Benihana Company Essay

Helping our guests feel welcome is as important as our cooking. And it is just as great a skill. Ever striving for excellence in hospitality, it is truly our restaurant family who has built Benihana’s success. Company History: Benihana, Inc. owns and licenses restaurants in the Benihana and Benihana Grill chain of Japanese dinnerhouses. The restaurants specialize in an exhibition-style of Japanese cooking called teppanyaki. Customers sit around a communal table at which a Benihana chef slices their seafood, steak, chicken, and vegetables with lightning speed, grills their meal right in front of them, and then tosses it accurately onto their plates. The restaurants are decorated with Samurai armor and valuable art, and Shoji rice paper screens partition the dining areas. For the fiscal year ending March 31, 1996, the company had sales of over $81 million, an all-time high. By December 1996, Benihana operated a total of 49 licensed and wholly owned restaurants in 20 states as well as in Bogota, Columbia, and Aruba, Netherlands Antilles. Early History, from Tokyo to New York The founder of Benihana, Inc. was a 25-year-old Olympic wrestler from Japan named Hiroaki Rocky Aoki. He got his start in the restaurant business by working after school in his family’s coffee shop in downtown Tokyo. His mother named the family business Benihana after a red flower that survived the bombing of Tokyo during World War II. Rocky was a scrapper, defending himself in the streets and schoolyards against bigger boys. He got hooked on wrestling, became a national university champion, and earned a place on the 1960 Olympic team. Although he didn’t compete because he was over his weight limit, he did fall in love with New York when the plane stopped there on the way to the Games in Rome. That fall he left Japan for the United States. In 1964, Aoki graduated from New York Community College’s School of Hotel and Restaurant Management. During the summer he earned money driving the only ice cream truck in Harlem. The job was not easy, as he explained in an article in Management Review. â€Å"Every time I robbed, I get up earlier the next day and work later to make up. Every time I lose money, I get more challenge.† With that philosophy, he managed to save $10,000 during the summer, which, along with a loan, was enough to start his first restaurant, Benihana of Tokyo. Aoki’s concept for his new restaurant, derived from specialty restaurants he knew of in Japan, was part entertainment and part food service. He wanted to offer Americans food they were familiar with, such as chicken, steak, and shrimp, prepared in a novel setting. He chose the teppanyaki table–a stainless steel grill surrounded by a wooden eating surface–where customers could watch a knife-wielding, joke-telling chef prepare and serve their food. His parents and brothers came from Japan to help him get started. Unfortunately, New Yorkers equated Japanese food with raw fish and weren’t comfortable sitting at a table with strangers. They ignored the midtown Manhattan eatery until the restaurant critic of the New York Herald Tribune gave it a glowing review. Suddenly, everyone in New York, including the Beatles and Muhammad Ali, wanted to sit around one of Benihana of Tokyo’s four teppanyaki tables. Within six months after the review the restaurant had paid for itself, and Aoki quickly opened another restaurant in a larger, fancier building. The new location provided the same teppanyaki-style cooking but was decorated with valuable art, Samurai armor, heavy wooden ceiling beams brought from Japan by Aoki’s father, and sliding Shoji screens to provide some privacy. 1965-80: Building a Company The Benihana concept combined reasonable prices with good food, and, by preparing what was eaten right at the table, held waste to a minimum. Profits were good, and, in 1968, Aoki opened his first Benihana of Tokyo outside New York City–in downtown Chicago. That location made $700,000 in its first year and continued to be one of the company’s top earning outlets. Between 1969 and 1972, the company opened six more of its own restaurants and licensed franchisees to open another ten. In a joint venture with the Las Vegas Hilton, the company developed Benihana Village, a 38,000-square-foot complex of restaurants, bars, and other entertainment venues. In 1972, the company grossed $12 million and the Harvard Business School selected Benihana of Tokyo as a case study of an entrepreneurial success story. With business going so well, Rocky Aoki could devote time to his other interests which included racing balloons and powerboats, collecting items ranging from vintage cars to slot machines and learning backgammon. â€Å"Rocky wanted to play,† Joel Schwartz, the company’s president, explained in a 1989 Forbes article. To help oversee the chain’s operations and expansion, Aoki brought in a management company, Hardwicke Cos., as a partner in 1976. The relationship lasted only four years and, in 1980, Aoki ended the partnership, paying $3.7 million to break the contract. As Rod Willis of Management Review explained in a 1986 article, â€Å"He [Aoki] felt the company’s management style clashed with his predominately Oriental workforce, and he wanted to maintain control over each restaurant’s quality.† The following year Aoki settled, without admitting any guilt, a Securities and Exchange Commission charge that he had improperly traded in Hardwicke stock while serving as vice-president of Hardwicke. The 1980s: Ups and Downs To help pay off the debt incurred in the split with Hardwicke, Aoki decided to take part of the company public. He accomplished this by having Benihana of Tokyo (BOT) form Benihana National Corporation (BNC) in 1982 and then taking the latter company public the following year. Investors paid the Miami-based BNC $11 for a unit consisting of two common shares and a warrant to buy another at $6. With the $5.5 million raised by selling half a million of these units, BNC bought 11 restaurants from Aoki in exchange for 60 percent of the BNC common stock and $2.5 million to pay BOT’s debt. Later in the year, BNC bought another three restaurants from BOT for $7 million. In spite of the new corporate structure, Benihana of Tokyo and Benihana National Corporation remained under the management of the same group of executives. As corporate president, Joel Schwartz continued to oversee the day to day operation of both companies. Aoki, who served as chairman of both entities, retained 51 percent of the common stock in BNC and kept about 30 restaurants in the privately held BOT. Aoki developed new concepts for the Benihana food chain but he also continued to play hard, becoming a championship-level backgammon player and setting a world record in off-shore powerboat racing. The Double Eagle V, a 400,000 cubic-foot gas balloon, displayed the Benihana logo as it became the first crewed balloon to successfully cross the Pacific Ocean, with Aoki as one of the crew members. One of Aoki’s new concepts was Benihana National Classics, a line of Chinese gourmet frozen foods, introduced in 1984 and sold in supermarkets. Chinese cuisine was chosen when the company found that Japanese food didn’t freeze well. Within a year the Classics were the best-selling Oriental frozen foods in the United States, with sales in one quarter alone reaching more than $40 million and profits climbing to over $4 million. The company’s stock took off, going as high as $21.50 in 1985. In December of that year, Restaurant and Institution magazine named Benihana of Tokyo the most popular family-style restaurant in America. At that time, Benihana of Tokyo and Benihana National together operated or franchised restaurants in 60 locations, from Seattle to New Jersey, serving a total of 25,000 customers a day. Benihana National’s frozen food success quickly attracted the attention of major food companies. When Campbell Soup and Stouffer’s began offering their own lines of Oriental frozen foods, however, Benihana couldn’t compete. The company lost $11 million on frozen foods between 1985 and 1987 and finally sold the business, for $4.5 million, to the small company that had been producing the dinners for them. Frozen food, however, was not Aoki’s only new idea. In 1985, Benihana National opened its first seafood restaurant, The Big Splash, just north of Miami. Aoki believed the sea would be the primary supplier of food in the future, and, borrowing an idea from a Malaysian fish market, came up with the concept of a seafood marketplace/restaurant. Customers could choose from hundreds of varieties of fresh seafood, decide how they wanted it cooked, and watch it being prepared. The idea was so popular initially that a second Big Splash was opened. The seafood restaurants soon experienced difficulty, however, registering losses of $2.7 million during 1987. The wide variety of options ran completely counter to the tight focus and minimal waste of the Benihana steakhouses. At the Miami location, the majority of customers were retirees who resented the high prices and preferred to eat fish they were familiar with. â€Å"All we sold was salmon and red snapper,† Aoki told Eric Schmukler in a March 1989 Forbes article. The company closed its Big Splash outlets in March 1988. The 1988 fiscal year was a hard one for Benihana, as the company recorded a loss of nearly $7 million. Despite the company’s financial problems with Classics and Big Splash, the Benihana restaurants themselves were still popular. By the end of fiscal 1989, the publicly owned Benihana National Corp. reported profits of some $1.8 million on sales of $34 million at its 20 restaurants, with Aoki’s privately-held Benihana of Tokyo taking in similar revenues. 1990-94: Making a Turnaround Rocky Aoki kicked off the new decade by opening a gallery in one of the Miami Benihana restaurants to display a portion of what was becoming known in the art world as the Rocky Aoki Collection. Having spent more than a year consolidating his diverse collections, Aoki told Antiques & Collecting, â€Å"I think it’s a natural to have a gallery here. More than 90,000 people eat in this restaurant every year; why not provide them with something beautiful to look at, not to mention buy, if they so desire.† In a 300-square-foot space that had been the restaurant’s gift shop, diners could view etchings by Icarts, lamps by Tiffany and Handel, and bronzes by Remington. The publicity about Aoki’s collection helped generate business for the restaurant, and overall company revenues continued to grow. Profits, however, were less than a million dollars a year, and BNC stock fell below $1 a share. Angry at the situation, some shareholders sued. As Marilyn Alva reported in a 1992 Restaurant Business article, the shareholders claimed Aoki and his management team were in a conflict of interest by managing the two companies. The complainants further maintained that Benihana management had misappropriated the assets of Benihana National Corporation, passing them through Benihana of Tokyo for their personal benefit. The shareholders, however, were ultimately unsuccessful in trying to take control of the company away from Aoki. Meanwhile, Benihana management took advantage of a health-conscious American public’s growing interest in Japanese food and entertainment. With the tag line, â€Å"We have been the restaurant of the ’90s since the ’60s,† Aoki and Schwartz instituted a major advertising campaign stressing the fact that Benihana had always offered healthful food. Soon afterwards, in 1993, the Atlanta Benihana of Tokyo restaurant added an 18-seat sushi bar and 35-seat Karaoke dining room to draw more customers on weekday nights. Despite the higher labor and food costs associated with sushi, the company reported an increase in beverage sales, and a lot of sampling of the $.99 sushi pieces by people waiting to eat at the traditional teppanyaki tables. Learning from its experience a decade earlier, in 1994 Benihana National Corp. decided to get into the frozen food business again. This time, however, by entering into a licensing agreement with Campbell Soup Co., the company hooked up with a major marketer rather than trying to compete with the big names. The new product was a line of frozen stir-fry kits featuring the Benihana trademark. The dinners served six people and sold for about $8.00. As Peter McMullin, an analyst with Southeast Research Partners, told Florida Review.Net, â€Å"This time the strategy makes sense because it is linking with a high profile food company to help strengthen the distribution side and offsetting the razor-thin margins of retail by manufacturing with a low cost producer like Campbell.† By the end of the fiscal year, revenues were over $70 million, with profits up 41 percent to $2.4 million. 1995 and Beyond: A New Company At the beginning of 1995, Benihana National announced it would buy Aoki’s 21 Benihana of Tokyo restaurants on the U.S. mainland, along with the U.S. rights to the Benihana trademark, for about $6.15 million. On May 16, a newly created subsidiary, Benihana Inc., acquired the BOT restaurants and, through a merger, simultaneously acquired Benihana National. BNC shareholders received one share in the new holding company for each of their shares of Benihana National. Aoki continued to serve as chairman of the new company and Schwartz as president. Benihana Inc. now owned or licensed the 43 Benihana restaurants in the continental United States along with a franchise in Honolulu. It also had the rights to develop or license Benihana restaurants in Central and South America and the Caribbean Islands. Aoki kept private his Benihana of Tokyo restaurants in Hawaii, Britain, and Thailand. During 1995, the new company took several steps to attract more customers. Benihana introduced weekend luncheon service and, following the success in Atlanta, opened sushi bars in seven locations. The company also instituted a national Karaoke contest for its patrons. In the fall, the company opened its first smaller format unit, called the Benihana Grill, in Sacramento. At 3,800 square feet, the Grill format was less than half the size of the traditional Benihana, and enabled the company to open units in smaller locations, particularly in urban areas. Schwartz had been refining this format since 1989 as an alternative to the company’s more common free-standing, special use restaurant buildings. The Benihana Grill was designed to accommodate 10 to 12 teppanyaki tables, compared to the 18 tables in the typical Benihana. Analyst Peter McMullin remarked, â€Å"Initial indications are encouraging even before the grand opening. With the lower capital costs of approximately $500,00 0 versus a stand-alone restaurant cost of $2 million, this could become an enormous growth vehicle for Benihana.† The new hours and offerings helped increase guest counts in existing restaurants by 8.7 percent and same store sales by an average of 7.7 percent for fiscal 1996. This rise, plus the addition of the Benihana of Tokyo restaurants and the new Benihana Grill, resulted in annual revenues of over $81 million. Benihana’s growth came primarily from increased traffic in its existing restaurants, and the company continued to support that strategy. Early in 1996, in an effort to gain a larger share of the ethnic market, the company launched Spanish-language television advertisements in Miami and Los Angeles. In May, Benihana kicked off a two-year, $5 million ad campaign, focusing on the entertainment value of teppanyaki cooking. â€Å"We want to bring the Benihana name to a different audience,† company president Joel Schwartz told Nation’s Restaurant News in a May 6, 1996 article. â€Å"The ads show that Benihana is a place the entire family can come to and have a good time–a place they will see the chef perform and flip shrimp.† Individual restaurants also developed innovative marketing techniques. A visit and meal at the Benihana in Bethesda, Maryland, for example, is one of the activities in the county’s social studies curriculum for third graders l earning about Japan. The company did not depend entirely on its existing restaurants for growth. During 1996, it also signed leases for several more Benihana Grills and expanded its franchise operations, including restaurants in Bogota, Columbia, and Aruba, Netherlands Antilles. Benihana’s track record of steady growth in same store sales, rising customer count, and profitability appeared to be continuing into the late 1990s as revenues for the first half of fiscal 1997 were up over eight percent from the year before. Further Reading: Alva, Marilyn, â€Å"Very Rocky Business: Aoki Besieged by Shareholder Suits,† Restaurant Business, February 10, 1992. â€Å"Benihana Buying Founder Aoki’s Units,† Nation’s Restaurant News, January 16, 1995, p. 14. â€Å"Benihana Profits Rise 67% for First Nine Months of Fiscal ’95,† Nation’s Restaurant News, February 12, 1996, p. 12. â€Å"Benihana Testing Stir-Fry Kits,† Supermarket News, October 17, 1994, p. 28.

A comparison of American and Japanese Animation

The origin of the modern day term ‘Animation’ derives from the Latin word   ‘Animatus’, meaning simply ‘ to give life’ yet perhaps the earliest known form of animation, the phenakistoscope, derives it name not from Latin but from a Greek term meaning â€Å"deceiving viewer†.The phenakistoscope, invented in 1833 by the Belgian Joseph Plateau was the forerunner of the more famous (and more commercially available) Zoetrope (Greek: Zoe – life / trope – wheel) invented in 1834 by George Horner,The earliest fully animated cartoon (as they were then more widely known) was produced by a French strip cartoonist Emile Courtet, who, working under the name Emile Cohl used individually drawn images to create the 1908 two – minute long cartoon named Fantasmagorie which subsequently received release in Britain under the title Black and White.The world’s first ‘Cartoon Star’ Felix the Cat â€Å"walked† in to the picture and onto the screen in 1919, the creation of already successful comic strip artist Pat Sullivan, Felix was to both revolutionise cartoon making and introduce manyclichà ©s that are still in effect today. Sullivan utilized all the aspects of the comicstrip such as speech bubbles, ‘idea’ light bulbs and the quite literal use of items such as the humble question mark, in order to bring Felix to life. As Denis Gifford explains:†¦[I]f a question mark could be drawn popping out of Felix’s head, then it could just as easily be plucked physically from the sky and used as a handy hook, especially if a milk bottle stood just out of reach. (The Great Cartoon Stars, a Who’s Who!)While the first cartoon hero may have been a cat, arguably the most famous of all animated stars however, is Mickey Mouse. Featured in â€Å"Steamboat Willie† (1928) the first commercial cartoon film to ever include sound, Mickey Mouse, looks quite different from th e incarnation familiar to the children of todayIndeed, the ever-changing appearance of animated characters, due mainly to increased improvements in technology has undoubtedly led a much more demanding audience.picture from IMDb  Where we were once charmed by the grainy black and white image of a happily whistling mouse, more sophisticated techniques and the introduction of Computer Generated Imagery (CGI) has opened the door to such astonishing animated films as the Disney-Pixar release â€Å"Shrek†, the visually stunning â€Å"FinalFantasy- The Spirits Within† (the first animated feature to ever attempt toproduce photo-realistic CGI humans) and the deservedly Oscarâ„ ¢ winning Miyazaki Hayao creation â€Å"The Spiriting Away of Sen and Chihiro†.Today, animation is everywhere, from televised adverts, children’s shows, video games and cinema, animation is no longer simply an art form, but a cultural icon embraced by almost all and guaranteed to instil a childish air of wonder even in the most jaded and cynical of adult hearts.The application of animation in feature films is by no means a new occurrence – yet the scope of creativity and imagination shown by today’s innovators is undeniably impressive and has also been shown to influence more ‘mainstream’ movie directors such as Quentin Tarantino choosing to add an entire â€Å"Animà ©Ã¢â‚¬  sequence to his movie â€Å"Kill Bill†, to Richard Linklater’s decision to make his version of Philip K Dick’s â€Å"A Scanner Darkly† a wholly animated affair.The kings however of the art could only be considered American Disney Studio and Studio Ghibli of Japan.   The purpose in essence of this essay is to conduct a comparison between these two very different innovators of animatic design.   

CRJ Essay Example | Topics and Well Written Essays - 500 words - 1

CRJ - Essay Example There are several examples which serve as proof for the fact that children raised in households by parents who had previously committed suicides or crimes like the report in the San Diego Union Tribune about two step-brothers, whose father had committed suicide, strangling and chopping off their mother’s body. In another case a two brothers attacked their father with a baseball and followed it by setting the house on fire in order to hide the evidence. They were raised in a foster home as their mother left them and were later returned to the custody of their father as the foster parents were unable to handle them (Morse, 2003). There are several theories that support the fact that children who are raised without a father lacked maturity and in their later years they tend to assert their maleness by committing acts of delinquency. In the 1920s boys who were lodged in reformatories in New York majorly hailed from broken homes (Juvenile Delinquency, n.d). Morse has also stated that a 1994 report from the Wisconsin Department of Health and Social Service found that a majority of juvenile delinquents came from broken families or single-parents homes (Morse, 2003). The explanation given to such problems was greater exposure to criminal activities due to parental conflicts or other reasons such as alcoholism and drugs in single-parent households. Additionally in single parent households, the parent finds it difficult to supervise and control their child and prevent them from engaging in criminal activities. There is a general lack of family interaction in such households which are further burdened by emotional an d economic problems. Another criteria pointed out by Morse is the lack of educational attainment by children raised by single parents who drop out of school early. This in turn encourages them to engage in criminal activities in order to make a living. A similar

Staphylococcus and Streptococcus Lab Report Example | Topics and Well Written Essays - 1000 words

Staphylococcus and Streptococcus - Lab Report Example A petri dish containing 1 TSA 5% sheep blood agar was divided in half. A sterile swab was used to swab the throat and skin. A streak inoculation was performed for each sample on each section of the plate, which was incubated for 24 hours at 37 oC.   The resultant colonies were then tested for Gram staining and the presence of alpha, beta, and gamma hemolytic bacteria. This test was performed by observing the presence or absence of red blood cell hemolysis on sheep blood agar. The next test that was performed was the catalase test to determine the production of enzyme catalase. A small amount of the colony was placed on a glass slide after which a few drops of catalase reagent was dropped on the bacteria. The production of bubble indicated a positive test for catalase. The catalase-positive samples were then tested for bacitracin sensitivity by incubating the colonies in four sections of a blood agar plate containing bacitracin discs for 24 hours at 37 oC. A coagulase test was then performed following the observation of bacitracin resistance in the bacteria. This test was performed to detect the production of enzyme coagulase by adding a loop full of the bacteria to tubes containing rabbit plasma and incubating for 24 hours at 37 oC. The coagulase negative samples were further tested for novobiocin susceptibility by incubating the bacteria in plates containing novobiocin antibiotic disks at 37 oC for 24 hours. Novobiocin test is usually used to distinguish between S. epidermidis and S. saprophyticus.

International Human Resources Management Essay Example | Topics and Well Written Essays - 750 words

International Human Resources Management - Essay Example The available study on this question however was limited and many avoids the question. The study proposed the hypothesis based on a triad notion composed of three concepts: work involvement, driveness and work enjoyment. It was hypothesized that workaholics will score high on work involvement and driveness but low on work enjoyment while work enthusiasts will score high on work involvement and work enjoyment and low on driveness and that enthusiastic workaholics will score high on all three components. Methods and point of view of the author’s research The sample populations were 530 male and female managers and professionals using anonymous questionnaires. They are between 35 to over 50 years old who has MBA degrees obtained over a number of years before 1985. Almost 80 percent were married and almost one third worked 46Â ±50 hours per week. A response rate was excluded from the 591 responses that were returned and the sample was reduced further to 530 when respondents indic ated that they were no longer working full time. The three scales that were used were Work Involvement, Driveness and Work Enjoyment. The result of the scales were combined to produce six workaholism types: Work Enthusiasts (WEs), Workaholics (Ws), Enthusiastic Workaholics (EWs), Unengaged Workers (UWs), Relaxed Workers (RWs) and Disenchanted Workers (DWs) depending on how low or high they scored on the three scales. Of these, the three psychological and physical well-being were included. They were basically the parameters whether working too much would good or bad for our well-being. Respondents then were asked they experience each physical condition in the past year such as headches, etch. The study revealed that the largest number of the respondents fell into the UW (Unengaged Worker) at 23 percent, followed by EW (Enthusiastic Workaholic) at 19 percent, EW (Work Enthusiast) at 14 percent and RWs (Relaxed Worker) at 12 per cent. It was also found that the hypothesis of the triad notion composed of the concepts work involvement, driven, work enjoyment were directly interrelated along with the significant correlation of the three indicators of psychological and physical well-being. But the most conclusive finding is that the two factors of the triad, driven and work enjoyment were inversely interrelated. Meaning, as one is driven or pressured to work, the less one enjoys it. It was also found that WEs, EWs and RWs had fewer psychosomatic symptoms than did both Ws and DWs. It meant that an enthusiastic worker suffers fewer stress compared to unengaged worker and relaxed worker and have a better life than the workaholic types such as W, UWs and DWs. In conclusion, enthusiastic workers such as those who fell into the category of WE and EW suffers lesser stress than the workaholic and those who likes their work has a better emotional well-being than the workaholics. Discussion Having answered the question that indeed overworking could not be good for our over-all well being, the study now compels managers and employees alike to be less obsessive with work and to relax a bit. It also implies that managers experiencing poor emotional and physical well-being may not enjoy their work and become more stressful. While the research was able to determine the correlation between overworking and stress, it was not however able to determine

Admissions Process at the University of Reading based in Microsoft Coursework

Admissions Process at the University of Reading based in Microsoft Dynamics CRM approach - Coursework Example This means they have to bear extensive understanding of the different platforms a factor which reduces the system’s efficiency. Besides the day to day operations, UOR has in the past dealt with a disintegrated admissions process that heightened the chances of duplication and which seemed to duplicate the roles of the interacting stakeholders. Besides, the need for continuous correspondence even in the presence of an admissions system presented a limitation as it increased the chances of errors and caused delays. Introduction of the Reading Integrated Student Information partly solved the existing challenges but it still did not congregate all the stakeholders in a single platform. Convergence is critical as it harmonizes knowledge and improves the efficiency of the system a factor which addresses error incidence and time wastage which were synonymous with the existent systems. To provide a solution to the established challenges,the institution is planning to utilize Microsoft Dynamics CRM approach which among other things integrates the institution’s systems, particularly the admissions system.Being a new system,UOR would want an assurance on the system especially in regard to its capability to address existent system inadequacies.Therefore, the role of this study is to offer a thorough review on the system with the main aim of defining whether the Microsoft Dynamics CRM approach will indeed suit the needs of the institution. ... terface that jointly help access records and carry out searches are; The solution folder, this appears as a button immediately the Outlook client is installed. The button is used to access additional Microsoft Dynamics CRM functionality. In the case of the UOR, the button will carry the name of the organization. Ribbon, this carries the same functionalities in the Outlook interface as well as the web client, the ribbon shows variant buttons and features depending on the context. For example, if the user is accessing accounts, the ribbon displays various actions that the user can take with the accounts (Stanton, 2012). This is the same if the user is accessing records, the ribbon will display variant action available for contact records. View tabs, this area is utilized to highlight data that the user wants to work with. View tabs can also be utilized to pin views that the user may want to access in the near future. Lists, this appears the same way as in the web client and it displays a list of records. This displays records based on selected tab. Quick find, this is another commonality between the Outlook interface and the web client, a user can enter a search to search for particular records (Microsoft Inc, 2011). The difference in the Outlook quick find and the web client is that in the former the only displayed searches are those currently displayed in the view. Quick find in the web client searches the entire database. Lastly the filter, the filter can be used to sift data or records that appear in the displayed view. Using activities Microsoft Dynamics CRM classifies activities in either of the following categories; tasks, faxes, phone calls, e-mails, letters, appointments, as well as special case service activities (Stanton, .p.260). Ech class of activities

Litteracy narritve Essay Example | Topics and Well Written Essays - 750 words

Litteracy narritve - Essay Example Hence, this paper explores how my impression on reading and writing have been influenced and affected by reading the Sherlock Holmes stories. First, through Sherlock Holmes stories I learned how to read and write in English. English is not my first language, and thus, I had to learn English as I was growing up. My greatest breakthrough in English was in high school when I discovered Doyle’s Sherlock Holmes. For instance, my interest in understanding fully the detective stories prompted me to improve my vocabulary. Initially, I was only able to read the shorter stories such as â€Å"A Scandal in Bohemia† and â€Å"The Red Headed League.† However, these did not have Sherlock Holmes, as the very first story Doyle wrote where he introduced Sherlock is A Study in Scarlet, which is a novella-length work. I first read the opening chapters of A Study in Scarlet just to see how Sherlock and Dr. Watson meet. However, the story really intrigued me, and I could not wait to finish the whole narrative. To ensure full understanding, I would often read the story with a dictionary, looking up difficult words that I wo uld encounter. For example, one particular part of A Study in Scarlet describes Sherlock playing the fiddle, and that the music he played was â€Å"sonorous and melancholy† (Doyle 16). I distinctly remember ignoring these words during my first reading attempt of A Study in Scarlet, but I eventually looked at the definitions in the dictionary when I made a serious attempt to finish the novella. Thus, I was able to expand my vocabulary, which made me realize how reading literary work in a particular language is helpful in improving reading and writing in that language. Second, from the Sherlock Holmes stories I learnt the importance of logical organization and unity in a written work. A large part of what makes the detective genre so interesting is not only the mysteries, but also, how these mysteries are solved. While some of