A Narrative Report on the Mass Training for Grade Essay

The K-12 Curriculum for the Grade 3 teachers was indeed a very successful one. The training was started with smiling faces shown by each participant. This is a manifestation that the Grade 3 teachers are willing and ever ready to embrace the mission tasked by God; and that is to implement fully the K-12 Curriculum with your minds, hearts, and souls. The Mass Training for GRADE 3 teachers on the Basic Education Curriculum started on May 18, 2014 in the afternoon. Delegates from the different schools in the Division of Tuguegarao City were made to register before the start of the sessions. After which, an opening program was started with a prayer led by Mrs. Juliet B. Alan, Master Teacher 1, followed by the singing of the national anthem with Mrs. Liezel Santos, Master Teacher 1, conducting. An opening program started the one-week long training. see more:narrative report on homeroom pta meeting Dr. Benito Alipio, the Asst. Schools Division Superintendent of the division gave his opening remarks and he emphasized that a twenty -first century teachers must learn, unlearn and relearn the skills needed to produce a twenty-first century learners who are equipped with 21st century skills such as information media and technology skills, learning an innovation skills, communication skills and life career skills. Dr. Gilbert N. Tong, the Schools Division Superintendent, CESO VI, gave also his inspirational message. He really inspired us, teachers, to do our share in developing a 21st century learners who are developed with adequate knowledge and skills that readily translate into performance. Dr. Rommel Costales, the Education Program Supervisor in Filipino, discussed about the K to 12 Curriculum. He introduced the Secretary’s message on K to 12 Updates and he further emphasized on some important issues regarding the curriculum. Mrs. Vilma Darisan, Principal II, of Tagga-Dadda Elementary Schools, was the last speaker and she talked about the â€Å"Assessment†. She discussed comprehensively her topic. We ended the Day 0 full of enthusiasm. Day 1 started with a simple program led by Northeast District. It was started with a prayer then followed by the singing of the national anthem. The delegates in every district introduced themselves with their own creative way of presentation that made the session enjoyable. Dr. Janette M. Dulin, Principal IV of Linao Elementary Schools, lectured on the â€Å"Grade Three Learners.† She gave us informative lecture which made us clearer understanding on the characteristics of grade III 21st. century learners. The participants performed different activities during her lecture. After her lecture, she sub-divided the whole group into 2. Each group went on their respective assignments. Class A started their session on â€Å"Leveling of Expectations† done by Mrs. Lou Marie Miguel, Principal II of Larion Alto. She gave emphasis on the expected attitudes that each participants must possess. On the other group, Class B, was led by Mrs. Liezel Santos and disused the same topic. Mrs. Juliet B. Alan, Master Teacher I of Annafunan Elementary School, lectured comprehensively about the Araling Panlipunan subject. The participants actively participated on the different activities during her session with them. Mrs. Eleanor Cacacho and Mrs. Zenaida Rivamora, EPS I in Science and Social Studies, with Dr. Rommel Costales, EPS II in Filipino witnessed her lecture. Mrs. Lou Marie Miguel, Principal II of Larion Alto, lectured the Science subject. She really gave us a substantial lecture. Mrs. Analyn Quilang, Principal II of Pengue Ruyu, tackled on the â€Å"Edukasyon sa Pagpapakatao.† She delivered also her lecture with enthusiasm. On Day 2, Class A had their MTB with Dr. Janette Dulin as the first speaker while on Class B, Mrs. Catalon, lectured on Music. Both speakers delivered their topic energetically and substantially. On the same day, Mrs. Evangeline Palejo, tackled about the English subject in Class A while Mrs. Analyn Quilang lectured on ESP in Class B with the presence of Dr. Norma Guillermo, Chief Education Program Supervisor in Elementary Division. Dr. Guillermo felt happy with the positive feedbacks she received on the performances of the trainers as well as the participants. Day 3 (May 21, 2014), the session was chaired by the participants of the West District. Same preliminary activities were made to start the day’s session. The first lecturer was Dr. Janette Dulin. She continued her topic regarding the MTB in Class A intelligently as manifested with the active participation of the trainees. On the same time,  Mrs. Vilma Darisan presented her topic in Math. She discussed her topic enthusiastically in Class B. The trainees listened and focused themselves intently during her discussion. After which, Mrs. Catalon, and Mrs Vilma Darisan lectured on Music and Mathematics in Class A and b respectively. With their expertise in presenting their subjects, they and the trainees enjoyed together their sessions. Liezel Trumata, the trainer in Health, then followed by Mrs. Juliet Alan who tackled about the Araling Panlipunan in Class B also discussed their topics intelligently. On the fourth day ( May 22, 2014), the first lecturers are Mrs. Liezel Trumata and Mr. J. Attaban who taught Health and P.E. respectively in Class A and B. Luckily, Mrs. Santos, was observed by Dr. Venturada Durian and Mr. Gayagoy both DepEd officials in the division while Mrs. Evangeline Palejo discussed her topic in English in Class B. Demonstration teaching was done right after the last trainers had done their lectures and it was done in the afternoon and continued on the fifth day. The following demonstration teachers were; Mrs. Emily Guiquing, MTB, Mrs. Emma Calimag, Math, Mrs. Norolaine Cabalos, Araling Panlipunan, Mrs. Salvacion Cabalza, Science, and Mrs. Jane Carino, P. E. All the demonstration teachers performed well and showed their own creative way in teaching their subject matters. The pupils were responsive and actively participated in the different activities tasked by the teachers. After the demo-teaching, a critiquing was made to the teachers with their respective trainers. The training was completed when Dr. Rommel Costales, Education Supervisor II in Filipino, the last lecturer, presented his topic about the ‘Commitment Building.’ He elaborated further his topic by asking the trainees to note down four key words about their leanings on the k to 12 Curriculum with the use of a paper airplane. Everyone enjoyed much the activity. He further strengthened the leanings of the participants through a video clips about a teacher-learner relationships which touched the hearts of each participants. As we went through day by day with this training, we were enriched and enlightened with the new insights and concepts that were needed to achieve the Goal of the K-12 Curriculum and that is to become the 21st Century teachers producing multitude 21st Century learners – the hope of the future generation that could help our department, the Department of Education, be the topmost agency in our country and make  our country progressive, globally competitive and at par with other countries. The training ended with a simple closing program but with full baggage of learning on the part of the trainees as well as the trainers .

Business Plan for Grab-N-Go Snax Essay

II. Executive Summary & General Company Description Grab-N-Go Snax are a selection of prepackaged, single serving snack foods which will be sold out of food carts conveniently located around the core downtown Portland business district. Our new enterprise caters to the need for downtown office and business workers to gain quick and easy access to healthy breakfast, break and lunch snack food options. Grab-N-Go Snax offers a wide selection of high quality fresh fruits, vegetables, dairy, grain and gluten-free products. Products are cleaned, cut, portioned, packaged in re-sealable recyclable packaging and refrigerated for immediate consumption. To augment our name brand product selection, we’ll offer a variety of products in this category offered by other name brand companies, such as granola bars, trail mix, bottled water, fruit juices and energy drinks. To start, activities of the business will include stationary food cart vending in the high activity food cart vending groups, called ‘PODS’. Supplemental activities of the business will be to participate in special events vending. Special events include city wide water front events, Saturday Market, sporting events and holiday celebration activities. In a preparation area that will be set up for processing, packaging, and storing food products, work will be done each day to prepare products for delivery. Products for the day’s sales will be transported in refrigerated storage containers to the food carts early each morning. Vendor services will stock their carts and displays in preparation of opening for business. Customers and passer-bys will notice the brightly lit awning, colorful displays, smells of fresh fruit and sounds of nature in a clean environment open early in the morning for their convenience. They will see a wide selection of food items for breakfast, or to eat later for workday snacks. Customers can grab items for purchase for themselves from the on-board displays or refrigerated cases. Vendor services will scan the UPC codes and processes the sale quickly via POS system. For the future of the business, it is our plan to promote the sale of our own Grab-N-Go Snax name brand product selection through refrigerated vending machines, fitness health clubs and in-office delivery. Our catering services will accommodate the need for refreshments during company meetings and parties to businesses in and around the core downtown area. Our goal is to develop a strong business model, brand name and reputation so that as the business continues to grow into other locations and communities, becoming more recognizable, we can develop Grab-N-Go Snax into an operation that can be franchised. We like the flexibility a LLC provides to allow the option to hire professional management that would not necessarily be owners. This would allow us to offer employees (potential new franchisees) the opportunity to learn the ropes of the business and experience what it might be like to operate their own Grab-N-Go Snax food cart before they make the decision to invest in our business as a franchisee. III. Qualifications My background of working downtown Portland for the past 30 years and being a customer of a lot of the food carts in the downtown area has provided me with the drive to make this unique business concept a true success story among the growing trend of food carts here. I have worked as Administrative Assistant to Directors of companies and Project Manager and coordinator for projects that required budgeting, multi-tasking and attention to detail. My strengths are with organization, human relations, patience and dedication. Besides devoting a lot of my own funds that will go into this venture that I believe in, I will be committing a lot of my time and energy to making sure every aspect of the business operational needs are met to meet the customer demands. Outside of the day to day product preparation, on-site vending and management of business affairs, I will be networking and connecting with other Administrative Assistants, Event and Meeting Planners and with businesses in the downtown area to sell our in-office delivery and catering services. IV. Products and Services Products: See Appendix A (not included in this document) for examples of wholesale costs and pricing comparisons of local retail & grocery store competition. * Fruits: apples, bananas, oranges, grapes, grapefruit, melons, cherries, berries, * Vegetables: carrots, celery, cauliflower, broccoli, * Nuts: almonds, peanuts, cashews, walnuts, soy, trail mix, granola mix * Dairy: milk, yogurt, cheese sticks, pudding, vegetable dips * Beverages: water, vitamin water, sports drink, fruit drinks, fruit juices, vegetable juices, dairy drinks, fruit smoothies, Products will be displayed in a highly lit environment while activating physical senses. (e.g. sight-lighting of colors & textures; sound-background musical sounds of fresh water falls, breezes, birds , etc; smell-odors from fresh fruit juices) Services: * Parked truck/trailer: Daily on-the-street vending. Â  * Mobile truck/trailer: Special events vending – fairs, markets, entertainment venues, promotional events, sports events, * Catering: Regularly scheduled in-office supply replenishment, meeting room delivery. Customer service is highlighted with a smile, cheerful attitude, immediate attention to the customer’s inquiries, recommendations for specials and new products, appreciation for their business and request for feedback via our web page. These items are offered fresh, dried and refrigerated from early in the morning, to catch people before work and school, to late afternoon. Products are intended to fulfill the desires of those seeking healthy and nutritional breakfast, pre-lunch, lunch and post lunch time snack options. Snacks and drink items represent alternatives to those high in sugar, fat, cholesterol, caffeine or carbonation. Grab-N-Go Snax objective is to promote the image of providing high quality healthy snack food options, quick and easy to obtain with freshness guaranteed. Products being offered will be healthy, pre-packaged, single serving, ready-to-eat snacks and drink items. V. Marketing Plan Currently the food cart business is growing and thriving in the downtown Portland area. Owners of parking lots and open spaces are looking to expand and convert available space for this business use because of the increase in space revenue and the ease of which the city has made it a viable optional use of their property. Because of the local and nationwide publicity for many of the local food cart businesses, more downtown workers and visitors to the downtown area now consider experiencing a food cart meal. The advantage of Grab-N-Go-Snax is that there are a lot of busy downtown workers who do not tend to eat breakfast, they don’t remember to purchase snack items in advance, do not remember to bring them to work when they do, and when they do want a snack for a break, do not have a lot of healthy snack options convenient for them to choose from. Busy professionals know they want and need to move towards healthier food selections, but need convenience and speed of ownership to change their current habits. They need a place close by their work for that quick turn-around time during a break or before they enter their office building in the morning. Promotional objective will be to change downtown workers’ behavior, not only around the kind of snack foods they do select, but actually adding the activity of taking time in the morning and during breaks to include snacks for nutritional and health reasons. Within the promotion is the message of how quick and easy it is to obtain a selection of quality healthy snack foods. I want our customers to see the convenience and ease of taking a new step that contributes to their health and well being. I plan to communicate this message with colorful unique signage outside the food cart to grab attention with matching post card size business cards. I have also planned to promote the cart through the nearby business office building tenant newsletters, providing coupons and a drawing with on-line website registration. The purposes of the registration and drawing would be for obtaining e-mail addresses for on-going communication and promotions. There will be bonuses and discounts offered for frequent customers. I will be listed in the website created to promote Portland’s food cart businesses www.foodcartsportland.com and I will create a press release with a twist on the food cart business. The purposes of the press release will be to create a buzz around the food cart concept not only in the local market, but nationally in order to get free press stories and media attention. Plan for success: I plan to expand the business by offering products and services for catering to the downtown business offices. I also plan to make consignment agreements to sell product through the local fitness health clubs, whose customers workout early in the morning, on breaks and through their lunch hour. I will be expanding the business to include personnel needed for developing orders, product preparation and delivery. I will promote the catering side of the business by selling face to face to the local business office administrative staff, typically responsible for making in-office food arrangements for meetings, parties and for employee benefit. Customers Our customers are middle class, educated at or above a high school education, mostly white, men & women that work, play and go to school in the downtown Portland area, though most do not live in the downtown area. For lunch, most all of our customers walk within a one to 3 block radius of a group of food carts called ‘pods’. The majority of these target customers’ ages range from their mid 20’s to their mid 50’s, most of which are already getting messages of healthy eating and control of obesity from multiple media sources as well as their employer’s health benefit provider. From my experience and relationships with colleagues that work downtown, they lead extremely busy and sometimes stressful lives at work, try to work out to stay fit when they can and don’t always eat right or as often as they should. From my visual survey of workers entering offices in the morning and exiting during breaks and lunch hours, very few bring food from home. VI. Market Research Competition From my visual survey of existing food carts in both the high density target markets, there is no other food cart offering fresh, healthy, pre-packaged, single serving, ready-to-eat snacks and drink items. Since I will be offering more nutritional beverage options consistently at a lower price, I will also be targeting to gain their lunch hour beverage business, even though they may be purchasing their lunch food at a food cart nearby. This strategy will also serve to allow customers to view all the snack options available for their future consideration. Pricing Our pricing objective is to beat everyone’s price on beverages and be competitively priced on like items offered at other food cart vendors and local corner convenience stores nearby. The more desirable items, pre-packaged mixed product sets and items not offered elsewhere is where I will make a higher profit margin. Using a Loss Leader strategy – Beverages will be offered at lower prices consistently every day. This will ensure the customer remembers that the place to always get a great price on healthy beverages is specifically at our food cart. For specific ‘like’ items that can be found at in-office building vending machines and indoor convenience stores nearby, we will set our price lower than the indoor store to encourage customers to venture outside of the building for the savings. Prices on identical food items that can be found at the customers’ local supermarket outside the downtown area will be priced higher for the benefit of convenience and freshness. Based on research of urban grocery store pricing, we expect to be able to set our product prices at least 20% above what customers would pay outside the downtown Portland center. Distribution Our distribution objective is to be situated where there is the highest density of daytime office workers in the downtown Portland market, close to other businesses that customer frequent. Currently the two desirable pods (groupings of food carts) are located on SW 5th Avenue near Stark and around the block of SW 10th Avenue and Alder for their proximity to high density population of workers. (12/13) Being located at either the 5th Avenue or 10th Avenue pods would be most desirable because of the foot traffic from the surrounding businesses and transit mall. From my visual count, there averaged 100 – 165 people on one side of one block throughout the 12:00 to 1:00 hour being served by 13 to 15 trailers per block length. During their lunch hour, most customers are drawn to the area because of the variety in choices of food from the high density of food carts. These two food cart groupings are close to our customer’s offices and on their way to and from transportation options. (parking garages, Max train, Tri-met buses, etc.) Because both pods are located within parking lots, there is a lot of flexibility for delivery of goods and situation of the trailers. When the weather is wet or windy, being located outside office building retail space, is not as convenient, but does reach more customers from a variety of businesses all around the pod. If it is possible, it is our goal to incorporate clean solar energy as part of our uniquely designed cart to be able to operate at special events where electricity may not be conveniently located or expensive to purchase. VII. Operational Plan We have selected to start the business with a fresh new trailer concept, rather than take over an existing business or invest in someone else’s franchise. Our food cart and catering operations have many elements that are not currently offered from any food cart currently in the Portland markets.

State and federal law in the United States Essay

State and federal law in the United States - Essay Example Starbucks’ public image as a company committed to fair trade and labor practice is unequivocally false.   As Zielinski (1995) explains, Starbucks directly purchased approximately 40% of its coffee beans from Guatemalan coffee plantation.   This is especially significant because the labor conditions on these plantations borders on slavery.   Workers are paid 2 cents per pound of coffee while Starbucks sells it for $9.   In addition, these plantations do not abide by the minimum health or safety requirements and use child laborers.   At a time when large corporations are refusing to deal with these plantations, Starbucks not only relies on them for a significant percentage of its coffee but denies any responsibility for the continued exploitation of Guatemalan coffee laborers (Zielinski, 1995).Following the extremely negative press Starbucks received in the wake of the media’s exposition of its participation in exploitative labor, its company invested millions o f dollars in improving its public image.   As Irving (2006) points out, the Starbucks publicity machine presents an image of the company as one which is fundamentally committed to fair labor practices.   This is nothing but a myth, an empty slogan. The facts indicate that not only has Starbucks maintained its relationship with Guatemalan plantations whose workers are underpaid, denied health coverage and   a safe work environment but it further relies on off-shore prison labor for the packaging of its coffee.  ... As Irving (2006) points out, the Starbucks publicity machine presents an image of the company as one which is fundamentally committed to fair labor practices. This is nothing but a myth, an empty slogan. The facts indicate that not only has Starbucks maintained its relationship with Guatemalan plantations whose workers are underpaid, denied health coverage and a safe work environment but it further relies on off-shore prison labor for the packaging of its coffee and other products. Indeed, available facts and figures indicate that a minimum of 24.5% of the company's coffee is purchased from sources which practice exploitative labor and which often use child and prison labor as well (Irving, 2006). As far as Starbucks is concerned, the bottom line is not fair labor or ethical business practices but profit margins. Starbucks' relations with its on-site employees further evidence its failure to adhere to fair labor practices. Hayes (2004) explains that according to federal law, overtime is defined as anything which exceeds 40 hours, while several states define overtime as anything in excess of 9 hours per working day. The receipt of overtime pay, however, is conditioned where managers are concerned. Quite simply stated, managers are not paid overtime for work which falls within their immediate job description and constitutes part of their managerial responsibilities because the law assumes that they should complete their work on time (Hayes, 2004). In direct relation to Starbucks, the evidence shows that it is overworking its employees and that its managers do work overtime on tasks which do not constitute part of their job description. Yet, in direct violation of state and federal laws, Starbucks refuses to pay its employees

The consequences of advertisement on young people Essay

The consequences of advertisement on young people - Essay Example Targeting of children as consumers of advertisements is ignoring the fact that they are not cognitively as developed as adults and thus, will not relate to the advertisements as adults do. There is sufficient evidence suggesting that the pre-adulthood brain is not fully developed, which translates into a situation where children cannot be trusted to make decisions and judgments in similar capacities as adults (Snead, 2007). In this case, the influence of advertising on young people is significantly different from that of adults. Whereas an adult can be trusted not to undergo behavior change based on an advertisement, the same cannot be said of children. Examples in which the heightened influence of advertisement on children is visible are discernible. First, advertising alcohol to young people has been shown to bear a number of negative consequences. These include a significant link between exposure to alcohol advertising and onset of drinking among previously non-drinking young people; increased levels of alcohol consumption among youth drinkers; and lastly, evidence of a dose-relationship among young drinkers (Anderson, 2009). The relationship between advertising and snacking also exemplifies the effects of advertising on young people. Harris, Bergh and Brownell (2009), argue that the prevalence of advertising of calorie-dense and low nutrient meals is significantly linked to obesity. Conditioned reflexes alongside the concept of manipulation of human behavior are at work in this case. Young people are more susceptible to these two and thus will most likely snack on available foods when they watch such advertisements. Another aspect from which advertisements bears capacity to influence youth behavior more than adult’s is in the way advertisements are designed. Massey (2006) argues that vigor, immaturity and impetuousness characterize youth; traits which advertisers are well

Case study - company's strategy Research Proposal

Case study - company's strategy - Research Proposal Example The industry information that Mercury is using is far too old to be of any use to the company. A market report cites increasing consumer confidence as the global economy continued to emerge from the post-9/11 recession (A $500 million opportunity in womans better apparel, 2004). Today, financial markets throughout the world are going through convulsions as virtually everyone wonders what the future will bring, whether it will be a corrective recession or full depression. Ellen Blake of Denbleyker Financial notes in her analysis of the company that "Q4 earnings dropped slightly below expectations during 4Q due to a variety of small economic and execution surprises. Management appears to have a good handle on these issues now, and we believe that the stock is a good value at these prices" as Denbleyker Financial raised its assessment of Mercury stock to "Buy" in January 2008. Mercury does not present a threat to Nike and Adidas since it only comprise 9 percent of the global market; thus, it will not be watched by bigger competitors so it is free to chart its own course. However, it has not yet achieved a double-digit share of the global market among adults. The shift should focus on the "tween" market – those who have parents buy shoes for them now, and who later will buy their own. This market segment when taken cared of can be a solid base of customers in the long-term. 1. Continue with current marketing efforts to adult markets and maintain current market share, however, due to recession, marketing tactics should be made. Preserving current market share also will preserve the upward trend in total sales. The third alternative is the choice which is continuing current adult focus but also increasing attention to â€Å"tween â€Å"and teen markets. This is supported by a large study indicating that outside of school hours, each week "people between the ages of 13 and 24 spend 16.7 hours online †¦ 13.6 hours watching

Analysis of a movie Essay Example | Topics and Well Written Essays - 750 words

Analysis of a movie - Essay Example is an art of making motion pictures, encompasses different criteria or qualities by which its aesthetic quality can be evaluated depending on the person viewing it. Thereby, its classification as a beautiful film depends on the subjective nature of the person who viewed it. It is in this regard that this essay is written to present an analysis of Rain Man in terms of addressing the following questions: (1) keeping in mind what you have learned in class thus far about literary elements, what does this movie mean to you? (2) What is this movie really about? (3) Is there a "moral to the story," a theme to be explored, or comment to think about? (4) What is the point of the movie? And (5) did you find this movie meaningful for you personally? Why or why not? Rain Man is a movie an uplifting experience through the spectacular performance of the actors, both Dustin Hoffman and Tom Cruise. For me, it is one of the best movies I have seen and have continued to remember so far due to the theme and the characters of the movie. The most critical factors that qualify a film or movie as good in my own conviction are as follows: (1) a good plot (or the content of the story), (2) the quality and choice of casts, (3) genre, (4) excellent audio visual quality, (5) cinematography (or the form which is the actual beauty of fine art) and (6) moral or message of the story. Contemporary films do not necessarily comply with the standards of aesthetic quality despite the developments and utilization of technology to apply special effects. In fact, according to Osider (2009), â€Å"lately, the blockbuster has fallen into the habit of replacing beautiful form with thrills. These films contain mainly shallow themes and impressive special effects. The audience might like the film, but again that does not make it a good one.† An aesthetically crafted film should show a good quality that not only entertains but inspires. The content and form combine beautifully to create film art. Osider

UK Investment in China Assignment Example | Topics and Well Written Essays - 4250 words

UK Investment in China - Assignment Example The fÐ °ll in foreign direct investment (FDI) since 1999, Ð °nd ChinÐ °Ã¢â‚¬â„¢s growing shÐ °re, worry most developing countries. But Ð °n in-depth look reveÐ °ls new Ð °nd promising trends. The decline is lÐ °rgely Ð ° one-time Ð °djustment following the privÐ °tizÐ °tion boom of the 1990s. FDI is coming from more countries—Ð °nd going to more sectors. The conditions for Ð °ttrÐ °cting FDI vÐ °ry by sector: in lÐ °bor-intensive mÐ °nufÐ °cturing, for exÐ °mple, efficient customs Ð °nd flexible lÐ °bor mÐ °rkets Ð °re key, while in retÐ °il Ð °ccess to lÐ °nd Ð °nd equÐ °l enforcement of tÐ °x rules mÐ °tter most. Sorting out the microeconomic issues by sector will be good not only for FDI but Ð °lso for domestic investors. While ChinÐ ° Ð °ccounts for 39 percent of the FDI to developing countries, it Ð °lso Ð °ccounts for Ð °lmost 30 percent of the developing world’s populÐ °tion. In fÐ °ct, relÐ °tive to GDP, ChinÐ °Ã¢â‚¬â„¢s performÐ °nce in Ð °ttrÐ °cting FDI is good but not extrÐ °ordinÐ °ry, with FDI Ð °t 3.8 percent of GDP in 1999–2002. Nineteen developing countries did better over the sÐ °me period. ChinÐ °Ã¢â‚¬â„¢s performÐ °nce looks even less extrÐ °ordinÐ °ry if Ð °djusted for the round-tripping of FDI through Hong Kong (ChinÐ °), which some estimÐ °tes suggest mÐ °y Ð °ccount for Ð °s much Ð °s 30 percent of totÐ °l FDI to ChinÐ °. ChinÐ ° retÐ °il investments continuously grow (12 % in 2005) Ð °nd remÐ °in very Ð °ttrÐ °ctive. However, becÐ °use internÐ °tionÐ °l retÐ °ilers Ð °re fueling this growth, mÐ °rket sÐ °turÐ °tion is Ð °lso on the rise. More thÐ °n 40 foreign retÐ °ilers hÐ °ve entered the mÐ °rket to dÐ °te. From the generÐ °l review of the FDI in ChinÐ ° it cÐ °n be concluded thÐ °t Tesco hÐ °s potentiÐ °l to enter Chinese mÐ °rket Ð °nd to stÐ °y successful on it. This is due to the FDI trend Ð °nd its success in recent decÐ °des. ... The compny is plnning to open 16 new stores in Chin, three of which will be in Donggung. nnul retil sles in this region incresed more thn 17% in 2005, mking it one of the most promising res in Chin. Tesco lso opertes 41 hypermrkets in the country through joint venture with Ting Hsin. With Wl-Mrt nd Crrefour firmly entrenched nd Tesco gining ground, the retil mrket is poised for some interesting developments in the next few months. However, sturtion levels, especilly in Chin's more ttrctive tier-one centers, re incresing. Tesco interntionl strtegy should be bsed on the six elements shped in compny's report over ten yers go: Be flexible - ech mrket is unique nd requires different pproch ct locl - locl customers, locl cultures, locl supply chins nd locl regultions require tilored offer delivered by locl stff - less thn 100 of Tesco's Interntionl tem re ex-pts Keep focus - to be the leding locl brnd is long term effort nd tkes decdes, not just few yers Be multi-formt - no single formt cn rech the whole of the mrket. whole spectrum from convenience to hypermrkets is essentil nd you need to tke discounter pproch throughout Develop cpbility - developing skill in people, processes nd systems nd being ble to shre this skill between mrkets will improve the chnces of success in chllenging Mrkets Build brnds - brnds enble the building of importnt lsting reltionships with customers. In order to make a profound environmentl udit for Tesco, SWOT analysis is conducted. This analysis is a way of looking at the Tesco as a business, where the strengths and weaknesses of the organisation can be contrasted with the threats and opportunities of the outside business environment. Table 1 Tesco - SWOT