How to Import Green Coffee From Origin Countries

Importing starts with green coffee that is completely processed and ready for export from the origin country. Typically, shipped in 20 foot containers of 275 to 320 bags (70kb or 60kg) or less. It could also be loaded bulk, therefore enabling more beans to be shipped, lowering the shipping costs on a per pound/kilo basis.

From the USA, specialty coffees are most often purchased by importers or individual roasters via an FOB Contract. FOB (Free On Board) means that the price paid by the buyer includes all of the costs in the exporting country, including processing, inland transport, warehousing, dock fees, export fees and loading the container onto the ship. Ownership passes from the seller to the buyer once the container passes over the rail of the ship. The ships captain prepares the Bill of Lading that you will present to your bank to prove the coffee is now on the ship.

The exporter will need a bank that can handle international interbank transactions. Preferably one that is experienced in export document requirements. If not well established at this type of transaction, the exporter will not want to extend credit to any buyer, but will require payment terms: CAD (Cash Against Documents).

A CAD transaction enables the exporter to have payment deposited into his bank account after presenting to the bank the required documents proving that the coffee purchased by the importer (buyer) meets the specifications in the coffee purchase contract/agreement. The exporter's bank will determine exactly what documents are required.

These documents may include:

- Ocean Bill of Lading (from the freight liner after the coffee is loaded on the ship)
- Weight Notes to identify the exact content and weight of that content
- Certificate of Origin (issued by the government Customs authority in India)
- Certificate of Fumigation (if required by importing country)
- ICO Certificate of Origin (Approved by the ICO: International Coffee Organization)
- Invoice sent to buyer identify the details of the purchase and $Value.
- Packing List from seller as evidence of the product shipped.
- Other agricultural certificates as dictated in your country

Typically, the exporter will use an Export Broker in the origin country who is expert in these matters and can arrange all of the issues involved in preparing the coffee and the documents for export. If a broker is the seller/exporter, then he will handle all of the required export documentation. The buyer/importer arranges for payment, ocean freight and transport insurance. It's also the importer's responsibility for acquiring all import documentation and arrangement in his country.

Of course, finding buyers is the key when importing for resell. For information to identify coffee importers, office coffee service providers and specialty gourmet coffee roasters in the United States, you can purchase a membership list from the Specialty Coffee Association of America or from InfoUSA.com. You can use networking sites like, TradeKey as well.

Note: there are always risks associated with importing. Although the importer may have received samples representing the coffee purchased, in most cases the actual coffee received will match the quality grade, type and source, every coffee lot is different, even from the same region and farm.

There are a few ways to lower this risk. One is to be sure you have a "green coffee contract" modeled after the Green Coffee Association Contract Terms & Conditions. Second, be sure to get an export sample taken directly from the contain prior to its being loaded onto the ship, since once the container is on the ship ownership transfers to the importer (FOB contract terms). Finally, when you purchase is large enough, personally knowing who your buying from and even visiting the country to physically select and monitor the export process is an option.

Author, Steve Josephs is CEO of Intellidon Marketing LLC, www.IntellidonMarketing.com, whose family office coffee service business, the Great American Coffee Company, www.GourmetOfficeCoffee.com, is a premier Specialty coffee roaster and office coffee service provider in the Denver, Colorado metropolitan business community.

Copyright 2009 Intellidon Marketing LLC. All rights reserved. Reprints are permissible when this Copyright statement and website links are included.

Network Routing Protocols - IGRP, EIGRP, OSPF, ISIS, BGP

Overview

The purpose of routing protocols is to learn of available routes that exist on the enterprise network, build routing tables and make routing decisions. Some of the most common routing protocols include RIP, IGRP, EIGRP, OSPF, IS-IS and BGP. There are two primary routing protocol types although many different routing protocols defined with those two types. Link state and distance vector protocols comprise the primary types. Distance vector protocols advertise their routing table to all directly connected neighbors at regular frequent intervals using a lot of bandwidth and are slow to converge. When a route becomes unavailable, all router tables must be updated with that new information. The problem is with each router having to advertise that new information to its neighbors, it takes a long time for all routers to have a current accurate view of the network. Distance vector protocols use fixed length subnet masks which aren't scalable. Link state protocols advertise routing updates only when they occur which uses bandwidth more effectively. Routers don't advertise the routing table which makes convergence faster. The routing protocol will flood the network with link state advertisements to all neighbor routers per area in an attempt to converge the network with new route information. The incremental change is all that is advertised to all routers as a multicast LSA update. They use variable length subnet masks, which are scalable and use addressing more efficiently.

Interior Gateway Routing Protocol (IGRP)

Interior Gateway Routing Protocol is a distance vector routing protocol developed by Cisco systems for routing multiple protocols across small and medium sized Cisco networks. It is proprietary which requires that you use Cisco routers. This contrasts with IP RIP and IPX RIP, which are designed for multi-vendor networks. IGRP will route IP, IPX, Decnet and AppleTalk which makes it very versatile for clients running many different protocols. It is somewhat more scalable than RIP since it supports a hop count of 100, only advertises every 90 seconds and uses a composite of five different metrics to select a best path destination. Note that since IGRP advertises less frequently, it uses less bandwidth than RIP but converges much slower since it is 90 seconds before IGRP routers are aware of network topology changes. IGRP does recognize assignment of different autonomous systems and automatically summarizes at network class boundaries. As well there is the option to load balance traffic across equal or unequal metric cost paths.

Characteristics

Distance Vector

Routes IP, IPX, Decnet, Appletalk

Routing Table Advertisements Every 90 Seconds

Metric: Bandwidth, Delay, Reliability, Load, MTU Size

Hop Count: 100

Fixed Length Subnet Masks

Summarization on Network Class Address

Load Balancing Across 6 Equal or Unequal Cost Paths ( IOS 11.0 )

Metric Calculation = destination path minimum BW * Delay (usec)

Split Horizon

Timers: Invalid Timer (270 sec), Flush Timer (630 sec), Holddown Timer (280 sec)

Enhanced Interior Gateway Routing Protocol (EIGRP)

Enhanced Interior Gateway Routing Protocol is a hybrid routing protocol developed by Cisco systems for routing many protocols across an enterprise Cisco network. It has characteristics of both distance vector routing protocols and link state routing protocols. It is proprietary which requires that you use Cisco routers. EIGRP will route the same protocols that IGRP routes (IP, IPX, Decnet and Appletalk) and use the same composite metrics as IGRP to select a best path destination. As well there is the option to load balance traffic across equal or unequal metric cost paths. Summarization is automatic at a network class address however it can be configured to summarize at subnet boundaries as well. Redistribution between IGRP and EIGRP is automatic as well. There is support for a hop count of 255 and variable length subnet masks.

Convergence

Convergence with EIGRP is faster since it uses an algorithm called dual update algorithm or DUAL, which is run when a router detects that a particular route is unavailable. The router queries its neighbors looking for a feasible successor. That is defined as a neighbor with a least cost route to a particular destination that doesn't cause any routing loops. EIGRP will update its routing table with the new route and the associated metric. Route changes are advertised only to affected routers when changes occur. That utilizes bandwidth more efficiently than distance vector routing protocols.

Autonomous Systems

EIGRP does recognize assignment of different autonomous systems which are processes running under the same administrative routing domain. Assigning different autonomous system numbers isn't for defining a backbone such as with OSPF. With IGRP and EIGRP it is used to change route redistribution, filtering and summarization points.

Characteristics

Advanced Distance Vector

Routes IP, IPX, Decnet, Appletalk

Routing Advertisements: Partial When Route Changes Occur

Metrics: Bandwidth, Delay, Reliability, Load, MTU Size

Hop Count: 255

Variable Length Subnet Masks

Summarization on Network Class Address or Subnet Boundary

Load Balancing Across 6 Equal or Unequal Cost Paths (IOS 11.0)

Timers: Active Time (180 sec)

Metric Calculation = destination path minimum BW * Delay (msec) * 256

Split Horizon

LSA Multicast Address: 224.0.0.10

Open Shortest Path First (OSPF)

Open Shortest Path First is a true link state protocol developed as an open standard for routing IP across large multi-vendor networks. A link state protocol will send link state advertisements to all connected neighbors of the same area to communicate route information. Each OSPF enabled router, when started, will send hello packets to all directly connected OSPF routers. The hello packets contain information such as router timers, router ID and subnet mask. If the routers agree on the information they become OSPF neighbors. Once routers become neighbors they establish adjacencies by exchanging link state databases. Routers on point-to-point and point-to-multipoint links (as specified with the OSPF interface type setting) automatically establish adjacencies. Routers with OSPF interfaces configured as broadcast (Ethernet) and NBMA (Frame Relay) will use a designated router that establishes those adjacencies.

Areas

OSPF uses a hierarchy with assigned areas that connect to a core backbone of routers. Each area is defined by one or more routers that have established adjacencies. OSPF has defined backbone area 0, stub areas, not-so-stubby areas and totally stubby areas. Area 0 is built with a group of routers connected at a designated office or by WAN links across several offices. It is preferable to have all area 0 routers connected with a full mesh using an Ethernet segment at a core office. This provides for high performance and prevents partitioning of the area should a router connection fail. Area 0 is a transit area for all traffic from attached areas. Any inter-area traffic must route through area 0 first. Stub areas use a default route to forward traffic destined for an external network such as EIGRP since the area border router doesn't send or receive any external routes. Inter-area and intra-area routing is as usual. Totally stubby areas are a Cisco specification that uses a default route for inter-area and external destinations. The ABR doesn't send or receive external or inter-area LSA's. The not-so-stubby area ABR will advertise external routes with type 7 LSA. External routes aren't received at that area type. Inter-area and intra-area routing is as usual. OSPF defines internal routers, backbone routers, area border routers (ABR) and autonomous system boundary routers (ASBR). Internal routers are specific to one area. Area border routers have interfaces that are assigned to more than one area such as area 0 and area 10. An autonomous system boundary router has interfaces assigned to OSPF and a different routing protocol such as EIGRP or BGP. A virtual link is utilized when an area doesn't have a direct connection to area 0. A virtual link is established between an area border router for an area that isn't connected to area 0, and an area border router for an area that is connected to area 0. Area design involves considering geographical location of offices and traffic flows across the enterprise. It is important to be able to summarize addresses for many offices per area and minimize broadcast traffic.

Convergence

Fast convergence is accomplished with the SPF (Dijkstra) algorithm which determines a shortest path from source to destination. The routing table is built from running SPF which determines all routes from neighbor routers. Since each OSPF router has a copy of the topology database and routing table for its particular area, any route changes are detected faster than with distance vector protocols and alternate routes are determined.

Designated Router

Broadcast networks such as Ethernet and Non-Broadcast Multi Access networks such as Frame Relay have a designated router (DR) and a backup designated router (BDR) that are elected. Designated routers establish adjacencies with all routers on that network segment. This is to reduce broadcasts from all routers sending regular hello packets to its neighbors. The DR sends multicast packets to all routers that it has established adjacencies with. If the DR fails, it is the BDR that sends multicasts to specific routers. Each router is assigned a router ID, which is the highest assigned IP address on a working interface. OSPF uses the router ID (RID) for all routing processes.

Characteristics

Link State

Routes IP

Routing Advertisements: Partial When Route Changes Occur

Metric: Composite Cost of each router to Destination (100,000,000/interface speed)

Hop Count: None (Limited by Network)

Variable Length Subnet Masks

Summarization on Network Class Address or Subnet Boundary

Load Balancing Across 4 Equal Cost Paths

Router Types: Internal, Backbone, ABR, ASBR

Area Types: Backbone, Stubby, Not-So-Stubby, Totally Stubby

LSA Types: Intra-area (1,2) Inter-area (3,4), External (5,7)

Timers: Hello Interval and Dead Interval (different for network types)

LSA Multicast Address: 224.0.0.5 and 224.0.0.6 (DR/BDR) Don't Filter!

Interface Types: Point to Point, Broadcast, Non-Broadcast, Point to Multipoint, Loopback

Integrated IS-IS

Integrated Intermediate System - Intermediate System routing protocol is a link state protocol similar to OSPF that is used with large enterprise and ISP customers. An intermediate system is a router and IS-IS is the routing protocol that routes packets between intermediate systems. IS-IS utilizes a link state database and runs the SPF Dijkstra algorithm to select shortest paths routes. Neighbor routers on point to point and point to multipoint links establish adjacencies by sending hello packets and exchanging link state databases. IS-IS routers on broadcast and NBMA networks select a designated router that establishes adjacencies with all neighbor routers on that network. The designated router and each neighbor router will establish an adjacency with all neighbor routers by multicasting link state advertisements to the network itself. That is different from OSPF, which establishes adjacencies between the DR and each neighbor router only. IS-IS uses a hierarchical area structure with level 1 and level 2 router types. Level 1 routers are similar to OSPF intra-area routers, which have no direct connections outside of its area. Level 2 routers comprise the backbone area which connects different areas similar to OSPF area 0. With IS-IS a router can be an L1/L2 router which is like an OSPF area border router (ABR) which has connections with its area and the backbone area. The difference with IS-IS is that the links between routers comprise the area borders and not the router. Each IS-IS router must have an assigned address that is unique for that routing domain. An address format is used which is comprised of an area ID and a system ID. The area ID is the assigned area number and the system ID is a MAC address from one of the router interfaces. There is support for variable length subnet masks, which is standard with all link state protocols. Note that IS-IS assigns the routing process to an interface instead of a network.

Characteristics

Link State

Routes IP, CLNS

Routing Advertisements: Partial When Routing Changes Occur

Metric: Variable Cost (default cost 10 assigned to each interface)

Hop Count: None (limited by network)

Variable Length Subnet Masks

Summarization on Network Class Address or Subnet Boundary

Load Balancing Across 6 Equal Cost Paths

Timers: Hello Interval, Hello Multiplier

Area Types: Hierarchical Topology similar to OSPF

Router Types: Level 1 and Level 2

LSP Types: Internal L1 and L2, External L2

Designated Router Election, No BDR

Border Gateway Protocol (BGP)

Border Gateway Protocol is an exterior gateway protocol, which is different from the interior gateway protocols discussed so far. The distinction is important since the term autonomous system is used somewhat differently with protocols such as EIGRP than it is with BGP. Exterior gateway protocols such as BGP route between autonomous systems, which are assigned a particular AS number. AS numbers can be assigned to an office with one or several BGP routers. The BGP routing table is comprised of destination IP addresses, an associated AS-Path to reach that destination and a next hop router address. The AS-Path is a collection of AS numbers that represent each office involved with routing packets. Contrast that with EIGRP, which uses autonomous systems as well. The difference is their autonomous systems refer to a logical grouping of routers within the same administrative system. An EIGRP network can configure many autonomous systems. They are all managed by the company for defining route summarization, redistribution and filtering. BGP is utilized a lot by Internet Service Providers (ISP) and large enterprise companies that have dual homed internet connections with single or dual routers homed to the same or different Internet Service Providers. BGP will route packets across an ISP network, which is a separate routing domain that is managed by them. The ISP has its own assigned AS number, which is assigned by InterNIC. New customers can either request an AS assignment for their office from the ISP or InterNIC. A unique AS number assignment is required for customers when they connect using BGP. There are 10 defined attributes that have a particular order or sequence, which BGP utilizes as metrics to determine the best path to a destination. Companies with only one circuit connection to an ISP will implement a default route at their router, which forwards any packets that are destined for an external network. BGP routers will redistribute routing information (peering) with all IGP routers on the network (EIGRP, RIP, OSPF etc) which involve exchange of full routing tables. Once that is finished, incremental updates are sent with topology changes. Each BGP router can be configured to filter routing broadcasts with route maps instead of sending/receiving the entire internet routing table.

BGP Routing Table Components

Destination IP Address / Subnet Mask

AS-Path

Next Hop IP Address

Copyright 2006 Shaun Hummel All Rights Reserved

Shaun Hummel is the author of Network Planning and Design Guide and CiscoDesignBooks.com featuring networking books, eBooks, certifications, articles and design tools.

How to Open a Halfway House Or a Recovery Home

To begin with, let us tell you that this article is going to smash any preconceptions out there regarding opening a halfway house in the USA. You do not need a license, permit, or any other document to open a halfway house. If any person, government official, government agency, zoning commission, etc. tells you otherwise, they are engaging in illegal and unfair practices. Know your rights (see bellow links to know your rights).

NATIONAL LAWS (ADA) ALWAYS SUPERSEDE LOCAL LAWS.

Just for a hypothetical situation; let's say that 3 people who have depression decide to become roommates in a home. Should they be shut down and kicked out of the neighborhood because of their disability? Does that mean they have to get a license or permit to stay? Of course not. They are protected under the ADA (Americans with Disabilities Act), as well as other determinations (see links below) against such discrimination. Havingchemically dependent persons in a home is no different!!! Alcoholics and addicts have the same laws to protect them.

It is a well known fact that City Councils have tried to stop halfway houses in their neighborhoods by stating that a halfway house with alcoholics and/or addicts, in other words disabled persons, (and alcoholics and addicts qualify as disabled under the ADA), must not have roommates (as in 2 people in a room at a house), which prevents most halfway houses from opening.

If you have a house, and you want to open a halfway house, and your mortgage payment is $700.00 per month (see additional expenses at the bottom of this paragraph), there are many things to consider before accepting residents into your house. Let's say, hypothetically, you follow licensing and zoning guidelines. With the average charge to a resident with a substance abuse problem, being around $125.00 per week, you can see that if you went with what the license division / politicians tell you, (which are illegal tactics), you would be out of business shortly. Keep in mind that in addition to your mortgage payment are things such as: utilities, phone service, water, food, furniture, cooking utensils, beds, sheets- basically everything you would need to survive, etc.

On the other hand, if you did not license your house, you could put in 2 or 3 people in a room and keep your halfway house open. In other words, helping others to get a hand up at living sober. Please read more details below...

NATIONAL LAWS (ADA) ALWAYS SUPERSEDE LOCAL LAWS.

How to open a Recovery Home, Halfway House, Sober Living Home OR starting a Half Way House/Recovery Facility*- Resources to assist you. This article includes information on the standards and requirements of opening and operating a Halfway House/Recovery Home- NOTE: Not every county in the United States approaches standards and licensure in the same way- it is best to contact your local licensure department and/or zoning division.

The first thing you should know about opening a halfway house is that you do not need a degree or special certification to open one, and that most operate without a license/permit. Also, under the ADA (Americans with Disabilities Act) and The Fair Act Amendment, as well as other determinations, makes it illegal to discriminate against halfway houses and the people who own, operate, and live in them. Please see our links below for more information concerning these issues. There are a number of other important issues to cover concerning opening a halfway house that are vital to know.

You must first decide where you will operate. Once you have determined a location you have a choice in whether to license* the facility or not. There are also other permits, inspections, zoning variances, etc. to explore prior to opening up a halfway house. Please keep in mind that it is your choice whether to obtain a license, permit, and other certifications for the operation of a halfway house. If you choose to open a halfway house without a license, there are certain parameters you must operate under to make sure you are not shut down by the county/city you operate within. It is always best to check into what is required, allowed, and not allowed by contacting your local licensure agency and zoning department.

Most halfway houses that are not licensed are mandated to NOT provide on-site counseling or other wrap-around services- to avoid additional

paperwork and hassles, you could provide these services at a local church or other building. Most halfway houses that are licensed may need to

obtain a zoning variance, simply because (in the eyes of politicians) you are basically operating a business in a residential area. You may find that

because you are licensing it, the county (Zoning Commission) will limit the number of people you can have in any one room and at any one residence.

A halfway house that is going through the licensing process (and this may take months, even years to work out) will be required to have certain

structural adaptations made (water/fire sprinkler lines installed- which is very expensive) wheel chair accessible, parking and traffic issues to deal with, etc.

There are some overhead details to work out before you start taking in residents. You should know how many residents you will have in each room, what you are going to charge each resident, and what services are included in this cost or rent. You may also have to contend with residents coming in with no money, or that some residents will be late and/or short of the entire rent monies owed. It's up to you how you handle these situations. If you have a house ready to use as a Halfway House (providing you have decided whether to license it or not) and your mortgage payment, for a 4 bedroom home, is $700.00 per month (estimate), you will also need to factor in start-up and continued costs like food costs per week, water and utility costs, household needs, (paper towels, toilet paper, dish soap, cleaning chemicals, phones, etc.), as well as monthly and yearly costs, (beds and sheets, TV, computer(s), Internet connection, towels and face clothes, shampoo, dishes and utensils, pest control services, vucuum(s), maintenance, etc.)- basically everything you would need if you were starting from scratch in a new home (considering you have nothing on hand) only this time it is for X number of people. Also include additional items, if licensed, like license and permit charges, health inspection fees, reports, paperwork and filing, accounting, etc. With the above example you can clearly see that many licensure and zoning variances would limit you to having only 4 people at your house, so meeting your overhead is not possible- you would be operating in the red every month.

Fair Housing Act

A case in point (actual court case) in which, for a period of more than 1 year, a city violated the provisions stated within the Fair Housing Amendments

Act (Title VIII of the Civil Rights Act of 1968, as amended by the Fair Housing Amendments Act of 1988, 42 U.S.C. §§3601-3619) and denied the operating of a Halfway House within a residential area.

In an effort to assist individuals, agencies, religious affiliations, etc. open recovery places and tackle the unfair and illegal tactics politicians and others are using to stop them, NICD has put together some basic, and very needed, resources to aid in the journey. Counties are using zoning

codes/variances to try and control halfway houses/sober living homes and the total census allowed within these centers. Some of the bias is a

NIMBY, (Not In My Back Yard) situation, while others include property value concerns. In any case, the reasons for discrimination and unfair tactics are not based on fact or material circumstances. These counties and individuals are in violation of the law as it relates to the ADA, (Americans With Disabilities Act), Section 36.209 section 510 which describes alcoholics/drug addicts as people with disabilities. The Federal Fair Housing Act, (see link below), 42 USC section 3604(f)(2) makes it unlawful "to discriminate against any person in the terms, conditions, or privileges of sale or rental of a dwelling, or in the provision of services or facilities in connection with such dwelling because of a handicap." The 42 USC section 3604(f)(3)(B) provides that unlawful discrimination includes failure to make "reasonable accommodations in rules, policies, practices.

providing some resources that you can use in starting up a program.

There are numerous obstacles to overcome in trying to open up a halfway house for alcoholics and/or drug addicts. NICD will attempt to help you by

Note: Please feel free to copy/print this page, as we have waived the copyright for this page only.

Some additional concerns you may encounter:

The next section has some rules that should be a part of any quality run halfway house. In addition to these is a section for navigating your way

through getting your residents into benefits and entitlements.

Specific: Halfway Houses Rules- A good halfway house should have rules. We have constructed some that we feel are essential.

RULES & REGULATIONS

IMMEDIATE DISCHARGE

*Being under the influence of alcohol and/or drugs

*Possession of alcohol/drugs

*Possession of weapons

*Threats either verbal or physical, or acts of violence, fighting

*Property destruction or altering the physical construction of the premises, including interior walls

*Failure to submit a U/A (which are always at your cost)

*Unaccountable or discrepancies in times off of premises

*Lies, either found on your intake paperwork or otherwise, stealing, unusual behavior, and any criminal activity

*Failure to comply with rules and/or staff directions

1. You are required to attend at least 3 12-Step meetings per week, have a program book, (Big Book, NA Text, etc.), and have your meeting slip

signed by a member of the group, and not another resident, and attend on-premises "House Meetings" which are held 2 times per week, 1-2 hours per meeting.

2. House meeting attendance is mandatory, (which means you must arrange for employment that does not interfere with these meetings), there are

no exceptions to this rule.

3. For the first 30 days you are to remain on premises, (during this time you are expected to be working on your steps), and must arrange 12-Step meeting attendance with another resident who is not on restriction, and this must be pre-approved by the house manager.

4. You are required to sign-out when leaving the premises, and sign-in upon return- all leaves must be pre-approved by the house manager in

advance, and any inconsistencies in leave times are grounds for discharge.

5. Rent must be paid every Friday directly to the house manager, and kept up to date without exception.

6. You must see the house manager at least 1 time per week to discuss your recovery program- it does not count as a visit to discuss program while paying rent, unless the house manager chooses to do so.

7. You must obtain a Home Group and a Sponsor (You must provide a contact name and phone number), within the first week of residency, and this will be verified.

8. You must have Steps 1,2, and 3 in writing, and present these in the House Meeting by the 3rd week, along with a copy to the house manager.

9. You are required to be employed full time, and you are not permitted to quit a job without first discussing it with the house manager, (employment status will be checked on periodically).

10. There are certain types of employment that are not allowed, and you must speak with the house manager

11. No cab driving, working in bars, clubs, or places that sell alcohol.

12. Your room must be kept neat, with your bed made at all times, rugs vacuumed, toilet cleaned, kitchen area clean, which means absolutely no

glasses, dishes, forks, knives, spoons, etc. left in the sink at any time, and any trash disposed of in a timely manner.

13. You will be assigned daily and weekend chores (these are mandatory as part of your stay).

14. All vehicles will have current tags and insurance, and this must be verifiable. Also, there will be no storage of vehicles, and no working on vehicles on the premises.

15. Bikes and other modes of transportation must be stored in the appropriate locations, and security for these are at your own cost.

16. Any situation that requires police involvement must be discussed with the house manager before the police are called, (any police involvement

without house manager approval will be grounds for discharge).

17. There are absolutely no visitors allowed on premises without prior approval from the house manager.

18. There will be no congregating outside, no loud music or discussions, no walkmans, caps, sunglasses, bandanas, or inappropriate dress allowed, and you are required to attend to daily hygiene needs.

19. No one is allowed in another residents room- period.

20. There are no sharing of clothes, personal property, loaning money, borrowing vehicles, including bikes by either staff or residents.

21. You may be requested to submit to a U/A at any time, which may include either with cause or without.

22. Any resident who is aware of a rules infraction and does not notify the house manager immediately will be subject to discharge, which includes

finding out later that you knew about it.

23. All rooms are subject to inspections at any given time, and any room that does not pass inspection may cause all residents in that room to be

discharged.

24. Smoking is not allowed in rooms.

25. There will be no illegal hook-ups of cable, or use of cable boxes. Cable hook-ups will be done legally, at your cost, and your risk. If bills are not current you will be required to cut-off services until the bill is paid for.

26. Phone hook-ups are your responsibility, as are the bills that go along with it.

27. Any cooking done by residents requires immediate clean-up.

28. Any delegation, directive, or request that is made by staff will then become a rule.

29. Any medical conditions and/or injuries must be brought to the attention of the house manager.

30. Calls to 911 for medical conditions, injuries, etc. must be approved by the house manager before calling.

31. If there is an emergency, call 911, and then notify the house manager immediately.

32. Any and all medications, including pain pills, psych. meds, aspirin, Advil, cold, flu, sinus, etc. will be kept, and locked up by the house manager and dispensed according to the instructions on the bottle- any Rx. or

33. House shut downs will occur if chores are not done, the grounds and buildings are not cared for, rooms are not kept clean, or general attitudes are not in line with house etiquette, and is done so at the discretion of the house manager.

34. All rules and regulations are subject to additions and changes at the house managers discretion.

This is not a complete list of all the possible rules and/or violations that may happen, so to insure a healthy, happy, drug and alcohol free recovery

environment please do your part to use common sense when it comes to either doing or not doing something that may affect yours and others

continued stay.

Finally, staff will not take the role of cop, lawyer, or investigator. This means discharges will occur without investigation of who did what, what was said, who is, or who is not at fault.

The NIMBY Syndrome, (Not In My Back Yard), is one area that an owner of a recovery home / halfway house will have to contend with. It is usually best to address this issue up front before you open, or before construction is started. Your local Zoning Commission office should be able to provide information on the area you plan on opening the halfway house in. The census bureau can provide information on the neighborhoods make up, (economic base, average salaries made, gender average, average cost of homes in the area, and other good information to educate yourself with).

Check to see if there is a homeowners association, as that could be your best bet in getting to know your neighbors, and them getting to know you.

You should plan on going to one of their meetings before you open, but definitely after you have been armed with the information that you know will come up for discussion. Some concerns will be on whether or not you will accept violent offenders, psychiatrically unstable residents, how your home will affect property values. You can convince people that you plan on running a safe, drug free, and strict program by bringing a copy of your intake protocol and halfway house rules. Let them know how you plan on handling the situation when one of your residents comes up positive on a drug

screen. You should develop, in writing, protocols for dealing with this and other situations- there should be a plan of action that all staff and residents are to follow in any given situation. There will be some fear there, as no one wants a drug addict discharged/kicked out in their neighborhood at 1:00 A.M. on a weekend or any other time.

You need to arm yourself with the facts and also how you will handle all sorts of possible situations. If you take the lead and let your neighbors know, before they ask, what they can expect from you, you will go far in gaining their trust. Just be sure you follow through as you promised. It will pave the way to open another site, if you want to, if you have a great relationship with those that live around your halfway house.

In six major studies of communities where halfway houses were opened, no significant change in average housing prices could be found (MacNeil & Kappel, 1986, Part III.A.).

Dr. Stephen J. Murray, NICD Director

World TB Day - Brief information on TB problem in Tibetan community

A talk by Dr. Kunchok, Delek Hospital and brief information by Kalon Tsering Wangchuk, Dept. of Health, Dr. Tsetan Dorjee Sadutshang and Dawa Phunkyi on current issue of TB in Tibetan Community.

How to Start an Assisted Living Business

If you are looking for an investment or a business with a guaranteed demand, look no further! The outlook for assisted living is booming. Tens of millions of baby boomers are approaching retirement age. Many of them will need medical or personal care. You could own the Real Estate or be the company that provides the service. Or combine them and get the best of both worlds.

Assisted Living for seniors combines the best of Real Estate Investments. You can operate a business needed in every city and have the security of owning Real Estate.

The increasing need for assisted living is driven by more than 55 million older Americans needing care over the next twelve years. Is that the type of demand you want for your new business?

Investing in Assisted Living is not just about real estate. When starting any new venture you need solid business data backed by extensive research, you need a solid operational manuals that help you avoid costly mistakes. We offer what you need.

Investing in Assisted Living also demands a decision about how involved you want to be in a business that requires some knowledge of both the Health Care and Hospitality Industries.

Whether you want to run an Assisted Living Business or buy one and hire a professional to operate, this kind of investment requires you to have a solid grasp of the industry.

But here's the problem. People wanting to start their own Assisted Living Business have so many barriers to overcome. First, there are many rules and regulations when working in Senior Care. It can all be so confusing. Do you register with the state or with your local government? Do you have to become certified? Is your home inspected? And, if so, who does this? It all seems so complicated and overwhelming.

Besides the legal issues, you know that you must take good care of your residents. You just don't plunk them down in front of the TV. This leads to so many more questions, such as: what should you feed your residents? What skills training are best for your facility? What do you do when you have an "incident" with a resident? How do you get referrals and how do you get paid? What are the legal issues? All this along with dealing with the "day-to-day" issues can seem overwhelming.

One more thing. There is just not much information available on how to start an Assisted Living home. What's available is expensive and incomplete. Even the expensive books and start up packets don't give you clear-cut procedures, they don't give you good advice and they don't tell you everything you must know.

Because of all of these barriers, so many people dreaming of helping others through owning an Assisted Living home just give up. They just don't start because it all seems so hard and they can't get any good information.

This doesn't have to happen to you. You can start with confidence and without anything stopping you.

Start here. Knowledge is power! Even if you have a background in Assisted Living, unless you have a background in how to start an Assisted Living Home you will need to gather good information. The best place to start is to find a mentor. Find someone that has already been successful in the Assisted Living Business; see if you can duplicate their efforts.

Business plans and operations manuals are crucial to the success of any new business but they are vital to your success as you start your new Assisted Living Home. When you are dealing with peoples very lives you must be very exact in how you operate. Take the time to get the best data you can.

If you don't have practical experience in the field take the time to get to know the business. If you plan to work in the business you will need to have a few years of hands on experience or at least a working partner who does. Regardless if at all possible volunteer your services with local nursing homes or at other Assisted Living Homes, while you may not be able to help with all the residents needs you will get a good idea of what can be expected. This will also give you the opportunity to see what works and what you would do different.

The next step is finding out what you state and local requirements are. This is where a good Mentor can save you time and money.

Once you know the State and Local requirements, you need to decide the size and type of home you want. You will need to decide if you will build, or find an existing building. At this point your business plan should be nearly complete and you will be ready to find financing.

Sixty to ninety days before you open you will want to hire and train employees, and start your marketing efforts. Again finding a Mentor or a source of information that helps you in a systematic way will be worth its weight in gold.

When accepting new residents be careful. Many people fall into the trap of taking everyone that comes through the door. You must keep in mind that you are creating a community and the first few residents will set the tone for years to come.

The Assisted Living Business while being profitable is also a way to make a difference in your community and in the lives of those people and their families who are in the sunset of their lives.

Charles Young is an Owner and Operator of several Assisted Living Homes. Charles has been the Mentor to many people who have successfully started their own Assisted Living Homes. His website http://howtostartanassistedlivinghome.com/ provides you all the information necessary to achieve your dream.

Ghetto - Eko Dydda

Getting Higher Education To Teach Other (Ghetto) and SLUM (Silver Lives Under Me) are but some of the philosophies passed by stammer/ stagger Kenyan gospel rapper Eko Dydda. Fresh back into the scene with this inspirational Saint P produced joint, Eko Dydda dishes out hope to those in need of it with flow-ess and ease. The video features "Ghetto" based artists Juliani, Daddy Owen, BMF and MOG. The video was produced by J. Blessing CTA - Cleaning The Airwaves MWAPI Entertainment Music With A Positive Influence www.Kenyangospel.com

Push On - Kanjii Mbugua & Tapiwa "Taps" Mugadza

Push On - Kanjii & Tapiwa "Tapz" Mugudza Written By Kanjii Mbugua, Tapiwa Mugudza, Richard Njau and Gideon Kimanzi Produced By Gideon "Gidi" Kimanzi Video By Mbithi Masya BUY "Push On" (Audio) - www.Kenyandownloads.com CTA - Cleaning The Airwaves "In the mist of the hurricane I found my strength/ and though my world is not the same I'll still have faith..." - Push On

Chicago - Dialogue (1975)

Very great song by Chicago.Terry Kath and Peter Cetera on vocals. Enjoy! Excellente chanson par Chicago.Terry Kath et Peter Cetera au chant. Appréciez !

No Pants Subway Ride - Chicago - 2010

January 10th, 2010 - 1:00 pm At each stop on the red line train in Chicago, 5-15 passengers enter the same train from Bryn Mawr to Roosevelt, until the train is eventually packed with pantsless people that are not smiling or talking to one another. If asked why they aren't wearing pants, the pantsless must come up with a silly excuse and then continue reading or studying or listening to their iPod as if nothing were strange at all. At Roosevelt all pantsless people suddenly exit the train. This year the temperature outside was 5˚ farenheit.

chicago does anybody really know...

chicago does anybody really know

The Car Rental Industry

Market Overview

The car rental industry is a multi-billion dollar sector of the US economy. The US segment of the industry averages about $18.5 billion in revenue a year. Today, there are approximately 1.9 million rental vehicles that service the US segment of the market. In addition, there are many rental agencies besides the industry leaders that subdivide the total revenue, namely Dollar Thrifty, Budget and Vanguard. Unlike other mature service industries, the rental car industry is highly consolidated which naturally puts potential new comers at a cost-disadvantage since they face high input costs with reduced possibility of economies of scale. Moreover, most of the profit is generated by a few firms including Enterprise, Hertz and Avis. For the fiscal year of 2004, Enterprise generated $7.4 billion in total revenue. Hertz came in second position with about $5.2 billion and Avis with $2.97 in revenue.

Level of Integration

The rental car industry faces a completely different environment than it did five years ago. According to Business Travel News, vehicles are being rented until they have accumulated 20,000 to 30,000 miles until they are relegated to the used car industry whereas the turn-around mileage was 12,000 to 15,000 miles five years ago. Because of slow industry growth and narrow profit margin, there is no imminent threat to backward integration within the industry. In fact, among the industry players only Hertz is vertically integrated through Ford.

Scope of Competition

There are many factors that shape the competitive landscape of the car rental industry. Competition comes from two main sources throughout the chain. On the vacation consumer’s end of the spectrum, competition is fierce not only because the market is saturated and well guarded by industry leader Enterprise, but competitors operate at a cost disadvantage along with smaller market shares since Enterprise has established a network of dealers over 90 percent the leisure segment. On the corporate segment, on the other hand, competition is very strong at the airports since that segment is under tight supervision by Hertz. Because the industry underwent a massive economic downfall in recent years, it has upgraded the scale of competition within most of the companies that survived. Competitively speaking, the rental car industry is a war-zone as most rental agencies including Enterprise, Hertz and Avis among the major players engage in a battle of the fittest.

Growth

Over the past five years, most firms have been working towards enhancing their fleet sizes and increasing the level of profitability. Enterprise currently the company with the largest fleet in the US has added 75,000 vehicles to its fleet since 2002 which help increase its number of facilities to 170 at the airports. Hertz, on the other hand, has added 25,000 vehicles and broadened its international presence in 150 counties as opposed to 140 in 2002. In addition, Avis has increased its fleet from 210,000 in 2002 to 220,000 despite recent economic adversities. Over the years following the economic downturn, although most companies throughout the industry were struggling, Enterprise among the industry leaders had been growing steadily. For example, annual sales reached $6.3 in 2001, $6.5 in 2002, $6.9 in 2003 and $7.4 billion in 2004 which translated into a growth rate of 7.2 percent a year for the past four years. Since 2002, the industry has started to regain its footing in the sector as overall sales grew from $17.9 billion to $18.2 billion in 2003. According to industry analysts, the better days of the rental car industry have yet to come. Over the course of the next several years, the industry is expected to experience accelerated growth valued at $20.89 billion each year following 2008 "which equates to a CAGR of 2.7 % [increase] in the 2003-2008 period.”

Distribution

Over the past few years the rental car industry has made a great deal of progress to facilitate it distribution processes. Today, there are approximately 19,000 rental locations yielding about 1.9 million rental cars in the US. Because of the increasingly abundant number of car rental locations in the US, strategic and tactical approaches are taken into account in order to insure proper distribution throughout the industry. Distribution takes place within two interrelated segments. On the corporate market, the cars are distributed to airports and hotel surroundings. On the leisure segment, on the other hand, cars are distributed to agency owned facilities that are conveniently located within most major roads and metropolitan areas.

In the past, managers of rental car companies used to rely on gut-feelings or intuitive guesses to make decisions about how many cars to have in a particular fleet or the utilization level and performance standards of keeping certain cars in one fleet. With that methodology, it was very difficult to maintain a level of balance that would satisfy consumer demand and the desired level of profitability. The distribution process is fairly simple throughout the industry. To begin with, managers must determine the number of cars that must be on inventory on a daily basis. Because a very noticeable problem arises when too many or not enough cars are available, most car rental companies including Hertz, Enterprise and Avis, use a "pool” which is a group of independent rental facilities that share a fleet of vehicles. Basically, with the pools in place, rental locations operate more efficiently since they reduce the risk of low inventory if not eliminate rental car shortages.

Market Segmentation

Most companies throughout the chain make a profit based of the type of cars that are rented. The rental cars are categorized into economy, compact, intermediate, premium and luxury. Among the five categories, the economy sector yields the most profit. For instance, the economy segment by itself is responsible for 37.7 percent of the total market revenue in 2004. In addition, the compact segment accounted for 32.3 percent of overall revenue. The rest of the other categories covers the remaining 30 percent for the US segment.

Historical Levels of Profitability

The overall profitability of the car rental industry has been shrinking in recent years. Over the past five years, the industry has been struggling just like the rest of the travel industry. In fact, between the years 2001 and 2003 the US market has experienced a moderate reduction in the level of profitability. Specifically, revenue fell from $19.4 billion in 2000 to $18.2 billion in 2001. Subsequently, the overall industry revenue eroded further to $17.9 billion in 2002; an amount that is minimally higher than $17.7 billion which is the overall revenue for the year 1999. In 2003, the industry experienced a barely noticeable increase which brought profit to $18.2 billion. As a result of the economic downturn in recent years, some of the smaller players that were highly dependent on the airline industry have done a great deal of strategy realignments as a way of preparing their companies to cope with eventual economic adversities that may surround the industry. For the year 2004, on the other hand, the economic situation of most firms have gradually improved throughout the industry since most rental agencies have returned far greater profits relative to the anterior years. For instance, Enterprise realized revenues of $7.4 billion; Hertz returned revenues of $5.2 billion and Avis with $2.9 billion in revenue for the fiscal year of 2004. According to industry analysts, the rental car industry is expected to experience steady growth of 2.6 percent in revenue over the next several years which translates into an increase in profit.

Competitive Rivalry Among Sellers

There are many factors that drive competition within the car rental industry. Over the past few years, broadening fleet sizes and increasing profitability has been the focus of most companies within the car rental industry. Enterprise, Hertz and Avis among the leaders have been growing both in sales and fleet sizes. In addition, competition intensifies as firms are constantly trying to improve their current conditions and offer more to consumers. Enterprise has nearly doubled its fleet size since 1993 to approximately 600,000 cars today. Because the industry operates on such narrow profit margins, price competition is not a factor; however, most companies are actively involved in creating values and providing a range of amenities from technological gadgets to even free rental to satisfy customers. Hertz, for example, integrates its Never-Lost GPS system within its cars. Enterprise, on the other hand, uses sophisticated yield management software to manage its fleets.

Finally, Avis uses its OnStar and Skynet system to better serve the consumer base and offers free weekend rental if a customer rents a car for five consecutive days Moreover, the consumer base of the rental car industry has relatively low to no switching cost. Conversely, rental agencies face high fixed operating costs including property rental, insurance and maintenance. Consequently, rental agencies are sensitively pricing there rental cars just to recover operating costs and adequately meet their customers demands. Furthermore, because the industry experienced slow growth in recent years due to economic stagnation that resulted in a massive decline in both corporate travel and the leisure sector, most companies including the industry leaders are aggressively trying to reposition their firms by gradually lessening the dependency level on the airline industry and regaining their footing in the leisure competitive arena.

The Potential Entry of new Competitors

Entering the car rental industry puts new comers at a serious disadvantage. Over the past few years following the economic downturn of 2001, most major rental companies have started increasing their market shares in the vacation sector of the industry as a way of insuring stability and lowering the level of dependency between the airline and the car rental industry. While this trend has engendered long term success for the existing firms, it has heightened the competitive landscape for new comers. Because of the severity of competition, existing firms such as Enterprise, Hertz and Avis carefully monitor their competitive radars to anticipate Sharpe retaliatory strikes against new entrants. Another barrier to entry is created because of the saturation level of the industry.

For example, Enterprise has taken the first mover advantage with its 6000 facilities by saturating the leisure segment thereby placing not only high restrictions on the most common distribution channels, but also high resource requirements for new firms. Today, Enterprise has a rental location within 15 miles of 90 percent of the US population. Because of the network of dealers Enterprise has established around the nation, it has become relatively stable, more recession proof and most importantly, less reliant on the airline industry compared to its competitors. Hertz, on the other hand, is utilizing the full spectrum of its 7200 stores to secure its position in the marketplace. Basically, the emergence of most of the industry leaders into the leisure market not only drives rivalry, but also it varies directly with the level of complexity of entering the car rental industry.

The Threat of Substitute

There are many substitutes available for the car rental industry. From a technological standpoint, renting a car to go the distance for a meeting is a less attractive alternative as opposed to video conferencing, virtual teams and collaboration software with which a company can immediately setup a meeting with its employees from anywhere around the world at a cheaper cost. In addition, there are other alternatives including taking a cab which is a satisfactory substitute relative to quality and switching cost, but it may not be as attractively priced as a rental car for the course of a day or more. While public transportation is the most cost efficient of the alternatives, it is more costly in terms of the process and time it takes to reach one’s destination. Finally, because flying offers convenience, speed and performance, it is a very enticing substitute; however, it is an unattractive alternative in terms of price relative to renting a car. On the business segment, car rental agencies have more protection against substitutes since many companies have implemented travel policies that establish the parameters of when renting a car or using a substitute is the best course of action.

According to Tracy Esch, an Advantage director of marketing operations, her company rents cars up to a 200-mile trip before considering an alternative. Basically, the threat of substitute is reasonably low in the car rental industry since the effects the substitute products have do not pose a significant threat of profit erosion throughout the industry.

The Bargaining Power of Suppliers

Supplier power is low in the car rental industry. Because of the availability of substitutes and the level of competition, suppliers do not have a great deal of influence in the terms and conditions of supplying the rental cars. Because the rental cars are usually purchased in bulk, rental car agents have significant influence over the terms of the sale since they possess the ability to play one supplier against another to lower the sales price. Another factor that reduces supplier power is the absence of switching cost. That is, buyers are not affected from purchasing from one supplier over another and most importantly, changing to different supplier’s products is barely noticeable and does not affect consumer’s rental choices.

The Bargaining Power of Buyers

While the leisure sector has little or no power, the business segment possesses a significant amount of influence in the car rental industry. An interesting trend that is currently underway throughout the industry is forcing car rental companies to adapt to the needs of corporate travelers. This trend significantly reduces supplier power or the rental firms’ power and increases corporate buyer power since the business segment is excruciatingly price sensitive, well informed about the industry’s price structure, purchase in larger quantities and they use the internet to force lower prices. Vacation buyers, on the other hand, have less influence over the rental terms. Because vacationers are usually less price sensitive, purchase in lesser amounts or purchase more infrequently, they have weak bargaining power.

Five Forces

Today the car rental industry is facing a completely different environment than it did five years ago. Competitively speaking, the revolution of the five forces around the car rental industry exerts some strong economic pressure that has significantly tarnished the competitive attractiveness of the industry. As a result of the economic downturn in recent years, many companies went under namely Budget and the Vanguard Group because their business infrastructure succumbed to the untenability of the competitive environment. Today, very few firms including Enterprise, Hertz and Avis return a slightly above-average revenue compared to the rest of the industry. Realistically speaking, the car rental sector is not a very attractive industry because of the level of competition, the barriers to entry and the competitive pressure from the substitute firms.

Strategic Group Mapping

As a moderately concentrated sector, there is a clear hierarchy in the car rental industry. From an economic standpoint, disparities exist from a number of dimensions including revenue, fleet size and the market size each firm holds in the market place. For instance, Enterprise dominates the industry with a fleet size of approximately 600,000 vehicles along with its market size and its level of profitability. Hertz comes in second position with its number of market shares and fleet volume. In addition, Avis ranks third on the map. Avis is among one of the companies that is having issues recovering its revenue margins from prior to the economic downturn. For instance, in 2000 Avis returned revenues of approximately $4.23 billion. Over the course of the next several years following 2000, the revenue of Avis has been significantly lower than that of 2000. As a way of reducing uncertainty most companies are gradually lessening the level of dependency on the airline industry and emerging the leisure market. This trend may not be in the best interest of Hertz since its business strategy is intricately linked to the airports.

Key Success Factors

There are many key success factors that drive profitability throughout the car rental industry. Capacity utilization is one of the factors that determines success in the industry. Because rental firms experience loss of revenue when there are either too few or too many cars sitting in their lots, it is of paramount importance to efficiently manage the fleets. This success factor represents a big strength for the industry since it lowers if not completely eliminates the possibly of running short on rental cars. Efficient distribution is another factor that keeps the industry profitable. Despite the positive relationship between fleet sizes and the level of profitability, firms are constantly growing their fleet sizes because of the competitive forces that surround the industry. In addition, convenience is one of the crucial attributes by which consumers select rental firms. That is, car rental consumers are more prone to renting cars from firms that have convenient rental and drop off locations. Another key success factor that is common among competing firms is the integration of technology in their business processes. Through technology, for instance, the car rental companies create ways to meet consumer demand by making renting a car a very agreeable ordeal by adding the convenience of online rental among other alternatives. Furthermore, firms have integrated navigation systems along with roadside assistance to offer customers the piece of mind when renting cars.

Industry Attractiveness

There are many factors that impact the attractiveness of the car rental industry. Because the industry is moderately concentrated, it puts new market entrants at a disadvantage. That is, its low concentration represents a natural barrier to entering the industry as it allows existing firm to anticipate sharp retaliations against new entrants. Because of the risks associated with entering the industry among other factors, it is not a very attractive sector of the marketplace. From a competitive standpoint, the leisure market is 90 percent saturated because of the active efforts of Enterprise to dominate this sector of the market. On the other hand, the airport terminals are heavily guarded by Hertz. Realistically speaking, entry in the industry offers low profitability relative to the costs and risks associated. For most consumers, the main determining factors of choosing one company over another are price and convenience. Because of this reason, rental firms are very circumspect about setting their rates and that generally force even the industry major players in the position of offering more to the consumers for less just to remain competitive. Hertz, for example, offers wireless internet to its customers just to add more convenience to their travel plans. Avis on the other hand, offers free weekend specials if a customer rents a car for five consecutive weekdays. Based on the impact of the five forces, the car rental sector is not a very attractive industry to potential new market entrants.

Conclusion

The rental car industry is in a state of recovery. Although it may seem like the industry is performing well financially, it is nonetheless gradually regaining its footing relative to its actual economic position within the last five years. As a way of insuring profitability, besides seeking market shares and stability, most companies throughout the chain have a common goal that deals with lowering the level of dependency on the airline industry and moving toward the leisure segment. This state of motion has engendered some fierce competition among industry competitors as they attempt to defend their market shares. From a futuristic perspective, the better days of the car rental industry have yet to come. As the level of profitability increases, I believe that most of the industry leaders including Enterprise, Hertz and Avis will be bounded by the economic and competitive barriers of mobility of their strategic groups and new comers will have a better chance of infiltrating and realizing success in the car rental industry.

Sources

“Passenger Car Rental.” Encyclopedia of Global Industries. Dec. 2004. Gale group. 02 Feb 2005. http://galenet.galegroup.com.ucfproxy.fcla.edu/servlet/BCRC.

“Car & Truck Rental.” Hoover's AB&D Company. Jan. 2005 . Hoovers. 04 Feb 2005. http://premium.hoovers.com.ucfproxy.fcla.edu/subscribe/ind/factsheet.xhtm. “

Rental car foes war on each other's turf.” The Associate Press. Fall 2004. The Enquirer. 08 March 2005. http://www.enquirer.com/editions/2004/10/11/biz_rentalcars111.html.

“United States - Car Rental.” Data Monitor Industry Market Research. Nov. 2004. Gale. 12 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu/sessions?products=BNI.

“A synthesis of tactical fleet planning models for the car rental industry.” IIE Transactions. Sept. 2003. Gale. 12 March 2005. [http://www.fleet-central.com/arn/01stat3.cfm].

“Corporate travel plans moving to Web.” Crain's Chicago Business. Apr. 2001. ProQuest. 12 March 2005. http://www.proquest.com.ucfproxy.fcla.edu.

"Tracy Esch." “Car rental market leaders make rebound .” Business Travel News. May 2002. Gale. 12 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu.

“Avis Equips Rental Car with Satcomms 1999.” Newsbytes News Network. Oct. 1999. Gale. 12 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu.

“Car Rental In the United States.” Data Monitor Industry Market Research. Nov. 2004 . Gale. 13 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu.

“Global - Car Rental.” Data Monitor Industry Market Research. Nov. 2004 . Gale. 13 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu.

“Corporate and Travel Trends.” Travel Trade Gazette. Nov. 2003 . ProQuest. 14 March 2005. http://www.proquest.com.ucfproxy.fcla.edu.

“Car rental market leaders make rebound.” Business Travel News. May. 2002 . Gale. 14 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu.

“Car rental market leaders make rebound.” Business Travel News. May. 2002 . Gale. 14 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu.

“Ovation Travel.” Wall Street Transcript. May. 2002 . LexisNexis. 14 March 2004. http://www.lexisnexis.com.ucfproxy.fcla.edu/cis.

“Avis Offers New Deal for Free Weekends.” Newswire. Feb. 2004 . LexisNexis. 15 March 2004. http://www.lexisnexis.com.ucfproxy.fcla.edu/cis.

Rodrigue Monestime has authored several articles. He holds a BS in Business Administration with high concentration in Management Information System (MIS). He is the founder of BizVita.com [http://www.bizvita.com], a site designed for busy professionals with an all-in-one approach to the daily facts of the global business environment.

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#839 03/13/12 Oscar Carboni Discusses repetitive patterns in Stock Indices

Visit our Website: www.LiveWithOscar.com TV INTERVIEWS livewithoscar.com Follow Us on Twitter: www.Twitter.com Add us on Facebook: www.facebook.com Upload your charts to: www.ChartUpload.com Tags futuresoptions broker online trading managed bestdirect CTA charts commodities commodity daytrading forex on line software simulated electronic eminis free oscar live with omni bull bear finance economy bernanke cramer cnbc bloomberg fed buffett financial wall st business cbot nymex nybot comex amex sec securities etrade scottrade account currencies etf stocks emini s&p fx nasdaq nq qqqq aapl goog alpha market mkt bullish bearish stock-market analysis indicators technical gold investment Always Sell Double Tops on a Weekly Bar Chart

Scenario Of Intimatewear Market

The journey of lingerie from 'cotte' to trendy intimatewear

The existence of lingerie is as old as the existence of women who wear it. In the middle ages things were easygoing as women wore various corset-like alternatives like the cotte, the bliaunt and the surcot, which move on easily over their dresses and hold the breasts firmly. Wearing underwear/corsets has been practiced since the ancient civilization of Egypt and Greece, where women wore corsets to support their breasts. Bras have been worn in all ages to support women's breasts and give them a fashionable look.

18th Century: It is believed that the history of underwear started in the 18th century. The padded silhouette with a flat stomach, slim waist and cone-shaped bust was a style. The corset, a vital part of any woman's clothing at that time, gave the body a typical shape, squeezing the internal organs and making them feel comfortable. Extreme usage of satin, silk and damask decorated with embroidery, ribbons and laces gave the effect of artistry.

19th Century: Women wore corsets, crinolines and bustles. The S-shaped silhouette trend started at that time. Women wore underwear like knickers, corset, camisole and waist slip.

20th Century: Lingerie turned out to be simpler and more practical. Corsets were replaced by a more flexible girdle modern bra. Pastel colours for lingerie came into existence. In 1910 boyish silhouette became a trend. The first brassiere to have a patent, which was accepted largely, was a bra invented by a young New York socialite named Mary Phelps Jacob in 1910. In the 1930s femininity became a fashion trend. A woman was covered by the one-piece garments known as corsets including a curved and bust-emphasizing brassiere and girdle with garters. But one-piece corsets were accepted largely and panties were reduced in size and finally gained the shape of bikini briefs.

21st century-the era of intimacy-intimatewear: In this era the fashion is pushing women to exhibit the underwear as outerwear which is worn for the sensitive pleasure of a partner. Lingerie is considered as the second skin by many women. In the present era, women have more choices than ever in terms of style, design, fabrics etc. Since many centuries fashion in connection to lingerie styles was toggling between the feminine and masculine, painful and practical. In the recent time, lingerie is the most attractive, luxurious and feminine clothing that is worn intimately and respected for its practicality and comfort.

Worldwide Market Growth Forecast of Lingerie

Today, the main concern about marketing the lingerie products is the fight for share between global brands and retailers' local labels worldwide. It is also about consumers' choice and acceptance of brand. With its matchless combination of fashion and function, lingerie is a product category that crosses the fine line between necessity and luxury. Besides these features, it has increased into about a US$30 billion-a-year industry and placed itself for further growth over the next five years.

To know the global lingerie market, it is essential to check out not only the competition between brands, but also the separate bra-wars taking place between brands and local retail labels. The leading player among lingerie brands worldwide is United States-based manufacturer Sara Lee, which has a major market share in its home country as well as the European market. After Sara Lee there exist companies like Warnaco, Fruit of the Loom, VF and Maidenform, in Europe Triumph also possess a major market share. The more comfy La Perla, meanwhile, is atop the high end of the world lingerie market.

In the retail sector, US chain Victoria's Secret, the UK's Knickerbox and northern European retailer Hunkemoller provide to the specialist market, but the huge quantity of lingerie is traded by clothing retailers like Marks & Spencer and hypermarkets like Wal-Mart and Carrefour. Though, the tendency is to be robust on briefs than bras, and repeatedly sell these items in multiple packs. While the leading retailers and brands keep up to propel the market, the nature of uniqueness demands that there is also a push of smaller, more up market labels that offer to a few niche.

Of the total world lingerie market, amounted to US$29.5 billion annually in 2003, bras calculated to 56 per cent of total sales, while briefs and the body wear/daywear/shape wear category add 32 per cent and 12 per cent in that order. Of about 6.4 billion bras and briefs were procured worldwide in 2003. The report shows that the average woman buys two bras and five pairs of briefs per year. Lingerie sales in the developed world are observed to be basic fashion-driven, with the average woman having six bras and eight pairs of briefs in her wardrobe - more than she usually requires.

The buying of these products is normally determined by style factors, like as what styles (g-string, padded bra) look best under certain types of clothing, or what colors appear best. In the past, this picture has not been right for developing countries where lingerie is bought more out of need than desire. Though, population growth, unstable demographics and the appearance of consumers with more disposable income is changing purchasing habits in these regions, and the lingerie market is projected to gain advantage from this opportunity.

According to a research report, the global lingerie market was calculated to be $29.15-billion (U.S.) in 2004 and is projected to increase (at the rate of about 9 per cent) to $31.6-billion in 2012. And the product category that will have the quickest growth is "bodywear, daywear and shapewear."

Despite this noteworthy growth, demand for lingerie in the developed world has been observed to be rising at about five per cent (based on low population growth, ageing demographics and product saturation), while that of the rest of the world is projected to increase by almost 20 per cent.

While this turns out to be a fairly steady 7 per cent raise in world volume to 6.8 billion units, it also amounts to massive growth in developing nations. This will go together by a noteworthy push towards offshore manufacturing in countries like China and India, as continuing enhancement in technology and communications make such alternatives far more cost effective than the domestic alternative. Markets that are expected to develop in the future include the Indian sub-continent, China and Southeast Asia. India and China are projected to increase their international market share by about US$100 million each, while Southeast Asia, already a leading market for lingerie, will increase by US$350 million in value.

Given that price points in these sub-regions are somewhat low; this expected growth shows an opportunity in huge quantity for lingerie companies. Products which shape the body and offer smooth curves are observed as a key growth sector for baby boomer lingerie buyers. New and innovative fabrics like Lycra and microfibers will keep on featuring a lot in this segment.

Prices to keep steady

With downward price emphasis at a retail level compensating any attempts at increasing manufacturers' costs, prices are not anticipated to have any noteworthy impact on lingerie market growth in the developed world till 2010. Though, value growth in the developing world is more complicated to estimate, due to the extensive trading in the gray or black markets and, hence, not at normal retail prices.
Nonetheless, Sara Lee is anticipated to keep on its dominance of the developed world market and formulate sizable inroads into other markets over the next five years - even in the challenge of financial problems faced by competitors such as Warnaco and Maidenform. Along with it the low profile and hence low debt European companies like Triumph and Wolford will keep surviving. It is understandable that high-volume growth for lingerie's leasing players will come from emerging markets, while, in a sector where discrimination is important, beneficial business will also be held by niche marketers. Fortunately for all matter, lingerie is pushed by female consumers' loyalty to brand, fit and comfort, making it as one of the more financially strong segment in the apparel market.

China

China exported 4.2 billion pieces of women's undergarments in 2004, a 30 percent raise from 2003. In China, Shantou is one of the leading manufacturing hubs for women's undergarments with well-set up and good factory management systems, offering prompt service and efficient supply chain system. This harbor city in Guangdong province exported women's underwear worth $650 million in 2004, accounting to be the third of China's outbound shipments of the product. Shantou possesses more than 1,500 suppliers, about 150 of who export directly. Shantou's associated towns of Gurao, Xiashan, Chendian and Liangying are the leading manufacturing areas. Gurao, the biggest center, has more than 440 undergarment makers. Annual sales reach $260 million, including 564 million brassieres and 180 million pairs of underpants. Shantou is renowned across China as a major producer of knitted underwear. Xiashan and Chendian each produce more than $100 million worth of women's undergarments per year.

Suppliers in Shantou vary from small companies with 50 workers to big manufacturers with 1,500 employees. Though, small and midsize suppliers constitute the major companies. Many suppliers possess vertically integrated production with in-house fabric knitting, dyeing, finishing and printing, and garment sewing, embroidery and packing capability. The city's bra and panty suppliers target on midrange models, but high-end designs are also made by them. Approximately 90 per cent of output is for OEM orders.

Seamless bras and panties are trendy designs which are more preferable now a days. Hanzina Underwear Co. Ltd, a leading supplier of such products, has invested a huge amount in 20 Santoni circular knitting machines from Italy, two warp knitting systems and 350 sewing machines. The company makes 200,000 pieces per month. The use of lace and embroidered fabrics is also well-liked among Shantou suppliers. Chengtai Underwear Knitting Factory makes bra and panty sets with lace trimmings, embroidery or prints.

The midsize company makes undergarments for Wal-Mart and donna l'oren. Hongjie Underwear Industrial Co. is also a leading producer with 1,500 workers and fully integrated production that covers fabric knitting and sewing. The company provides fancy bras and panties in crocheted fabrics, intricate prints and embroidery. The company also produces items like push-up and convertible brassieres.

Many companies are making efforts to decrease their lead and delivery times. Shantou's port, one of the 20 leading harbors in China, transports cargo to many countries and regions. This facilitates suppliers to provide convenient shipping to foreign buyers and supports in continuation in transportation at cheaper rates.

India

The lingerie market in India is still in its infant stage and, until in recent times, the accessibility of high quality intimate apparel was limited to irregular or grey imports sold under the counter. Because of the limited products and lack of enough specialized and organized retail atmosphere, the fashion realization and quality awareness of the Indian consumer for intimate apparel is yet to be realized.

India is also one of the most scattered retail markets in the world. The products, so far, have been mainly marketed as a commodity and are price and margin oriented. Till today huge quantities of bras are sold to end users by male salespersons in mom-and-pop shops. Majorities of the stores do not even provide a trial room.

As a consequence, large consumer base are not sure of the functional features of a bra or even their own sizes. When Gokaldas Intimatewear began developing Enamor, their first aim was good fit. Across India Enamor surveyed and measured 4,000 women. They noticed that 80 per cent of Indian women wore a uncomfortable fitting underwear. In India, bras were made only in B and C cup sizes, though Enamor's research found that most Indian women required A or D cup sizes.
In India Triumph, Lovable Lingerie, Enamor, VIP, Juliet, Amul etc are major players in lingerie market. Today 70 per cent of the lingerie market of India is unorganised. But that can be replaced with the increase in the number of malls and quality-conscious consumers. For example, Lovable's growth of 20 per cent last year was sustained by new retail space.

The joint market contribution of the leading five retailers in India totals less than two per cent. Though, Lingerie sales have increased by 12 per cent in the past five years because of a new awareness of intimatewear. Women's innerwear industry in India is worth Rs. 2,000 crore and is growing at an average rate of 12 per cent.

Turkey and Bangladesh have already observed the potential and are aggressively promoting its innerwear industry. Many Asian countries are defeating India in the US, the world's biggest clothing importer. According to the US office of Textiles and Apparel, in 2002 the country imported 198,094,426 dozen pieces of cotton underwear. India's contribution in this was a paltry 2.36 per cent. In bras using manmade material, the US imported 37,676,800 dozen pieces. While China constituted 32 per cent of these, Indonesia had 10.5 per cent. Even Bangladesh had 1 per cent. However, India exported a meager 0.65 per cent. Though, there is a great potential to be taped if approached in an organized manner with a proper set up.

Womenswear: the most profitable segment

The Rs.28,375-crore womenswear apparel segment covers 32.1 percent share of the Indian apparel market in value terms. In volume terms, market share of womenswear is one percent greater than that of menswear but in value terms its share is five percent less than that of menswear due to branded segment in womenswear was practically non-existent till a few years back. At present, it is the most profitable segment for investment. During 2005, volumes increased by 5.5 percent while value appreciation was as high as 15 percent.

Women's trousers and skirts category observed a highest growth during 2005, volumes growing nine percent and value appreciating more than 23 percent over 2004 levels. Western wear like suits and blazers and Lingerie are the two other categories where progress was excellent, volume and value growth being 10 and 21 percent respectively in the Western wear and 6.8 and 18.1 percent in lingerie.

In early days the Indian women mostly trusted foreign products or directed their friendly corner tailors to stitch form-fitting bodice, which were worn under dresses. But now the scenario is different. The first trendy movement for both men and women was seen when Associated Apparels Pvt Ltd, producers of Liberty shirts, introduced the world famous Maiden Form bras, Jockey men's underwear and Jantzen swimwear in 1962 in India.

It was a lanky period for Liberty shirts with complexity in imports and the export market initiation, so the late Bhawandas Wadhwani approached the lingerie business with technical knowhow from the USA. The brands got an achievement of optimum level with their styles and quality. But due to the government's restrictions for foreign brands, Wadhwani discontinued the overseas tie-up and changed the names to Libertina for lingerie and Liberty for men's underwear in the late 70s. From 80s to 90s the company focused on undergarments. Even today Libertina and Liberty are still one of the major players in the lingerie market.

With the great triumph of Libertina and Liberty, other Indian companies also shifted into the lingerie markets. In the 70s Peter Pan from Dawn Mills entered in the market with lingerie styles of the West. The brand was popular amongst the Indian women, but two decades later it vanished from the market.

In 1971, VIP entered the men's underwear market with a big-bang and became the most talked about brand due to its advertisement featuring model Dalip Tahil. Since then VIP is a leading player in the men's and women's underwear market. VIP launched Petals, a Lycra moulded cup bra with motifs, which was accepted well at that time, but was later discontinued. But introducing Loveable in 1996 was a huge success as they brought in a foreign brand, but it was made in India. Lovable was followed by Feelings, VIP's domestic products and Daisy Dee another foreign brand. The very ultra Vanity Fair was introduced in 2004 and lastly a Korean Brand Try for men and women in 2004. VIP's fashionable new men's innerwear called Frenchie X was targeted to meet the challenges thrown by the foreign brands.

Another leading brand in the lingerie market is Rupa & Co established in 1985. Its variety of men's, women's and children's underwear put together makes it India's biggest innerwear manufacturer and seller. Besides these two brands there are other labels produced by them. Amul, Lux Cozi, Dollar are some of the brands catering to a particular segment of the men's underwear market, while the lingerie segment has its own local offerings like Neva, Bodycare, Softy, Lady Care, Little Lacy, Red Rose, Sonari, Feather Line and many more.

In the 90s Jockey re-entered the Indian market followed by Calida and Liberti Blu. Then the very high fashion Gossard existed for a limited time. In the 21st century, Enamor, another foreign brand entered the Indian market through Gokaldas Exports and the very chic French brand Aubade started its only outlet in Mumbai. La Senza is the next foreign brand that is set to enter the market while Hanes has already set with a very unconventional ad campaign targeted to comfort for the Indian male.

One of the leading foreign players in the Indian lingerie market is Triumph. They have a presence in 150 countries around the world and a turnover of US $2 billion with a production of over 200 million units annually, producing 6000 new fashion styles per year designed by 200 designers in 11 countries. Triumph started its operation in India in six metros, and is now spread in 45 cities. As far as lingerie is concerned, India is still in its initial stage. India has to wait to become a matured market as compared to the other Asian markets like Japan, Hong Kong, Singapore, China and Vietnam. In the last three years there has been a great growth in the business but the retailing of lingerie and distribution channels are limited. Triumph markets through retailers, MBOs, and two franchisees in Mumbai and Kolkata, and further more they are going to increase in the near future. From 300 outlets in India they target to cross 1,000 outlets in three-five years. With all raw materials imported from Europe, Triumph is produced in Chennai and has gained a 50 per cent raise in sales since it came into the country. Though, Triumph is the only internationally managed brand, it also aims to satisfy Indian buyers and has the capability to source intelligent fabrics not offered in India. Triumph was the first to introduce moisturising fabrics with Aloe Vera and the one-piece bra which is produced by one piece of fabric. The sizes and styles are very particular to Indian consumers. Triumph which begun production in India in 1998 has been exporting to the USA before it came into the local market. With 80 per cent exports and 20 per cent local sales in India, Triumph adds new products and concepts for 5-10 styles each year.

Lately, well-known international lingerie brands - Aubade - from the fashion capital of France has entered in Indian market.

While the international lingerie outlook is as exciting and bright as the outerwear one, India's growth in the former segment can be called just about negligible. Body and beach fashion shows are showcased twice a year around the world showing the latest trends in innerwear fashion. New underwear fabrics with 'anti' treatment like anti-stress, anti-smog, anti-static, anti-allergic, anti- bacterial, anti-moisture and anti-odour pamper the body. Top European products like Bruno Banani, Excellent, Schneider, Louis Feraud, Calvin Klein, Gianfranco Ferre, DKNY, La Perla, Gossard, and Schiesser are some of the brands that set their inspiration to the ultimate test. Thanks to the new outerwear performance made by designers around the world and India, lingerie is seemed with renewed fascination in India too.

It may be shocking that there are 1000 Indian brands in the market but only 200 are nationally active. The others cater to markets in the vicinity of their production. Many of these brands have so far continued the advent of MNC labels for the last decade and should continue to do so.

The Indian lingerie Industry is growing because of the increasing domestic demand coupled with huge export potential. It will soon receive an upfront position. From a cottage industry it can be transformed into a growing trade. Indian brands have experienced that they have to be more quality conscious and work harder in branding, promotion, packaging and innovation. Only the mindset to make world class lingerie is lacking. Smaller countries like Sri Lanka, Turkey and Bangladesh are major producers in this segment. Indian companies have recognized the significance of innerwear for men and women and the competition is just boiling as new and more players arrive to offer Indians that much required fashionable lift.

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