† â€Å"Oh. Well. Do you mind if I stop by?† â€Å"Sure. Go ahead.† I would have agreed to anything. I was too tired to hold to my earlier notion of distancing. I'd worry about that later. Honestly. One thing at a time. He left reluctantly, no doubt baffled when I told him to spend a lot of time with whoever he was meeting. As for me, I paced all over my apartment, not knowing what to do. Maybe I couldn't get ahold of Roman because the nephilim had already found him. That would hardly be fair since I'd never even had a chance to genuinely warn him, but this nephilim didn't really seem like the type to care about right or wrong. Struck by inspiration, I called Information, realizing I'd missed the obvious way to find him. It didn't matter. Unlisted. Two hours before my shift would have ended, I left Roman another message. â€Å"Please, please, please call me,† I begged. â€Å"Even if you're really mad at me for what happened. Just tell me you're out there and okay.† No return call came. Eight o'clock rolled around. With one hour remaining, I left him another message. I could feel hysteria creeping in. God, what was I going to do? All I did do was continue pacing, pondering how soon would be too soon to call Roman one more time. Five minutes before nine, utterly frantic, I grabbed my purse, desperate to leave my apartment and do something. Anything. Time was almost up. What would happen? How would I know if I'd successfully jumped through the nephilim's hoops? When I saw Roman's murder plastered across the paper tomorrow? Would there be another note? Or maybe some gruesome token? What if the nephilim hadn't even meant any of the people I'd considered? What if it was someone completely out of the realm of – I opened my door to leave and gasped. â€Å"Roman!† He stood there, mid-knock, as surprised to see me as I was him. I dropped my purse and ran to him, flinging myself at him in a fierce embrace that nearly toppled him. â€Å"Oh God,† I breathed into his shoulder, â€Å"I'm so glad to see you.† â€Å"I guess,† he replied, pulling slightly away to look down at me, his turquoise eyes concerned. â€Å"Lord, Georgina, what's wrong? I've got like eighty messages from you – â€Å" â€Å"I know, I know,† I told him, still not letting go. Seeing him stirred up all the old, queasy feelings I had thought were buried. He looked so good. He smelled so good. â€Å"I'm sorry – it's just, I thought something had happened to you†¦Ã¢â‚¬  I hugged him again, catching sight of my watch as I did so. Nine o'clock. My shift was over, as was the nephilim's ridiculous game. â€Å"Okay, it's all right.† He patted me awkwardly on the back. â€Å"What's going on?† â€Å"I can't tell you.† My voice shook. His mouth opened to protest, but he reconsidered. â€Å"Okay. Let's take this slow. You're pale. Let's go get something to eat. You can explain all this then.† Yeah, that would be a fun conversation. â€Å"No. We can't do that†¦Ã¢â‚¬  â€Å"Come on. There's no way you can leave me all those desperate messages and then start playing the ‘we need space' game. Seriously, Georgina. You're a wreck. You're shaking. I wouldn't want you to be by yourself anyway if I'd found you like this, let alone after those calls.† â€Å"No. No. No going out.† I sat down on the couch, needing to let him go, reluctant to do so. â€Å"Let's stay here.† Still looking distressed, Roman fetched me a glass of water, then sat down by me, holding my hand. As time passed, I calmed down, listening as Roman talked about inconsequential things in an effort to make me feel better. For his part, he was quite nice about my psycho phone calls. He continued trying to tease out an explanation, but when I remained evasive, only saying I had cause to worry about him, he stopped pushing – for now. He continued cheering me up, telling me funny things as well as his usual political soliloquies, complaining about the irrational rules and hypocrisy of the powers that be. By late in the evening, I was relaxed again, left only with embarrassment for the way I'd behaved. Damn, I hated that nephilim. â€Å"It's getting late. You going to be okay if I go?† he asked, standing with me near my living room window, overlooking Queen Anne Avenue. â€Å"Probably better than if you stay.† â€Å"Well, that's a matter of opinion,† he chuckled, running a hand over my hair. â€Å"Thanks for coming by. I know†¦ I know†¦ it seems crazy, but you've just got to trust me on this one.† He shrugged. â€Å"I don't really have a choice. Besides†¦ it's kind of nice to know you were worried about me.† â€Å"Of course I was. How could I not be?† â€Å"I don't know. You aren't easy to read. I couldn't figure out if you really liked me†¦ or if I was just something to pass the time. A diversion.† Something in his words rang a bell in my head, something I should have paid attention to. Instead I was more caught up in how close he suddenly stood to me, how his hand ran down my cheek to my neck and to my shoulder. He had long, sensuous fingers. Fingers that could do a lot of good in a lot of good places. â€Å"I do like you, Roman. If you don't believe anything else I tell you, believe that.† He smiled then, a smile so full and beautiful, it made my heart melt. God, I had missed that smile and his funny, breezy charm. Moving his hand back up to my neck, he pulled me toward him, and I realized he was going to kiss me again. â€Å"No†¦ no†¦ don't,† I murmured, squirming out of his grasp. He backed off from the kiss, still holding on to me as he exhaled, disappointment all over his face. â€Å"Still worried about that?† â€Å"You can't understand. I'm sorry. I just can't†¦Ã¢â‚¬  â€Å"Georgina, nothing traumatic happened the last time we kissed. Short of your reaction, I mean.† â€Å"I know, but it's not that simple.† â€Å"Nothing happened,† he repeated, an unfamiliar hardness in his voice. â€Å"I know, but – â€Å" My mouth hung there mid-sentence as I replayed his words. Nothing happened. No, something had happened that night at the concert, kissing in the back hallway. I'd seen Roman stagger from the kiss. But me†¦ what had happened to me? What had I felt? Nothing. A kiss that intense, a kiss with someone strong, a kiss with someone I wanted so badly should have triggered something. Even with a low energy yield like Warren, a deep kiss would wake up my succubus instinct, start to connect us, even if no significant transfer took place. Kissing Roman like that – especially when he ostensibly had a reaction – should have resulted in some kind of feeling on my end. Some sensation. Yet, there had been nothing. Nothing at all. I had written it off to too much alcohol at the time. But that was ridiculous. I drank all the time before getting a fix. Alcohol could muddle my senses – as it obviously had that night – but no amount of intoxication could completely negate the sensation of anima transfer. Nothing could. I had been too trashed to realize the truth. Alcohol or no, I would always feel something from sexual or intimate physical contact unless†¦ Unless I was with another immortal. I jerked away from Roman, breaking his hold on me. His expression registered surprise, immediately replaced by sudden understanding. Those beautiful eyes sparkling dangerously, he laughed. â€Å"Took you long enough.†

Morals of Euthanasia Essays

Morals of Euthanasia Essays Morals of Euthanasia Essay Morals of Euthanasia Essay Dena Furey Euthanasia March 8, 2013 Euthanasia Euthanasia is the act of purposely making or helping someone die, instead of allowing nature to take its course. Basically, euthanasia means killing in the name of compassion. Often surrounded by heated arguments from both those in favor of and those against the practice, human euthanasia spurs the most conflict within political circles, differing cultural and religious attitudes, and the health care system. I will be defending Tom L. Beauchamp’s theory that euthanasia is ethically moral and sometimes permissible. Beauchamp’s theory states that if voluntary passive euthanasia is sometimes permissible, then voluntary active euthanasia is sometimes permissible. Voluntary passive euthanasia is when a patient refuses treatment, such as a do not resuscitate (DNR) order. Voluntary active euthanasia is when a patient requests treatment, such a lethal dose. Beauchamp has a negative and positive thesis to his theory. They are: * Negative thesis-you cannot condemn physician assisted suicide by merely invoking the position of letting die and killing. Positive thesis-physician assisted suicide is permissible when you’re not only not doing any harm but also have a valid authorization from the patient. The first part of Beauchamp’s thesis deals with the distinction between letting die and killing. Opposers of Beauchamp’s thesis state that voluntary passive euthanasia (DNR) is permissible because you are letting the patient die, whereas voluntary active euthanasia (lethal dose) is killing the patient. Beauchamp thinks there is a problem with the definition of letting die and killing and that we need to make a clear distinction between them. Beauchamp presents a few ways we might be able to make that distinction. They are as follows: * Intentions-an act is a killing if and only if it is an intended death, you can foresee the consequences of your actions. Beauchamp presents a challenge to this. A DNR can be seen as an intended killing because the health care practitioner can foresee the consequences, and it could be interpreted as killing the patient if they do not revive him. Another example could be a drunken driving case. When a person drives drunk they do not intend to kill someone, is that now not considered a killing. So, Beauchamp thinks this definition of killing is wrong. * Wrongfulness-an act is a killing if and only if it is a wrongful death. Beauchamp presents a challenge to this. A DNR is considered not wrongful, but a lethal dose is wrongful, but going against a patient’s wishes could be considered wrongful in the lethal dose case. What is considered wrongful, that is what we are trying to answer. So, our conclusion is in our question, it makes a circular argument. Beauchamp thinks this definition of killing is wrong. Causation-an act is a killing if and only if an agent as opposed to an underlying condition causes death. Beauchamp offers an example to show the problem with the causal theory. A policeman is hurt in the line of duty and placed on life support. A mafia guy who wants the policemen dead comes in and pulls the plug, which in turn causes the policeman to die. In this case, what the mafia guy did was not wrong because the policeman died of natural causes. It was the underl ying condition that caused the policeman’s death, not the mafia guy. Is this acceptable? One opponent to Beauchamp, Bernard Gert, says he wants to hold onto the causal theory. He thinks the mafia guy did wrong because he did not have a valid refusal of treatment from the policeman, such as a DNR. Beauchamp offers an answer to Gert showing how the causal theory is still a wrong definition of killing and letting die. It was not really the letting die of the policeman that was important to Gert; it was the refusal of valid authorization to pull the plug which made it a killing. So, if what Gert thinks is pivotal is what the patient wants, then why is a lethal dose request by the patient considered a killing and not a letting die. Beauchamp thinks the causal theory does not work. The conclusion to all these theories is that even if you can make a distinction between letting die and killing it still will not make a difference morally. The positive part of Beauchamp’s thesis states that physician assisted suicide is permissible when you’re not only not doing any harm but also have a valid authorization from the patient. Let’s establish what a valid authorization is. Beauchamp says a valid authorization is a request from someone with the authority to make a decision and it needs to be done freely and autonomous. I feel as though in the case of a lethal dose a little more needs to be added to the valid authorization. I think it should also include that the diagnosis given be terminal, the decision should not be made at the time of the diagnosis but after thinking everything over and it should be an enduring, voluntary, and competent informed decision, not co-erced in any way. The patient’s suffering should be unbearable, that there is no way of making that suffering bearable that is acceptable to the patient, and the physician’s judgments as to the diagnosis and prognosis were confirmed after consultation with another physician. Beauchamp’s position on the moral ethics of a lethal dose say that 1) we should abandon the letting die and killing distinction, 2) when it is wrong to cause death, what makes it wrong?. 3) The answer to that question is unjustified harm. For instance in the mafia example, the mafia guy did wrong because he did unjustified harm and did not act in the will of the patient. In conclusion, when voluntary active euthanasia would do no harm and there is a valid authorization, it is not wrong. There are, however, some well-known objections to human euthanasia. The oath a health care practitioner takes in one objection. I feel as though the oath needs to be changed to reflect modern society and medical practice. The world has changed since the oath was first written, as have ethical codes of conduct. Another objection is the slippery slope argument. People think that once the government steps in and starts killing its citizens, a dangerous precedent has been set. The concern is that a society that allows voluntary euthanasia will gradually change its attitudes to include non-voluntary euthanasia and involuntary euthanasia. Although this does present the need for more regulation and control of euthanasia, history has clearly demonstrated that any law or system can be abused. Also, what reason is there to believe that someone’s support for voluntary euthanasia be psychologically driven to practice non-voluntary euthanasia. Palliative care has been a favored alternative to euthanasia but thus still presents the issue of quality of life. When choosing palliative care over physician assisted suicide I think it would be important to ask whether life will be enjoyed and not simply tolerable. To get the best palliative care requires trial and error with some suffering in the process. Even high quality palliative care comes with side effects such as nausea, loss of awareness because of drowsiness, and so on. Where voluntary euthanasia is not tolerated, giving large doses of opioids to relieve pain in the knowledge that this will also end life is tolerable. In situations where palliative care can only guarantee a life that is tolerable, I think euthanasia is a legitimate option. Opponents to euthanasia state that everyone has the right to life, liberty, and security of person. Every person has these rights; however, if a person has the right to life, then they should have the right to die. Everyone should have the same control in choosing the way they die as they do in which they live. It is unfair to decide whether one should live with pain and agony, knowing full well that they have a terminal illness from which there is no known recovery. In the past, the doctor was a person who was a friend. Now a doctor is a stranger who combats diseases, but she is not always your friend. What will never change is their struggle against death. However, they’re job is not only to prevent death but to improve they’re patient’s quality of life. Many times there is nothing a doctor can do to prevent a patient from dying if the patient has a terminal disease; all she can do is wait for death to arrive. I think and believe that it is everyone’s right to determine the amount of suffering they can endure in their lifetime. It should not be up to fellow society members to decide what they must endure because of differing viewpoints on who is responsible for their life. I do not tell anyone how to live, so do not tell me how to die. Death could be a choice that you might not make, but a choice that someone else can have. Dena Furey Euthanasia March 8, 2013 Bibliography Page Beauchamp, Tom L. â€Å"Justifying Physician-Assisted Suicide†, Ethics in Practice. 3rd ed. Ed. Hugh LaFollette. Blackwell Publishing Ltd. , 2007. 72-79. Print.

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 MERCHANTABILITY, NONINFRINGEMENT OF INTELLECTUAL PROPERTY, OR FITNESS FOR ANY PARTICULAR PURPOSE. IN NO EVENT SHALL DOCSTOC, INC., OR ITS AGENTS, OFFICERS , ATTORNEYS, ETC., BE LIABLE FOR ANY DAMAGES WHATSOEVER (INCLUDING, WITHOUT LIMITATION, DAMAGES FOR LOSS OF PROFITS, BUSINESS INTERRUPTION, LOSS OF INFORMATION) ARISING OUT OF THE USE OF OR INABILITY TO USE THE MATERIALS, EVEN IF DOCSTOC HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. They are for guidance and should be modified by you or your attorney to meet your specific needs and the laws of your state or jurisdiction. Use at your own risk. Docstoc ® is NOT providing legal or any other kind of advice and is not creating or entering into an  Attorney-Client relationship. The information, reports, and forms are not a substitute for the advice of your own attorney. The law is a personal matter and no general information or forms or like the kind Docstoc provides can always correctly fit every circumstance. Note: Carefully read and follow the Instructions and Comments contained in this document for your customization to suit your specific circumstances and requirements. You will want to delete the Instructions and Comments from open bracket (â€Å"[â€Å") to close bracket (â€Å"]†) after reading and following them. You (or your attorney) may want to make additional modifications to meet your specific needs and the laws of your state. The Instructions and Comments are not a substitute for the advice of your own attorney. ââ€"Å  Where within this document you see this symbol: ââ€"Å  or an instruction states â€Å"Insert any number you chooseââ€"Å ,† or something similar, or there is a blank for the user to complete, please note that although Docstoc believes the information or number may be any that the user chooses, and that there is no law governing what the information or number should be, you might want to verify this, including by consulting with your own attorney practicing in your state. Because the law is different from jurisdiction to jurisdiction and the laws are subject to change, Docstoc cannot guarantee—and disclaims all guarantees—that it is correct for the information or number to be anything that the user chooses. The information, forms, instructions, tips, comments, decision tree alternatives and choices, reports, and services in and through Docstoc are not legal advice, but are general information / forms on general issues often encountered designed to help Docstoc users, members, purchasers, and subscribers address their own needs. But information, including tips, general forms, instructions, comments, decision tree alternatives and choices, and reports, no matter how seemingly customized to conform to the laws and regulations applicable to you, is not the same as legal advice, which may be the specific application of laws and regulations by lawyers licensed to practice law in your state to the specific circumstances and needs of individuals and entities. Some states, counties, municipalities,  and other governmental divisions, have highly specific laws and regulations, and our information / forms / reports may not take all those specific laws and regulations into consideration, although we tried to do so. Docstoc is not a law firm and the employees and contractors (including attorneys, if any) of Docstoc are not acting as your attorneys, and none of them are a substitute for the advice of your own attorney licensed to practice law in your state. The employees or contractors of Docstoc, who wrote or modified any form, instructions, tips, comments, decision tree alternatives and choices, and reports, are NOT providing legal or any other kind of advice and are not creating or entering into an Attorney-Client relationship. Any such form, instruction, tips, comments, decision tree alternatives and choices, and reports were most likely NOT prepared or reviewed by an attorney licensed to practice law in your state, and, therefore, the employees or contractors could not provide you with legal advice even if they or Docstoc wanted to. Even though we take every reasonable effort to attempt to make sure our information / forms / reports are accurate, up to-date, and useful, we recommend that you consult a lawyer licensed to practice law in your state if you want professional assurance that our information, forms, instructions, tips, comments, decision tree alternatives and choices, and reports; your interpretation of it or them; and the information and input that you provide are appropriate to your particular situation. Application of these general principles and wording to particular circumstances should be done by a lawyer who has consulted with you in confidence, learned all relevant information, and explored various options. Before acting on these general principles and general wording, you might want to hire a lawyer licensed to practice law in the jurisdiction to which your question pertains. The information, forms, instructions, tips, comments, decision tree alternatives and choices, and reports, available on and through Docstoc are not legal advice and are not guaranteed to be correct, complete, accurate, or up-to-date. Because the law is different from jurisdiction to jurisdiction, they are subject to changes, and there are varying interpretations and applications by different courts and governmental and administrative bodies, and Docstoc cannot guarantee—and disclaims all guarantees—that the information, forms, and reports on or  through the site and services are completely current or accurate. Please further note that laws change and are regularly amended; therefore, the provisions, names, and section numbers of statutes, codes, or regulations, and the types of permits or licenses within any forms or reports, may not be 100% correct, as they may be partially or wholly out of date and some relevant ones may have been omitted or misinterpreted. Docstoc is not permitted to engage in the practice of law. 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 about 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 ReservedINFORMATION AND FORMS ARE PROVIDED â€Å"AS IS† WITHOUT ANY EXPRESS OR IMPLIED WARRANTY OF ANY KIND INCLUDING WARRANTIES OF MERCHANTABILITY, NONINFRINGEMENT OF INTELLECTUAL PROPERTY, OR FITNESS FOR ANY PARTICULAR PURPOSE. IN NO EVENT SHALL DOCSTOC, INC., OR ITS AGENTS, OFFICERS, ATTORNEYS, ETC., BE LIABLE FOR ANY DAMAGES WHATSOEVER (INCLUDING, WITHOUT LIMITATION, DAMAGES FOR LOSS OF PROFITS, BUSINESS INTERRUPTION, LOSS OF INFORMATION) ARISING OUT OF THE USE OF OR INABILITY TO USE THE MATERIALS, EVEN IF DOCSTOC HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. They are for guidance and should be modified by you or your attorney to meet your specific needs and the laws of your state or jurisdiction. Use at your own risk. Docstoc ® is NOT providing legal or any other kind of advice and is not creating or entering into an Attorney-Client relationship. The information, reports, and forms are not a substitute for the advice of your own attorney. The law is a personal matter and no general information or forms or like the kind Docstoc provides can always correctly fit every circumstance. Note: Carefully read and follow the Instructions and Comments contained in this document for your customization to suit your specific circumstances and requirements. You will want to delete the Instructions and Comments from open bracket (â€Å"[â€Å") to close bracket (â€Å"]†) after reading and following them. You (or your attorney) may want to make additional modifications to meet your specific needs and the laws of your state. The Instructions and Comments are not a substitute for the advice of your own attorney. ââ€"Å  Where within this document you see this symbol: ââ€"Å  or an instruction states â€Å"Insert any number you chooseââ€"Å ,† or something similar, or there is a blank for the user to complete, please note that although Docstoc believes the information or number may be any that the user chooses, and that there is no law governing what the information or number should be, you might want to verify this, including by consulting with your own attorney practicing in your state. Because the law is different from jurisdiction to jurisdiction and the laws are subject to change, Docstoc cannot guarantee—and disclaims all guarantees—that it is correct for the information or number to be anything that the user chooses. The information, forms, instructions, tips, comments, decision tree alternatives and choices, reports, and services in and through Docstoc are not legal advice, but are general information / forms on general issues often encountered designed to help Docstoc users, members, purchasers, and subscribers address their own needs. But information, including tips, general forms, instructions, comments, decision tree alternatives and choices, and reports, no matter how seemingly customized to conform to the laws and regulations applicable to you, is not the same as legal advice, which may be the specific application of laws and regulations by lawyers licensed to practice law in your state to the specific circumstances and needs of individuals and entities. Some states, counties, municipalities, and other governmental divisions, have highly specific laws and regulations, and our information / forms / reports may not take all those specific laws and regulations into consideration, although we tried to do so. Docstoc is not a law firm and the employees and contractors (including  attorneys, if any) of Docstoc are not acting as your attorneys, and none of them are a substitute for the advice of your own attorney licensed to practice law in your state. The employees or contractors of Docstoc, who wrote or modified any form, instructions, tips, comments, decision tree alternatives and choices, and reports, are NOT providing legal or any other kind of advice and are not creating or entering into an Attorney-Client relationship. Any such form, instruction, tips, comments, decision tree alternatives and choices, and reports were most likely NOT prepared or reviewed by an attorney licensed to practice law in your state, and, therefore, the employees or contractors could not provide you with legal advice even if they or Docstoc wanted to. Even though we take every reasonable effort to attempt to make sure our information / forms / reports are accurate, up to-date, and useful, we recommend that you consult a lawyer licensed to practice law in your state if you want professional assurance that our information, forms, instructions, tips, comments, decision tree alternatives and choices, and reports; your interpretation of it or them; and the information and input that you provide are appropriate to your particular situation. Application of these general principles and wording to particular circumstances should be done by a lawyer who has consulted with you in confidence, learned all relevant information, and explored various options. Before acting on these general principles and general wording, you might want to hire a lawyer licensed to practice law in the jurisdiction to which your question pertains. The information, forms, instructions, tips, comments, decision tree alternatives and choices, and reports, available on and through Docstoc are not legal advice and are not guaranteed to be correct, complete, accurate, or up-to-date. Because the law is different from jurisdiction to jurisdiction, they are subject to changes, and there are varying interpretations and applications by different courts and governmental and administrative bodies, and Docstoc cannot guarantee—and disclaims all guarantees—that the information, forms, and reports on or through the site and services are completely current or accurate. Please further note that laws change and are regularly amended; therefore, the provisions, names, and section numbers of statutes, codes, or regulations, and the types of permits or licenses within any forms or reports, may not be 100% correct, as they may be partially or wholly out of date and some  relevant ones may have been omitted or misinterpreted. Docstoc is not permitted to engage in the practice of law. 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). We have essays on the following topics that may be of interest to you