Franchising Strategy of McDonalds

Franchising Strategy of McDonalds Globalization refers to the system of interaction among the countries of the world. It has become a significant trend in todays world economies as there is a tendency for many large corporations and business to trade internationally and compete with each other on a global scale. There are many strategies that companies can use in order to expand their business and penetrate into global markets. These strategies include; licensing, exporting, franchising, contract manufacturing, international joint venture and foreign direct investment. We decided however to focus our report on the franchising strategy, and supported it with the case study of McDonalds. FRANCHISING is a contractual agreement whereby someone with a good idea for a business (franchisor) sells the rights to use the business name and sell a product or service (franchise) to others (franchisees) in a given territory in a specified manner. (Nickels, McHugh, McHugh, 2010, p.132) Franchising has become a very popular strategy that many companies have adopted lately; they have a vast number of global outlets operated by foreign franchisees. This is a list of the worlds most famous franchisors around the world as ranked in the Top 10 Franchisors for 2010; Subway McDonalds 7-Eleven Inc. Hampton Hotels Supercuts H R Block Dunkin Donuts Jani-King Servpro Ampm The table below shows the brief advantages and disadvantages of franchising; Advantages Disadvantages -Personal ownership -Management and marketing assistance -National recognized name -Financial advice and assistance -Lower failure rate -Large start up cost -Shared profit -Management regulation -Restrictions on selling -Fraudulent franchisor McDonalds McDonalds is one of the most successful fast-food restaurants around the world today with a very established and valuable trademark; it is an example of a brand franchise. McDonalds is often considered the gold standard of franchising. (Nickels, McHugh, McHugh, 2010, p.132).The main drive behind this success and rapid expansion was the franchising strategy, which helped them easily penetrate new markets and enlarge their target markets. Around 70 percent of the current McDonalds restaurants are run as independent franchisees. The first franchised outlet was opened in the UK in 1986; however there are now over 31,000 McDonalds restaurants in over 119 countries. Ray KrocThe initial idea of the fast-food restaurant was started by the McDonalds brothers; Dick and Mac. They opened their first restaurant in 1940 in California, but as a start they did not know that this restaurant will grow tremendously, and have such a large market share. They were extremely modest until they discovered a formula that sells an absolutely high quality product with low affordable prices attached, and quickly. However a significant role was played by Ray Kroc, an experienced business man with a talent for marketing. When he became involved in the business he realized that this formula could be very profitable and can be sold on a national basis all over the US. Therefore the main success of McDonalds is attributed to Ray Kroc because he had a vision to take McDonalds global and help achieve the highest levels success. Procedures of starting a McDonalds Franchise The steps taken in order to gain approval and start your own McDonalds restaurant are rather lengthy and costly. In order to be considered for a franchise and granted permission to use the McDonalds brand name; a minimum of $300,000 is needed strictly from the owners personal savings and resources (i.e. not from borrowed resources such as loan or mortgages). Furthermore under the requirements of a obtaining a McDonalds franchise, McDonalds has to own or lease the restaurant premises that the franchisee will operate in. The franchisee will then have to purchase the fittings, the equipment and the right to operate the franchise for twenty years. To guarantee a consistent and uniform trademark internationally all franchisees must use standardized McDonalds branding, menus, design layouts and administration systems. (Franchising and Entrepreneurship, n.d.) The franchisee managers should have certain specifications and qualities that meet McDonalds standards. These may consist of the ability to take care of the business financing, possessing good management skills in order to motivate train the employees, be willing to peruse a comprehensive training course and finally dedicate all their time to operating the restaurant and take care of the day-to-day activities of the business. (How Much Does a McDonalds Franchise Cost, n.d.) The procedures of starting a McDonalds franchisee mentioned above, elaborate how franchising systems in general operate in world markets. It shows how careful franchisors are in selecting and recruiting the best franchisees worldwide, in order to ensure that their goodwill and business trademark are not misused by fraudulent franchisees. It also gives us a brief summary of the requirements needed by a franchisor in order to grant an individual the right to use its business idea and sell its products. Advantages of franchising As mentioned above, the main drive behind the success and rapid expansion of McDonalds is franchising, we will discuss the benefits of franchising in detail and show how they were applicable to McDonalds. Franchising has enabled McDonalds to experience significantly faster expansion and growth, helping it to achieve a truly global brand identity and a well known trademark. For example McDonalds now operates in more than 119 countries world-wide, serving millions of consumers daily, the existence of the franchisee outlets globally have helped McDonalds gain popularity and customer loyalty. McDonalds is able to gain more income and revenues from the monthly fees (5% service fee) and rent paid by its franchisees worldwide, this means they can generate more finance which can later be used to develop and expand the business. Therefore franchising gives the opportunity to franchisors to raise sufficient capital. Franchising gives a chance to the franchisor to leverage the brand. By acquiring new franchise outlets, McDonalds was able to get in touch with a wider target market and reach more consumers globally, this in the long-run helped it achieve and maintain a high market share in the fast-food industry and it also enhanced the companys corporate image and prestige. (Becoming a Franchisor, 2003) When the franchisor sells the right to use its brand name to the franchisee, it is not required to intervene in the day-to-day activities of the business. When new franchise outlets commence, McDonalds is obliged to supply them with the equipment needed, raw materials and comprehensive training to the employees. However after these events have taken place, McDonalds is not responsible for the day-to-day running and management of the business. Therefore this eliminates the responsibility for direct supervision and gives the franchisor more time to concentrate on the strategic functions of the business, such as looking for new potential markets, building strong marketing plans and advertisement campaigns and so on. Franchisors are able to benefit from economies of scale, because as their total production levels increase, the average costs tend to decrease. These economies of scale may include marketing economies of scale; McDonalds for example will be able to have more money to spend on its advertising campaigns if its number of restaurants is higher, and it will also save the company the redundant costs of having separate national campaigns, therefore this helps reduce on the business expenses and hence register higher profits.. By having many franchise outlets worldwide, McDonalds achieves diversification and spreads its risks worldwide. This means that a failure in any one of its restaurant will not be very disastrous to the company, because there are many other successful and profitable restaurants that can help offset or compensate for this loss. Therefore, franchising helps minimize the rate of failure and helps keep businesses stronger. Disadvantages of franchising Previously we have stated the advantages of franchising in terms of McDonalds, however franchising has some disadvantages as well such as: Large start-up costs: The cost of franchise can vary from one business to the other. The more popular the business is the more fees the franchisee has to pay to the franchisor in order to have the right to use the businesss specific name and sell its products. That is because businesses which possess well-known trademarks reduces the risks that a franchisee takes, in other words it reduces the businesss possibility of failing, thus, its more expensive. A Franchisor such as McDonalds will require a very high start-up fee from the Franchisee simply because McDonalds is an extremely well-known restaurant. In order to be able to open a McDonalds franchise, a franchisee needs to have around $506,000 to $1,600,000 of non-borrowed cash personal money. The start-up cost depends on the location on the store. Shard Profits: In return of franchise the franchisor (McDonalds) gets the start-up cost in addition, to the annual franchise fee, which is a fee that is paid for training and preparations, price of equipment, money for working capital like fried potatoes machines etc., the original franchise fee is typically $45,000. Besides, the franchisee is also expected to monthly pay service fee which is 4.0% and rent fees to McDonalds, based on the sales performance. Plus the extra money they have to send on royalties on the income, it range between 2 to 10 % of the franchisors profits. Royalties are charged on the profits a business makes before taxes and other expenses such as wages. Therefore the higher the profits, the higher the royalty. The royalty fee for McDonalds is ingoing 12.5%. Therefore, a franchisee has to share a large amount of his/her profit with the franchisor (McDonalds). Restrictions on selling: Some franchisees face restrictions on re-selling their business. The franchisor has to first choose the new owner and assure that they meet the standards required for this business, with the intention of controlling the quality of their franchisee. MacDonalds for example requires a franchisee that has a business plan, good management skills, training, and mostly significant business experience. From 10,000 franchisees only 1000 are accepted and only 200 are chosen from the 1000 to operate. Coattail effects: Franchisors usually keep in mind that the actions taken by the franchisees can affect their profits and future development. Franchisees must also beware of their competitions from other franchisees. For instance, McDonalds has to look out from other fast food restaurants such as KFC, Burger kings, even other McDonalds franchisees. MacDonalds franchisees criticized that as a result of McDonalds cooperation persistent growth principles, some of the new stores have been taken away business at existing locations, limiting franchisees profits per outlet. Management Regulations: Management regulations such as the fund restrictions in MacDonalds, which states that when a franchisee has funds, he/she can, increase these funds through business loans from banks or small business administrations. However, the franchisee can only finance the cost for seven years or less. This might make the franchisee feel that he/she is not their own boss anymore and that they do not own their own business management regulations often make the franchisees feel pressured and burdened by the franchisor. Adapting to different cultures One of the limitations of expanding your business globally is adapting to the different cultures around the world, this is a problem many companies fail as they decide to operate in foreign countries. Living in a multi-cultured society, firms should learn how to adapt their strategies and products to suit and satisfy the needs of the local population. McDonalds has been one of the most effective companies in flexibly adapting to different cultures and societies. It has been very successful in identifying the local consumers tastes and preferences and then altering their menus and dishes to satisfy these preferences. As an article states, In the markets in which it operates, McDonalds listens to customers and adapts to their culture and preferences (Sun never sets on Mickey Ds, 2010). India:-In order to adapt to the Indian society, McDonalds had to offer vegetarian food and had to ensure that the all the food provided contained no beef ingredients in them. This is because the Hinduism religion prohibits eating meat products mostly beef; therefore they introduced new menu items like the McVeggie and McAloo Tikkie. Israel: In Israel, all meat served is 100 percent kosher beef (Sun never sets on Mickey Ds, 2010) which means that the food is pure clean with no organic materials added. Israelis demand more healthy food with no chemical preservatives therefore McDonalds uses Canola oil which has no trans-fats to prepare the meals. Middle East: In order to adapt to the Islamic religion of the Arab countries, McDonalds introduced Halal Meat in its menus which encouraged Muslims to eat more frequently from McDonalds and this increased the companys sales. They also introduced a menu called Mc-Arabia Lawsuits McDonalds has faced a number of lawsuits over the previous years in many different countries. This can be looked one of the short-comings of franchising, because as many independent owners use the companys brand name and trademark they may damage the reputation of McDonalds and destroy its corporate image. The following are examples of lawsuits encountered by McDonalds; A lawsuit was filed by a former franchise manager in Brazil accusing McDonalds for making him gain 65 pounds during the period of his twelve years of employment at the corporation. He claimed that he was forced to sample the food everyday in order to make sure it is of standard quality. The Brazilian court ruled in favour of the manager and held McDonalds Corporation liable for the managers obesity ordered it to pay $17,500 as a compensation fee. (Benson, 2010) A Vegetarian Resource Group also filed a law suit against McDonalds, accusing it of purposefully using an animal ingredient in its French fries. They blamed the fast-food restaurant for not notifying vegetarians that the French fries and hash browns had beef in them. A $10 million settlement was agreed later agreed upon on April 2002. (Akers, n.d.) Tony Cosgrove, the director of the Cleveland Clinic also got into a conflict with the McDonalds restaurants, claiming that fast food restaurants such as McDonalds that offer junk food should not be allowed to operate in medical institutions. This is because it is rather absurd to offer foods that are inconsistent with the health and dietary advice, doctors give their patients and this puts the patients health at stake. (Adams, 2005) Word count: 2,381 Original Case study http://www.wipo.int/edocs/mdocs/sme/en/wipo_smes_del_08/wipo_smes_del_08_www_116736.pdf

How successful was the Nazi’ Economic Policy between 1933 and 1939

In 1932, 5. 6 million people were unemployed. Hitler aimed to massively decrease unemployment in Germany and this was one of the most attractive aims, from the voters' point of view, on the economic policy. High employment would mean a boost in the economy. He also aimed to remove Jews from the economy, thus creating jobs for Aryans as well as excluding the ‘aliens'. After World War 1, the Treaty of Versailles demanded that Germany pay reparations of 6600 million to the victorious nations. This was an enormous figure and because the treaty also removed Germany's most productive industrial areas from her, such as the Ruhr, she struggled to pay them. This was one element that caused Germany's economy to collapse; because she was unable to gain sufficiently from industry. Hitler therefore aimed to end the reparation payments, thus giving Germany a greater chance of recovering a successful economy because she would have more funds available to develop industry. The level of industrial production in Germany was very low compared to the glorious days of the Kaiser. Hitler planned to increase it in order to give Germany a chance in boosting her economy. If Germany could boost her levels of industry; she would gain more money and, therefore, have more money available to further develop industry, thus creating an exponential rise in production. Hitler believed that the Jews were responsible for the downfall of the great nation of Germany. He blamed them for the loss of World War 1 and believed they were taking part in a conspiracy to completely destroy the country. Therefore, he aimed to remove Jews from the economy to maintain a secure Germany. Jews also dominated many successful businesses and Hitler disliked this because it disagreed with his ideas about Aryans being the master race. Therefore, he aimed to remove them to give Aryans job opportunities and exclude Jews from Germany. The Treaty of Versailles had limited Germany's armies and called for disarmament. This meant Germany had no means of protecting herself and was powerless and weak in the eyes of other nations. Hitler was a great believer in the use of weapons and the need for powerful armies. Therefore, he aimed to devote time and money to develop the army once again and make a visual impression of a more powerful Germany. Hitler's eventual aim was to make Germany a self-sufficient Country. This meant that he wanted Germany to be completely independent and manufacture everything she needed within her borders, not relying on foreign imports for any material at all. This was a very high aim indeed because she had lost her colonies as a result of the Treaty of Versailles and had limited access to many vital raw materials unless she imported them. The Nazi's ambitious yet promising Economic Policy was very appealing to the desperate German citizens at the time and perhaps it was one of the main reasons people voted Nazi; they simply wanted to see their country and themselves thrive. However, I must now look at the degree of success and whether the citizens got what they were promised. During the Weimar Republic Streseman managed to join Germany to the League of Nations. He then began to reverse reparation payments implemented by the Treaty of Versailles in order to relieve some of the stress the nation was burdened with. Before Hitler came to power in 1933, Heinrich Bruning, former chancellor, had already managed to cancel out the remaining reparations through negotiation. Therefore, when Hitler was made chancellor, the aim of ending reparations had already been achieved; therefore, he could not take credit for this. However, he benefited from this because Germany was no longer under the influence of the Allies. The German citizens associated Hitler with independence and hope because The Treaty of Versailles was no longer such a prominent reminder of the disasters of World War 1. They believed Hitler could make Germany powerful once again. Hitler tackled unemployment by creating vast numbers of jobs. He set up programs to build many autobahns (motorways) across Germany. The workers were forced to build the roads manually, using old technology, in a similar style to that of the Romans, so that the job would take much longer and insure they remained employed for a greater time period. In just one year since Hitler became chancellor (1934), one million people were employed building these roads. The building of high rise flats also created further job vacancies. The remaining unemployed citizens were sent to the SA, SS, other Nazi organisations, Gestapo, Army, Navy or shipbuilding. This helped to reduce unemployment to just one million by 1936, and to negligible levels by 1938. Aryanisation of the economy was also achieved in 1938, when all Jews were removed from the economy and this helped additionally to increase Aryan employment. Hitler was very successful in reducing unemployment. The whole of Germany being employed meant that the economy could grow because people had money to spend on luxury items. This in turn meant that industrial production could be boosted and the economy improved. Hitler also created his own added advantages to high levels of employment because of the fields in which he created jobs. He managed to build roads which would be useful for transporting armies, and also increase the size of Nazi organisations, secret services, and the army. Many of the unemployed people would have been the working class and by giving them jobs in the Nazi party they would have been forced to work for Hitler and, therefore, give him support; thus making the Nazis even more powerful. I was unemployed for many years. I'd have made a pact with the devil to get work. Hitler came along and got me work so I followed him. ‘ A German worker. Employment greatly reduced the risk of an attempted revolution because people were happy when they had jobs and money. In 1930, the size of the German army was 100,000 compared to the pre-Word War 1 figure of 2,200,000. The Treaty of Versailles had put limits on the German army in order to prevent them from becoming powerful again, but by 1933 Hitler was sufficiently confident the League of Nations had little influence and would not intervene. He increased the army to 800,050 in 1933 and allowed four billion Reichmarks for expenditure. In 1938, 26 billion reichmarks were allowed. Half of the over all budget was spent on the air force or Luftwaffe and this paid off well in the bombing campaigns of World War 2. When the army was finally used for the war, it was sufficiently developed to last for six years without lacking efficiency. Therefore, Hitler was successful in rearming Germany because his military campaigns had some success. In rearming Germany he was also successful in emitting a powerful image to other nations and restoring the German' citizens confidence. When the people were aware of the large strong armies, they became proud and gave Hitler more support because he had made Germany powerful once more. Developing the army also made sure he was prepared for military campaigns in expanding Germany's influence. After unemployment decreased, industrial production increased and the economy thrived. The demand for millions of Heil Hitler uniforms meant a boom in the textiles industry as factories strived to produce enough. The building of new houses and flats meant a demand for household goods and people buying these items with their wages put money into the economy. The rearmament of the army also meant that the demand for weapons and equipment set the steel mills, coal- mines and factories back into production (also increasing long term employment). This boosted industrial production and, therefore, boosted the economy. Gross National Production increased by 68% between 1933 and 1938; this was more than a doubling. ‘Recovery did occur at a faster rate until at a higher level than almost anywhere in Europe' Richard Overy. Therefore, Hitler was successful in increasing industrial activity in Germany. This meant confidence in the Nazi party grew because citizens were aware of the economic boom. Germany began to thrive and become rich from industry and this meant Hitler could spend more money on developing the armies and making his country powerful. Between 1933 and 1936, Jews remained in the economy. This was because Jewish businesses were too valuable to the German economy to be destroyed. Hitler waited until the economy was stabilised and thriving until he began to exclude Jews. The Berlin Olympics further delayed this aim because Hitler didn't want other nations to witness his blatant anti-Semitic actions. However, by 1938 Aryanisation of the economy had been achieved and all Jewish businesses removed. The unemployed Jews were not counted in unemployment figures because they were not considered citizens after the Nuremberg Laws of 1935. Hitler was, therefore, successful in this aim because no Jew had a job in Germany and this created more jobs for Aryans and forced Jews into submission. After 1939, synthetic rubber or bung (very important in industry) could be produced enough in Germany so that her demands were met import more. However, prior to 1939, it could not. Also, Only half of German oil requirements were met by domestic oil fields or ersatz, the remaining requirements had to be imported in order to continue hydrocarbon-related production. Between 1939 and 1945 Germany was totally dependant on Sweden for imports of iron ore to manufacture war materials and such like. Therefore, Hitler was not very successful in making Germany an Autarkic country because Germany was not 100% self sufficient and relied on other countries to continue successful industrial production, There was no overall increase in agricultural production during Hitler's time in power. Although wheat and vegetable oil manufacture increased, this was at the expense of the prosperity of meat production. Even with the increased amounts of home produced vegetable oil, its high demand as a lubricant for factory machinery meant that more had to be imported in order to keep industry running. Germany also imported much of her food. Therefore, Hitler did not succeed in making Germany self-sufficient because she relied on other countries in order to keep running efficiently. Without imports, her industry would have collapsed and the economic policy would have lacked success. In conclusion, most of the Nazi aims in the Economic Policy were successful. Hitler managed to raise employment levels to almost 100%; more than double industrial production, exclude Jews; rearm and develop an army powerful enough to fight a war with much success for six years; and, therefore, greatly boost Germany's economy and the public's spirits. He did not, however, create and Autarkic country. This was a long-term aim and if he had been successful in World War 2 he would have achieved this.

Major General Benjamin Grierson in the Civil War

Major General Benjamin Grierson was noted Union cavalry commander during the Civil War. Serving in the Western Theater of the conflict, he came to fame while assigned to Major General Ulysses S. Grants Army of the Tennessee. During the campaign to capture Vicksburg, MS in 1863, Grierson led a famed cavalry raid through the heart of Mississippi which did substantial damage and distracted the Confederate strongholds garrison. In the final years of the conflict, he commanded cavalry formations in Louisiana, Mississippi, and Alabama. Grierson spent the latter part of his career on the frontier until retiring from the US Army in 1890. Early Life Career Born July 8, 1826 in Pittsburgh, PA, Benjamin Grierson was the youngest child of Robert and Mary Grierson. Moving to Youngstown, OH at a young age, Grierson was educated locally. At the age of eight, he was badly injured when he was kicked by a horse. This incident scarred the young boy and left him afraid of riding. A gifted musician, Grierson began leading a local band at age thirteen and later pursued a career as a music teacher. Traveling west, he found employment as a teacher and band leader in Jacksonville, IL during the early 1850s. Making a home for himself, he married Alice Kirk on September 24, 1854. The following year, Grierson became a partner in a mercantile business in nearby Meredosia and later became involved in Republican politics. Major General Benjamin Grierson Rank: Major GeneralService: US ArmyBorn: July 8, 1826 at Pittsburgh, PADied: August 31, 1911 at Omena, MIParents: Robert and Mary GriersonSpouse: Alice Kirk, Lillian Atwood KingConflicts: Civil WarKnown For: Vicksburg Campaign (1862-1863) The Civil War Begins By 1861, Griersons business was failing as the nation descended into the Civil War. With the outbreak of hostilities, he joined the Union Army as an aide to Brigadier General Benjamin Prentiss. Promoted to major on October 24, 1861, Grierson overcame his fear of horses and joined the 6th Illinois Cavalry. Serving with the regiment through the winter and into 1862, he was promoted to colonel on April 13. Part of the Union advance into Tennessee, Grierson led his regiment on numerous raids against Confederate railroads and military facilities while also scouting for the army. Displaying skill in the field, he was elevated to command a cavalry brigade in Major General Ulysses S. Grants Army of the Tennessee in November. Moving into Mississippi, Grant sought to capture the Confederate stronghold of Vicksburg. Seizing the town was a vital step towards securing the Mississippi River for the Union and cutting the Confederacy in two. In November and December, Grant began advancing along the Mississippi Central Railroad toward Vicksburg. This effort was cut short when Confederate cavalry under Major General Earl Van Dorn attacked his main supply depot at Holly Springs, MS. As the Confederate cavalry withdrew, Griersons brigade was among the forces that mounted an unsuccessful pursuit. In the spring of 1863, Grant began planning a new campaign which would see his forces move down the river and cross below Vicksburg in conjunction with efforts by Rear Admiral David D. Porters gunboats. Colonel Benjamin H. Grierson (seated, center) with staff. Public Domain Griersons Raid To support this effort, Grant ordered Grierson to take a force of 1,700 men and raid through central Mississippi. The goal of the raid was to tie down enemy forces while also hampering the Confederates ability to reinforce Vicksburg by destroying railroads and bridges. Departing La Grange, TN on April 17, Griersons command included the 6th and 7th Illinois as wells as 2nd Iowa Cavalry regiments. Crossing the Tallahatchie River the next day, the Union troops enduring heavy rains but met little resistance. Eager to maintain a fast pace, Grierson sent 175 of his slowest, least effective men back to La Grange on April 20. Learning of the Union raiders, the commander at Vicksburg, Lieutenant General John C. Pemberton, ordered local cavalry forces to intercept them and directed part of his command to guard the railroads. Over the next several days, Grierson used a variety of ruses to throw off his pursuers as his men began disrupting the railroads of central Mississippi. Attacking Confederate installations and burning bridges and rolling stock, Griersons men created havoc and kept the enemy off balance. Repeatedly skirmishing with the enemy, Grierson led his men south towards Baton Rouge, LA. Arriving on May 2, his raid had been a stunning success and saw his command only lose three killed, seven wounded, and nine missing. More importantly, Griersons efforts effectively distracted Pembertons attention while Grant moved down the west bank of the Mississippi. Crossing the river on April 29-30, he embarked on a campaign that led to Vicksburgs capture on July 4. Later War After recovering from the raid, Grierson was promoted to brigadier general and ordered to join Major General Nathaniel Banks XIX Corps at the Siege of Port Hudson. Given command of the corps cavalry, he repeatedly skirmished with Confederate forces led by Colonel John Logan. The city finally fell to Banks on July 9. Returning to action the following spring, Grierson led a cavalry division during Major General William T. Shermans abortive Meridian Campaign. That June, his division was part of Brigadier General Samuel Sturgis command when it was routed by Major General Nathan Bedford Forrest at the Battle of Brices Crossroads. Following the defeat, Grierson was directed to take command of Union cavalry in the District of West Tennessee. Major General William T. Sherman. National Archives Records Administration In this role, he took part in the Battle of Tupelo with Major General Andrew J. Smiths XVI Corps. Engaging Forrest on July 14-15, Union troops inflicted a defeat on the daring Confederate commander. On December 21, Grierson led a raiding force of two cavalry brigades out against the Mobile Ohio Railroad. Attacking a dismounted part of Forrests command at Verona, MS on December 25, he succeeded in taking a large number of prisoners. Three days later, Grierson captured another 500 men when he attacked a train near Egypt Station, MS. Returning on January 5, 1865, Grierson received a brevet promotion to major general. Later that spring, Grierson joined Major General Edward Canby for the campaign against Mobile, AL which fell on April 12. Later Career With the end of the Civil War, Grierson elected to remain in the US Army. Though penalized for not being a West Point graduate, he was accepted into the regular service with the rank of colonel in recognition for his wartime achievements. In 1866, Grierson organized the new 10th Cavalry Regiment. Composed of African-American soldiers with white officers, the 10th was one of the original Buffalo Soldier regiments. A firm believer in his mens fighting ability, Grierson was ostracized by many other officers who doubted the African Americans skills as soldiers. After commanding Forts Riley and Gibson between 1867 and 1869, he selected the site for Fort Sill. Overseeing the new posts construction, Grierson led the garrison from 1869 to 1872. During his tenure at Fort Sill, Griersons support of the peace policy on the Kiowa-Comanche Reservation angered many settlers on the frontier. Over the next several years, he oversaw various posts along the western frontier and repeatedly skirmished with raiding Native Americans. During the 1880s, Grierson commanded the Departments of Texas, New Mexico, and Arizona. As in the past, he was relatively sympathetic to the plight of Native Americans living on the reservations. On April 5, 1890, Grierson was promoted to brigadier general. Retiring that July, he split his time between Jacksonville, IL and a ranch near Fort Concho, TX. Suffering a severe stroke in 1907, Grierson clung to life until finally dying at Omena, MI on August 31, 1911. His remains were later buried in Jacksonville.

Diversity at Deloitte - Plans and Policies - 1397 Words

Gender amp; Diversity Plan and Policies When talking about equality opportunities implemented by companies, we can make a differentiation between two different models, the liberal and the radical one. The liberal model, described by Jewson and Mason, is emphasized on a philosophy of sameness, where people should have access to and be assessed within the workplace as individuals, regardless of social category. In the other hand, the radical approach is focused on a positive discrimination where employment practices are deliberately manipulated in order to obtain a fair distribution of those disadvantaged groups in the workplace, and it is also focused in achieving not only equality of opportunity but also equality of outcome.†¦show more content†¦These activities give their professionals opportunities to gain knowledge and expand their networks and also provide them with another way to attract new talent. 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From their magazine to their robust website and inspiring conferences, Working Mother is a key resource for Deloitte to better understand these challenges and provide opportunities for people to leverage these resources. Deloitte is also an ongoing, premiere sponsor of the Working Mother Multicultural Women’s conference, as well as a sponsor of the Working Mother 100 Best Work LifeShow MoreRelatedHR and the Competiton for Talent Essay1574 Words   |  7 Pagesworkforce management is creating or maintaining their companies’ ability to compete for top talent† (Jones Keene, 2005). Moreover attracting and recruiting talented employees is not sufficient anymore, organizations need to implement an effective policy to retain these employees. The strategies discussed in this paper are supported with real time case studies to add further accreditatio n. The research drawn from these case studies are both empirical and theoretical in nature. 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