Healthy Treats (A business plan)

(Back somewhere in 2009-10 I attended bizblock everyone

was divided in groups of six and were tasked to create a
business plan from scratch this is the business plan my
group made minus a couple of pages for of course privacy
reasons)

Executive Summary
Healthy Treat is a vending company that offers nutritious snack and drink options to students in
order to support their health and well-being. Healthy Treat offers an alternative to vending
machines filled with unhealthy snacks and beverages. With the growing trend of obesity in
children, Healthy Treat will target schools from middle school through university to promote
nutritional education.
Obesity has more than tripled in children within the United States in the past three decades.
School administrators as well as state and federal legislators are working to address the problem
by offering more nutritious food and drink options in schools.
Healthy Treat provides and maintains vending machines in schools. The machines will have
onsite nutritional education, credit and debit capabilities in many locations, visually appealing
displays, and will be backed by an excellent customer support system. This product and service
will satisfy consumers by making the vending machine appealing and convenient.
Healthy Treat’s primary target market will be school districts in Colorado. The primary decision
maker as to whether healthy vending is needed will be the food and service department within
the school districts. Healthy Treat has decided that school districts will be the primary target
market because research shows that a bill was passed in Colorado encouraging healthy
alternatives in schools. Furthermore, each school district has a wellness program that encourages
students and faculty to promote health. School administrators will feel better about the snacks
that are offered to students because the snacks support consumer health. Healthy Treat plans to
sponsor events as well as fundraisers to educate consumers about the benefits of healthy eating.
Healthy Treat’s competitors will be Yo!Naturals, H.U.M.A.N Healthy Vending, Vend Natural,
Coca Cola, Sodexo, and AVI Food Systems. Healthy Treat will need to negotiate contracts with
customers before its competitors. Healthy Treat’s main competitive advantage is its ability to
secure contracts to place full service vending machine in schools. This is done by being flexible
enough to meet the demands of the schools. In addition, Healthy Treat’s vending machines will
have LCD monitors that will educate the consumer about the products, health, and nutrition. By
acquiring a contract with school districts Healthy Treat will create a barrier for its competitors.
Healthy Treat will gross $381,000 in sales in its first year of operations, and $640,000, $960,000,
$1,340,000, and $1,781,000 in Years 2 through 5. Net income for the first five years of
operations will be ($43,000), $6,000, $68,000, $143,000, and $232,000.
For Healthy Treat to operate efficiently in the first year, $290,000 will be required to fund initial
costs. The six owners of Healthy Treat will contribute $15,000 each and $200,000 will be funded
by Venture Capitalists. The funding invested in the company will cover start up costs such as 25
vending machines, licensing fees, vehicles, inventory, and other operating costs. After the end of
the fifth year of operations, Healthy Treat will give its initial investors the opportunity to sell
their ownership in the company for 160% of their investment, approximately $320,000. Should
the investors choose to keep their money in the company, they will be given an additional five
percent on their investment annually when they decide to sell their ownership.
 Company Overview
Introduction

 Healthy Treat will provide its service directly to other businesses.

 Healthy Treat will be located in Ft. Collins, Colorado.
 Healthy Treat will start with the founders managing the business and its daily operations in a
limited partnership.
 Healthy Treat is needed, particularly in schools. Michelle Obama is starting her campaign for
Childhood Obesity, and school districts across the nation are changing meal plans and food
options to help young people make healthier choices. Vending machines are in most schools, and
there is a demand (by doctors, administrators, and parents) to stock healthier products in them.
Healthy Treat will offer healthy alternatives to current junk food options in vending machines,
help educate students about the importance of eating healthy, and stock machines with items
according to the needs of each specific location. Schools have the responsibility of teaching
students to make healthy choices in their day-to-day lives. Healthy Treat will support this effort
by making it easy to provide better nutritional choices that taste better too.

Mission Statement
Healthy Treat provides a healthy alternative to non-nutritious snack vending machines in school
districts in Colorado. Healthy Treat will offer a variety of both beverages and snacks in one
machine, saving space and utility costs. Healthy Treat offers its products in schools and strives
to satisfy all their vending needs. Customer service and feedback will take priority in our
company.

Objectives

 Healthy Treat will start as a small business but plans to add on new school districts each year.
Ultimately, it is Healthy Treat’s goal to offer an easy, healthy alternative vending system to
school districts in Colorado. Healthy Treat will measure growth by the number of machines in
use, contracted customers, and profits at the end of five years.

Service
Healthy Treat
Healthy Treat will provide healthy food and drink choices in vending machines for the benefit of
students in middle school, high school, and community colleges and universities. Products
carried in the machines will include the following: nutrition bars, trail mix, baked chips, fig bars,
water, and healthy sports drinks. This business will offer quality products and optimum features
at reasonable prices. Healthy Treat will create an image of excellence that will be recognized by
all who enjoy the taste and benefit of its products. Each vending machine will be customized
according to each location’s needs.
 Features
Premium Quality: All machines will be maintained on a weekly basis, checking appearance and
functionality. Customer service will be available weekdays from 9:00 AM to 5:00 PM and
weekends from 11:00 AM to 5:00 PM.

Safety: All machines will be tip-resistant.

Superior service: A virtual inventory, using CANTALOUPE systems, will be kept for each
machine. Updates will be transmitted from the vending machines to a computer in Healthy
Treat’s main office to notify technicians when products need to be restocked. Expiration dates
will also be closely monitored through the data system.

Versatility: Machines will carry both foods and beverages.

Convenience: Each location will be assessed regarding the need to accept credit cards as a
convenient payment option. Machines will be located in school districts demonstrating a need
for healthy vending options and will be found in convenient locations within each school.

Technology: An LCD display will advertise information about the product options offered in
each machine and will also teach consumers about health and nutrition by displaying useful facts
and data tailored to the particular age groups found in each location.

 Consumers will find that the machines will be informative and easy to use. All machines will
contain both food and beverages. The credit/debit capabilities will allow consumers who do not
carry cash to buy from Healthy Treat’s machines.
 The interior of the machines will be well-lit so products are easily seen.

 Research suggests the features offered are important to the consumers (See Appendix A
for Customer Research Summary).
Benefits
Features of Healthy Treat’s vending machines will allow many benefits to consumers. Healthy
Treat’s vending machines will provide quality snacks that are a healthier alternative to junk food.
This feature will allow school administrators the benefit of feeling good about snack choices
offered to students, and it will also support the consumer’s physical health in the long run. A
virtual inventory system will monitor a variety of products and will help avoid empty slots in the
vending machine, preventing customer dissatisfaction. Furthermore, Healthy Treat will offer a
credit card payment system in select locations that will offer convenience to the purchaser
because it will eliminate the need to carry currency. In addition to a convenient card payment
system, a customer support center will give consumers a way to reach Healthy Treat about any
questions or concerns. Safety is also a priority for this company. By purchasing tip-resistant
machines consumer injuries may be prevented (See Table 1 for a Summary of Features and
Benefits)
Table 1: Summary of Features and Benefits
Features Benefits

Premium quality: call center and weekly Consumers are offered peace of mind, less
maintenance checks stress, and better health.
Safety: tip-resistant machines Consumers will avoid injury by the machine
tipping over.

Superior service: virtual inventory The snack the consumer wants will always be
in stock, increasing satisfaction.

Versatility: cash and credit card payment Consumers will worry less and have more
options. Convenient locations. time.

Stage of Development
• Healthy Treat will offer products currently in the growth stage of their development lifecycle.
The idea of a vending machine that offers healthier snacking and thirst quenching options is not
novel, yet it is severely underdeveloped in the convenience snack market.
•Vending machines offering healthy options are ready for the market. Research shows consumers
will buy the products if offered at affordable prices at convenient locations.
Market and Industry Analysis
Market Size and Growth
The market for Healthy Treat is school districts in need of healthier snack options for students.
Research shows that healthy snacks help individuals perform better throughout the day. Many of
the products will be organic and will be healthy according to calorie, fat (saturated and
unsaturated), sodium, and sugar content. Healthy Treat will be marketing to the administrators
and those in charge of food options in each school district.
• Healthy Treat will be competing in the vending machine industry and the organic and health
food industry.
• The vending machine industry has seen a constant growth rate and the future growth rate seems
to be increasing. The vending machine industry earned $22.54 billion in 2006 which was 2.4 %
more than the $22.04 billion earned in 1997. Though the industry, in a period of nine years, has
only posted a compound annual growth rate of .3% there is a large potential for growth,
especially within healthy vending (Alpert, 2008).
Table 2: Vending Machine Revenues
Year $ in Billions
2003 21.05
2004 21.26
2005 21.89
2006 22.54
(Alpert, 2008)
Market Segments
Psychographic:

 Maintain a healthy diet and lifestyle in schools

 Make students more aware of nutritional education
 Encourage students to make healthier snack choices

Demographic:

 Students from middle schools to universities

Healthy Treat will function mostly in the business to business sector, marketing and selling
services to schools. There may be a business to consumer interaction in the customer service
segment of this business, but all contracting and exchanges will occur between businesses.
Trends
The vending machine market in this country is being affected by Americans’ move to healthier
lifestyles. Increases in childhood obesity, coronary diseases, certain cancers, and diabetes have
made people rethink the way they eat. Another trend affecting the vending machine industry is
the increasing use of credit cards within society. Cash is becoming obsolete, in the 15 + age
demographic, as fewer people carry it regularly.
The vending machine industry needs to capitalize on the demand by consumers for healthier food
options in their daily lives (French, 2006).
In 2009, the U.S. Department of Health and Human Services “announced a plan to spend $373
million from the American Recovery and Reinvestment Act on plans to, among other things,
improve the healthfulness of foods in vending machines” (York, 2009).
A study undertaken in 15 Mississippi schools from 2004-2006 shows that when given the option
for healthy food at slightly subsidized rates, vending profits would not decrease while health
benefits offered to students would increase with their healthier choices. (Brown, 2009).
In 2005 “Susan K. Neely, president and chief executive officer of the American Beverage
Association (ABA), [announced] that the association's Board of Directors [had] approved a new
school vending policy aimed at providing lower- calorie and/or nutritious beverages to schools
and limiting the availability of soft drinks in schools…” The new policy would be flexible in
order to provide more options as students move from elementary to middle to high school.
(American Beverage Association, 2005).
A number of researchers say that by removing unhealthy options from vending machines
children will compensate by eating more unhealthy food at home. A study by researchers from
Yale University “surveyed students from three Connecticut middle schools before and after their
schools replaced the unhealthy snacks in their vending machines with more-nutritious fare, such
as water, fruit juice, baked chips, pretzels, canned fruit, and granola bars. They found that the
switchover led to improvements in dietary intake: Students ate better at school and no worse at
home” (Viadero, 2009).
Society is moving towards a cashless economy. “According to a 2004 report by business
research firm Kiplinger, cashless technology will increase vending industry sales from $40
billion to $70 billion by 2008” (More cashless vending machines rolling out, 2007)
Healthy Treat will take full advantage of these trends. Healthy Treat will provide healthy snack
and beverage options in school vending machines. In an economy moving away from currency,
Healthy Treat will accept credit and debit cards as forms of payment in locations that would use
the credit/debit capability most often.
Industry Structure
Key players in the automatic vending machine industry are Yo! Naturals, H.U.M.A.N. Healthy
Vending, Vend Natural, Sodexo, and AVI Food Systems, and Coca Cola.
Automatic vending machine operators market snack foods and beverages through vending
machines. The snacks and beverages are stocked in the machines through agreements and
contracts with institutions that provide the snack foods and beverages. Furthermore, vending
operators put products in the machines received directly from the manufacturer and warehouse
clubs. Additionally, some operators purchase items at relatively high prices from supermarkets to
keep machines stocked with products
Distributors are contracted by vending machine operators to deliver products provided by
different manufacturers, food service distributors, or warehouse clubs for the vending machines.
(Young, 1997)
In the vending machine industry, suppliers have the bargaining power because only a few
provide the variety of products wanted by customers.
Key threats in the healthy vending industry are non-healthy alternatives and the ease of entrance
into this industry because it can be started with low capital investment and maintained with a
relatively small payroll. (Young, 1997)
For health conscious consumers, there is a wide variety of healthy products available as
substitutes. Healthy alternatives are offered in supermarkets, convenience stores, health clubs,
and vending machines.
The vending industry is an easy market to enter and exit because of low start up costs and the
need for vending machines in new establishments such as hotels, schools, and gymnasiums.
Healthy U, a startup company and a smaller competitor, is now offering healthy options in
 vending machines. The company has already signed Chicago’s northwest school District 155.
This company also has customers in McHenry and Crystal Lake, Ill. as well as corporate
customers. (McHenry Company offers healthier vending machines, 2010)
One barrier of entry the healthy vending company might face is that the channels of distribution
may be difficult to find. The new vendor may need to reach out to distributors that usually supply
only to health clubs. (McFadden, 2006)
Key Success Factors in Industry:

 Customer Satisfaction (Products consumers want in well-maintained machines found in

convenient locations)
 Differentiation (combination vending machines and a variety of snacks and beverages)
 Use of CANTALOUPE systems to indicate when to restock items so the machines don’t run out
of snacks
 Local products may be available for certain locations
 Variety of well-known healthy products
 Contracts with schools
 Customer relations will be reliable, creating a good reputation

Consumers demand a wide variety of products in healthy vending machines. Thirty-five or more
products would satisfy most consumer needs. Consumers will also want the vending machine to
be well-stocked. Consumers of different regions, countries, and climates will expect to find the
product that best meets their needs. The style and look of the vending machine will be a factor
of the company’s success because it will catch the eye of the consumer.
Vending operators must have a strong control system set up in order to have the vending
machines filled at all times and to maintain a positive relationship with suppliers. The company
can use the CANTALOUPE system. The system serves as a restocking tool that operators can
use to compete within the industry. The products would be tracked to find out how many snacks
there are in each machine at every location. The supplier will be updated with this information
by the company in order to keep the machines well-stocked for the consumers (Cantaloupe
Systems).
Competitive Environment
• Price is the key to marketplace competition. When choosing snacks, the consumer is constantly
looking for the lowest price. Consumer preference and quality also play a large role in the
vending machine business.
• There are few barriers to entry in the vending market. Small competition doesn’t have much of
an effect on the larger companies. Many small vendors will enter and exit the market without
making a large impact on the top competition.
• Competition in this industry does not affect customers buying products from the machines. As
long as the snack machines work and are well-stocked, the customer is satisfied.
• There are a few vending machine companies and product brands that control about 75% of the
marketplace. If a new vendor uses these products, they may last more than one or two years. It
will not be hard to enter the market if new vendors do not use these products, but it will be a
challenge to compete in the market (Alpert, 2008).
Competitor Control
• Setting Prices:
Consumer spending and the potential for growth are the driving factors in this industry. While
consumer spending is crucial to the vending machine business, large suppliers have the power
when it comes to finance, distribution, and purchasing advantages. The marketing research
conducted for the vending machine industry shows vendors have leeway in determining the
prices of their products (Industry Overview).
• Cost structure:
Suppliers have strong bargaining power when it comes to vending machines. The suppliers that
sell vending machines or food and beverage products have control over the cost of the product(s)
they are trying to sell. If the contracting business has specific needs for the vending machines,
the supplier of the machines will have power over decisions concerning the cost. The same
applies to companies providing the products to go into the machine; brands will affect cost as
well as how many products are needed and what particular products are desired. The main
weakness suppliers have is other suppliers with similar services.

• Channels of distribution:
Healthy Treat will purchase its products from Sam’s Club Warehouse and The Healthy Snack
Store. Healthy Treat will maintain a stock of items on-hand to refill machine as necessary.

Competitors:
Yo! Naturals is a healthy snack vending machine company that started in the early part of 2006.
Yo! Naturals introduced the “Yozone” combo vending machine which vends snacks and
beverages composed of natural and organic ingredients. Yo! Naturals offers a variety of healthy
snacks at competitive prices while trying to meet the expectations of the target market (mainly
schools). Yo! Naturals also provides vending in locations throughout the U.S., which allows their
respondents to give franchisers immediate responses to their requests (Yo! Naturals, 2010).
Vend Natural is a healthy vending machine company whose mission is to “energize your body
naturally, with healthy, all-natural and organic snacks and beverages” (Vend Natural, 2010).
Vend Natural has 25 years of vending experience and was created by the rising health concerns
of United States citizens. Because of this concern, Vend Natural created a program to promote a
healthy lifestyle by offering products that are accessible, healthy, and affordable for everyone.
Vend Natural offers entrepreneurial opportunity by allowing new providers to join their team by
providing equipment and training. Vend Natural also offers healthy vending for businesses. Vend
Natural offers dual temperature vending machines which provide snacks and beverages for all
Vend Natural machines (Vend Natural, 2010).
H.U.M.A.N. Healthy Vending is a vending machine company dedicated to “helping unite man
and nutrition” which specializes in healthy, alternative snacks. They pride themselves on
providing healthy, good-tasting snacks, foods, and drinks. H.U.M.A.N Healthy vending
responds quickly to customer service requests and will partner with new operators, providing the
machines and training necessary for success. They claim to have the most competitive prices
and best technology and commissions (HealthyVending.com, 2010).
AVI Foodsystem was founded in 1960, and has become the largest independently owned and
operated food service company. It has also become the leader in vending machines. AVI
Foodsystems provide quality equipment, cleanliness, confidence, and convenience. The company
also has enhanced graphics to increase customer satisfaction (AVI).
Coca-Cola vending uses a website that allows the customers to choose and purchase products.
Coca-Cola Enterprise will let customers make requests but will also recommend flavors best
suited for the particular outlet. The company provides full service including the following:
installation, maintenance, and cash handling for free. Coca Cola Enterprise has a three year
contract for operators. After the three years, operators are allowed to break the agreement with a
month written notice. If problems occur with the machines, Coca-Cola offers help, and responds
to breakdowns within 24 hours 95% of the time (Coca-Cola, 2006).
Future:
Yo! Naturals is also offering contributions to future vending. It is going to provide 24 hours of
product sales monitoring, a credit/debit system, a recession proof business, and offer the best
locations, products, and machines (Yo! Naturals, 2010).
1-800 Vending is now offering credit card/ debit card capabilities on its machines while still
allowing their consumers to use cash and coins, which means the machines will have
technological upgrades that benefit the customers. Credit card payment systems have resulted in
a 15% to 20% increase in sales. In addition, it offers vending machine operators a competitive
advantage of convenience and security to consumers. (1800 Vending, 1999-2010).
Sodexo’s mission is, “to contribute to a more pleasant way of life for people whenever and
wherever they come together.” They offer their services to businesses, manufacturing plants,
schools and health care facilities. Sodexo offers a variety of machines, convenience, quality and
national networking. The company also delivers to thousands of locations and provides a variety
of products from popular brands. Sodexo provides healthy options through there Wellness and
You! Program (Sodexo, 2003).
 Table 4: Competition Matrix (1 is poor increasing to 5 which is excellent)
h.u.m.a.n.
Healthy Yo! Vend HealthyVending.co
Competitive Factors Treat Naturals Natural m
Competitive Price 3 5 4 5
Location 3 5 5 5
Payment Method 5 5 3 5
Healthy Product yes yes yes yes
Product Range 5 5 4 5
Customer Service 5 5 5 5
Maintenance 5 5 5 5
Training 4 5 5 4

This competition matrix (above) allows for a narrowing of the competitive market.Yo! Naturals,
Vend Natural, and HealthyVending.com are established throughout the U.S. These three
companies pose the largest threat to Healthy Treat.
(Table 5, comparing key features offered by the competition may be found in Appendix B.)

Table 6: Marketing Advantages

Marketing
Healthy Yo! Vend h.u.m.a.n.
Treat Naturals Natural HealthyVending.com
Bright Colors X x x x
YouTube x x
Slogan X x x x
Philanthropy X x
Appealing
Website X x x x
Yo! Naturals, Vend Natural, and H.U.M.A.N. HealthyVending.com all offer their services across
the United States. All three companies have large workforces and customer bases, as well as
substantial financial resources.

Competitive Advantages
Resources:
Human: Five experienced employees with management, marketing, and business communication
knowledge
Technological: CANTALOUPE inventory system, credit/debit payment option, and stability
technology
Organizational: Normative culture, contracted suppliers, service providers
Capabilities:
 Well developed relationships with suppliers and schools
 Operations manager will maintain healthy, ongoing relationships with schools
 Custom designed machines to attract and visually stimulate consumers
 Quality and high customer service standards

Barriers to Restrict Entry of New Competition

 Customer loyalty
 Contracts with suppliers
 Contracts with schools
 Location
 Brand loyalties for products carried in each machine

Table 7: Internal Analysis

Internal External

Provide knowledgeable
management; have a dynamic
team of operators; resources
to find and maintain the best
locations; a fun, motivated
culture; innovative; ability to
Strengths see the bigger picture.
Trend toward healthy eating;
government support to address
growing concerns about obesity
in America; new technology;
support by schools; relatively
Opportunities untapped market.

New- Small; may lack initial

funding; less bargaining
power; unbalanced product
inventory in the beginning;
difficult to set low prices;
maintenance; high overhead
Weaknesses costs.
Competition among a few
companies; recession;
preference for cheaper junk
food by young people; lower
prices set by competition;
Threats keeping products fresh.

Marketing Plan

Marketing Objectives
 Provide healthy vending options to schools
 Gain market share
 Increase yearly sales at a constant rate
 Provide quality customer service

Primary (and Secondary) Target Market

Target Market Size

 With 25 vending machines to start with, healthy treats market size will capture less than one
percent of the market segment. Healthy Treat estimates the dollar value of sales will be
approximately $380,000, assuming there are 228,125 product sales throughout the year. In the
next five years Healthy Treat plans to expand to schools across Colorado. All assumptions are
based off of demand estimations.

Market Description
Healthy Treat will market directly to schools. Healthy Treat will place vending machines in
contracted schools, selling to the students and faculty in each location and providing a set
commission (20% of total sales) to the school.
Consumer Market
The target demographic for these healthy products is student in middle schools through
university.
The psychographics are dominated by health conscious people interested in attaining a healthy
lifestyle. Active, young adults have a more positive outlook on healthy products. (Hughner,
McDonagh, Prothero, Shultz, and Stanton, 2007)
Though young adults tend to prefer healthy products more than other groups, the funds are not
necessarily there. Students with parents that make a higher income will be targeted for the
higher priced products. If Healthy Treat can compete with the low prices of the junk food
market, it will greatly expand the target market’s scope. (Hughner, McDonagh, Prothero, Shultz,
and Stanton, 2007)
Target customers have some concerns with the vending machine industry. It is understood that
people will still purchase cheap, fast, and unhealthy food options, but the idea is to have healthy
choices available. “The approach is not to limit the choice, but to provide a broader choice,”
says Richard Wyckoff, president of Aramark Refreshment Services, “It's appropriate to have
choices that are indulgent and others that are better for you.”

Target customers are willing to change, due to the fact that society and the culture of the country
is becoming more health conscious; and finds healthier options vital to the nation. They feel
healthy vending machines will not answer the problem because this is an epidemic that society
and the government must address. Healthy vending machines are a place to start to help make
changes to unhealthy eating habits that citizens of the United States face (Susan Yara, 2010).

Customers’ decisions to purchase items may vary in convenience, price, options, location, or
personal discretion. The ultimate decisions are made by the customer purchasing the products
from the vending machine. The place that hosts the vending machine, as well as the food
industry, influences what will go into as well as be purchased from the vending machines.
Customers, who usually purchase from vending machines typically use frequent, impulse buying
decisions that will be repeated.

Product/Service Strategy
Healthy Treat offers healthy alternatives to consumers in a convenient vending machine
distribution system.

Services offered by Healthy Treat that are different from competitors are: modern vending
machines, LED lighting, more product options, and monitoring of expiration dates on products
through an electronic inventory system. Not only does this help Healthy Treat stand out from
competitors but it enhances services for consumers.

Healthy Treat will provide customer service seven days a week. All outside employment will be
contracted on a flexible basis. Repairs on the vending machines will be contracted on
occurrences where the vending machines are out of order.

Identity
What persuades customers to purchase healthy snacks from Healthy Treat is the visually
stimulating machines and excellent customer relationships. Healthy Treat is an available name
that adequately describes the nature of the business.
Healthy Treat has chosen a health conscious and environmentally friendly position to promote a
positive image that sets it apart from its competitors. The unmet need in the market is the lack of
availability of convenient and healthy snacks and drinks for health conscious consumers.
Healthy Treat’s vending machines are visually appealing and offer a wide range of products to
satisfy most customers’ desires.
Pricing Strategy and Tactics
Healthy Treat will use a status quo based pricing strategy in order to sell products that are
competitive within the market. Status quo pricing is based on the prices of competitors. In the
health food industry consumers expect higher prices when purchasing healthy alternatives,
therefore this market less price sensitive.

Healthy Treat Product List (Reference Appendix C).

With an uncertain future it is likely that strategies will need to be adjusted according to the
situations that Healthy Treat encounters. Higher taxes, relations with locations, and increases in
costs of goods may force changes in pricing. Changes in credit industries may force a change in
credit card payment policies.
Healthy Treat’s pricing strategy is based off of major competitors with slight variations in order
to compete in the industry and to capture market share.
Most of Healthy Treat’s pricing is matched with the lowest advertised prices of vending
competitors, and all other prices remain lower than the highest prices of competitors. Analysis
of competitor pricing shows that Healthy Treat’s pricing is feasible.
Channel Strategy and Tactics
Potential channels for Healthy Treat are distributors and wholesalers. Healthy Treat is a value
added retailer. Healthy Treat’s food suppliers are The Healthy Snack Store and Sam’s Club.
IMC Strategy and Tactics
Healthy Treat’s strategy to entice customers and increase their desire for Healthy Treat’s
products is to advertise through the placement of machines, word of mouth, sponsoring events,
and internet forums. Healthy Treat will forms contracts with school districts and sponsor events
to build product awareness and foster sales.

Sales Strategy
Healthy Treat will focus on building relationships with its consumers and will expand every year
by acquiring new contracts to place vending machines in areas of heavy foot traffic. Healthy
Treat is a new business coming into an established market; therefore, initially the sales strategies
will depend on word of mouth and prime locations.
Management and Operations Plan
Company Organization

As a small company Healthy Treat will not require many employees. For the first five years
Healthy Treat will be run by an Operations Mangers. After five years, Healthy Treat will be run
by a CEO along with a Customer Service Manager and Operations Manager. Healthy Treat will
have a board of advisors which will consist of the management team. Having a board of advisors
within the company will help reduce costs as well as maintain cohesion and goal orientation.
The ownership of the company will be determined by the percentage of the initial investment.
Organization Chart: See Appendix D-1

Management Team
The founders and organizers of Healthy Treat will retain a stake in the business proportional to
that of their initial investments.

The Operations Manager of Healthy Treat will be responsible for maintaining the daily
operations of the company. These duties include product ordering, scheduling maintenance, and
managing inventory. The Operation Manger will direct and supervise all of Healthy Treats most
important business decisions. As part of their compensation Healthy Treat plans to offer stock
and share incentives on top of the base salary of $60,000. Operation Mangers Resume: See
Appendix D-2

Operations Strategy
 Healthy Treat will be purchasing all products from The Healthy Snack Store and Sam’s Club,
which are wholesalers that buy all of their products from several different distributors. Healthy
Treat will then sell directly to consumers through schools.
 Healthy Treat will maintain accountability for all services offered. Healthy Treat will be polite
and courteous to customers and suppliers because positive experiences will ensure strong and
positive customer and supplier relationships.
 Quality is essential to Healthy Treat because consumers will be willing to pay more for higher
quality products.
 As a small company flexibility is important when deciding locations for machines.
 Timeliness is important to Healthy Treat in regard to expiration dates and product stocking.
 Healthy Treat will use extranets to provide wholesalers with access to inventory numbers and
useful internal information.

Scope of Operations
Healthy Treat will place all of its orders for machinery and products, as well as stock the vending
machines. Healthy Treat will take care of consumers’ concerns and complaints through a
customer care line.

Ongoing Operations

 Healthy Treat will be getting all supplies from Healthy Snack Store and Sam’s Club. Healthy
Treat will also purchase vending machines through Sam’s Club.

 Healthy Treat will need to have 25 vends per-day to make $380,000 a year to operate efficiently.

As a start up vending machine company Healthy Treat will rent a small office located in Fort
Collin, Colorado. This location was chosen because of affordability and proximity to where
machines will be located (Craigslist 2010).

In the initial stages of this company’s development, a phone operator, sales person, and product
stockers will be needed to carry out day-to-day operations.
Products will arrive at the main office using a just-in-time business method and product stockers
will place products in machines. See Appendix D-3 for the company Flow Chart.

Healthy Treat is planning on having at least 25 vends per day and each machine will offer
approximately 30 different products. Each machine will carry approximately 240 products that
will need to be restocked about every 4 to 7 days, depending on sales. Healthy Treat will have 25
machines in the first year. There will need to be at least 6000 products on the shelves at all times.

Financial Plan

Key Assumptions
Healthy Treat will begin its operations with $182,332.84 in assets including 25 vending
machines, 2 trucks, electronic equipment, and furniture and fixtures. Depreciation will be
measured using a straight line method and costs including rent and insurance will be fixed.
Healthy Treat has calculated the average vend price to be $1.67 and the average cost of each item
to be $0.97. Healthy Treat will pay the owners of the locations of its machines 20% of gross
sales. Healthy Treat will purchase an additional 10 vending machines each year. In Year one of
operations Healthy Treat expects to average 25 vends per day with a growth rate of five vends
anually. Vends per machine per day can top out anywhere from 50 to 200. Wages are based on
the state minimum wage in Colorado and the salary for the Operations Manager is based on an
average salary from the industry. These salaries and wages will include a 5% increase each year.

Funding and Pro-forma Financial Statements

Income Statement
As expected net income for the first four quarters is negative, however, each quarter shows
improvement over the last. Years two through five show Healthy Treat’s net income increase
from $6,225 to $68,532, $144,005, and $232,728 respectively. (See Appendix E-1 for Income
Statements)

Balance Sheet
Based on the estimates for initial investment Healthy Treat’s assets, liabilities, and stockholder’s
equity will balance. Assets consist of cash, inventory, supplies, vending machines, trucks,
electronics, and furniture and fixtures. Liabilities and equity include treasury stock, common
stock, and retained earnings. By year five Healthy Treat’s assets will equal $701,101. (See
Appendix E-2 for Balance Sheets)
Cash Budget
Healthy Treat has determined that it will need $90,000 in cash after its initial investments in
order to maintain a positive cash balance with extra funds to cover unforeseen expenses. (See
Appendix E-3 for Cash Budgets)
Revenue Model
Growth as a percentage of sales declines as the business expands. This is to be expected. As sales
increase, so to do the base numbers used to divide them and determine the percentage of growth.

Growth by Year

Year 1 Year 2 Year 3 Year 4 Year 5

School $380,683.59 $639,548.44 $959,322.66 $1,340,006.25 $1,781,599.22
Vending
Sales
Growth % NA 68% 50% 40% 33%

Risks
A risk to be considered by Healthy Treat is that not all of Healthy Treat’s customers will
approach the machines wanting a healthy snack. However, according to the general manager of
Highline Vending, Don Scheid, when a potential customer approaches a vending machine and
does not find something desirable, that customer will generally still make a purchase.

A second important risk is the shelf life of perishable inventory. By maintaining an electronic
inventory of all items in its machines, Healthy Treat can determine what products to order and in
what quantities based on purchase statistics.

A third risk that is imperative to consider is developing positive relationships with the schools in
which the machines are located. To do this, Healthy Treat will offer 20% of its gross margin to
the schools, as well as sponsor school events and have fundraisers to help school promote
nutritional education. By offering schools assistance over the basic 20% premium, Healthy Treat
will ensure good relationships with the owners of the locations in which it plans to place its
machines as well as exposure to the students.

Funding

Uses of Funds
Cash obtained to fund the business will be used to purchase assets (land, equipment, building,
inventory), pay for pre-opening expenses (advertising, salaries, training), and support cash
deficits from operations (if applicable) early in the business.

Based on Healthy Treats estimations the initial investment needed is $292,833. This figure
represents the sum of the purchases of 25 vending machines, two trucks, office supplies,
electronics, furniture and fixtures, on hand inventory, and minimum starting cash balance of
$90,000. The $20,000 needed for inventory is enough to fully stock the first 25 machines twice
 over, allowing Healthy Treat to have its machines stocked and to have an available inventory on
hand to cover restocking as needed. By taking the total dollar amount of operating expenses for
year one on the Cash Budget and dividing it by twelve, Healthy Treat has determined its
operating expenses for the first month to be $15,955. An analysis of the pro-forma Cash Budget
helped determine that in order to operate efficiently while considering early losses the minimum
cash balance needed is $90,000.

After the 5 years Healthy Treat will give its initial investors the opportunity to sell their
ownership in the company at a 160% return on their investment. This will be a $324,533 return
after their investment of $202,833. Should the investor choose to keep ownership within the
company they will be offered a five percent annual increase on top of their 160% return on the
initial investment. With the five percent annual increase the investor will accumulate $10,142 per
year.

Investments and Financing

Vending Machines $ 137,250

Trucks $ 40,898
Inventory $ 20,000
Cash $ 90,000
Supplies $ 500
Computers & Printers $ 2,700
Furniture & Fixtures $ 1,485

Initial Investment $ 292,833

Amount Financed By Managing

Partners $ 90,000 Development
Amount Financed By Venture
Capitalists $ 202,833 Plan
Development Strategy

 Hire Employees: As a start-up company, Healthy Treat will need to hire only a few employees
to set up contracts with schools and suppliers and to place, maintain, and stock the machines. (2
weeks)
 Apply for vending license: All vending machines must pay state sales taxes; therefore, a
vending license is necessary. (4-6 weeks) www.colorado.gov/oed/industry-
license/348IndDetail.html)
 Obtain an office space and transport equipment: (2 weeks)
 Contract with suppliers and school districts. (1 Month)
 Order machines for delivery. (4-6 weeks)
 Order inventory. (2 weeks)
 Update technology. (Beginning of year three. 6-8 weeks)
  Add advertising capabilities to machines. (Beginning of three years. 6-8 week)
 Expand business into a franchise. (Beginning of three years. 1 year.)

References
1800 Vending. (1999-2010). Giving You Tomorrow’s Advantage…Today. Retrieved February 19,
2010, from: http://www.1800vending.com/credit-card-capability.html
Alpert, H. K. Montuori, D., Meerman, T., Sprinkle, D., & Young, L., (2008). The Self-Service
Purchasing Market in the U.S Market. Package Facts, 1-201
American Beverage Association. (2005, August 17). Beverage Industry Announces New School
Vending Policy. Retrieved February 19, 2010, from the Infozine’s website:
http://www.infozine.com/news/stories/op/storiesView/sid/9693/
Aramark. (2009). Vending Offerings. Retrieved February 19, 2010, from:
http://www.aramarkrefreshments.com/Products_and_Services/Vending/Vending_Offerings.asp
Associated Press (Feb 04, 2010). McHenry Company offers healthier vending machines. Retrieved from
http://globalbb.onesource.com/sharedscripts/text/getarticle.asp?id=AMX_APALTIL_54390738
AVI Foodsystems Inc. Vending Services. Retrieved February 20, 2010, from:
http://www.avifoodsystems.com/services/automated/index.html
Brown, D.M. (2009). Managing Sales of Beverages in Schools to Preserve Profits and Improve
Children’s Nutrition Intake in 15 Mississippi Schools. Journal of the American Dietetic
Association, 109, 2036-2042.
Cantaloupe Systems, Retrieved March 11, 2010 http://www.cantaloupesys.com/products.html
Coca-Cola Enterprise Limited. (2006). Welcome to CokeVending.co.uk. Retrieved February 19, 2010,
from: http://www.cokevending.co.uk/cokevending/index.html
Compass Group. (2004) Vending. Retrieved February 19, 2010, from:
http://www.cgnad.com/default.asp?action=article&ID=16
Craigslist (2010) $350 / 200ft² - Sub Lease--private office and/warehouse space (Fort Collins).
Retrieved March 20,2010, http://fortcollins.craigslist.org/off/1693887908.html
Customer Care. (2010). Retrieved from http://www.clifbarorders.com/customer_care.asp?.
French, S. (2006, May 26). Don’t Miss The Healthy Food Trend, Vending Industry Told. Retrieved
February 19, 2010, from NPI center’s website:
http://www.npicenter.com/anm/templates/newsATemp.aspx?articleid=15729&zoneid=5

Epps, Z. ( 2010). USA Today Reports Boulder Colorado Happiest & Healthiest. Retrieved April
16, 2010 from: http://www.boulder-buzz.com/usa-today-reports-boulder-colorado-
happiest-healthiest/.

Healthy U. A healthy, natural approach to snacks at work, school, and play. Retrieved February 19,
2010, from: http://www.healthyuvending.com/
Healthy-Vending.com. (2009). Serving New York City, Long Island, and New Jersey. Retrieved
February 19, 2010, from: http://www.healthy-vending.com/
Hoovers. Don’t Industry Overview: Vending Machine Operators. Retrieved February 19, 2010, from:
http://www.hoovers.com/vending-machine-operators/--ID__350--/free-ind-fr-profile-basic.xhtml
Hughner, R. S., McDonagh, P., Prothero, A., Shultz II, C. J., & Stanton, J. (2007). Who are organic food
consumers? A compilation and review of why people purchase organic food [Electronic version].
Journal of Consumer Behaviour, 6(2/3), 94-110
McFadden, M.. (2006, Jan 20). Healthy Returns. Boston Business Journal. Retrieved from
http://www.automatedfoodservice.com/about.htm
PepsiCo. (2009). PepsiCo Brings First Climate-Friendly Vending Machines to the U.S. Retrieved
February 19, 2010, from: http://www.pepsico.com/Purpose.html
Reuters, Thomson. (2007, February 22). More cashless vending machines rolling out. . Retrieved
February 19, 2010, from the Reuters’ website:
http://uk.reuters.com/article/idUKN2214371620070222?pageNumber=2&virtualBrandChannel=
0&sp=true
Sodexho. (2003). Sodexho. Retrieved February 19, 2010, from: https://www.sodexhovending.com/
Vend Natural. (2010). Healthy Vending with Vend Natural, Inc. Retrieved February 19, 2010, from:
http://vendnatural.com/
Vending Solutions. (2009). Vending Machines with Full Service Management. Retrieved February 19,
2010,from: http://www.vendingsolutions.com/
Vending Unlimited. (2008). Healthy Vending Machines. Retrieved February 19, 2010, from:
http://www.ohiovendingservices.com/healthy-vending.html
Viadero, D. (2009). Junk Food in School. Education Week, 29, 14.
Williams, C. (2009) MGMT (2nd ed.). Chicago, IL: University of Chicago Press
Yara, S. ( 2010). Best And Worst Vending Machine Snacks. Retrieved February 28, 2010
from:http://www.forbes.com/2005/10/05/vending-foods-health-cx_sy_1006feat_ls.html.
Yo! Naturals. (2010). INTRODUCTION. Retrieved February 19, 2010, from:
http://www.yonaturals.com/
York, B. (2009, October 14). Michelle: $373 million in stimulus money for better vending machine
food. Retrieved February 19, 2010, from:
http://www.washingtonexaminer.com/opinion/blogs/beltway-confidential/Michelle-373-million-
in-stimulus-money-for-better-vending-machine-food-64192422.html
Young, J. & Christie, L. (1997). The Vended Foods Market. Package Facts, 1-162
The Outspoken Blvd

Hammer and Sickle Version 3.0

1.  
2.

Oct

The Empty
Being in a small town, I realize how deep my dependency on technology really is and as I
live in a city how dependant I've become on convienence. It's amazing the emotions you
go through from bored, sad, angry etc just find it very unique.

At the same time I find myself enjoying the landscape the mountains, clouds, rain, and
landscape alot like what I feel about Vegas on strip and off strip *very different
You go into deep thoughts you ask yourself why am I here what is my purpose is this all
I'm gonna do what's the answer or is there no answer. A million different emotions go
through your head as your sitting on an outdoor chair under a tree staying in a run down
motel listening to Sinatra, weather is cold and it's damp because it just rained, you look at
3 gas stations, a subway and a resturant at night. You see more than that you see a city of
your thoughts and you imagine your in a different place your out there for a good hour or
two before you go inside and inside you write this as a memoir.

Posted 8th October by Manifesto Orange+Black

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3.

Oct
 8

The Pedals
In Vegas, after a buffet at the casino for dinner and having one beer which is included in
this buffet. I decided I'd go up to my room and take a nap, I woke up late so I rush to get
dressed to go to a show at the south end of the strip well I'm late just 10 minutes. I take
my seat

I'd say in the middle of the show there were some acrobatic stunts, followed by those
annoying paper pedals. I know this was probably a coincidence but as the acrobat was
dropping these paper pedals there were two, what I call renegade ones, that fell at the
right of my seat on the floor. I felt something there and I don't have a clue why but I can
tell you this I was hooked on that show and haven't forgot most of it.

And it's dumb I know those pedals have no meaning whatsoever I mean paper goes all
over the place but for some reason I thought it meant something I just don't know what it
was and I still don't know.

And a feeling previously of "Vegas is getting old" is now reinvigorated to well what
other shows are out in Vegas. *I should say it wasn't that show it was the piano bars they
are what Cleopatras barge should be

Posted 8th October by Manifesto Orange+Black

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4.

Sep

27

The Magnificent City (Part 1)

 Usually dreams don't make sense but this one does I imagine that all of our cities will be
like this in the future as it gets more dense and more populated, I don't think I was
dreaming about a city that exists now or a city I've been to. Lets get started so I had a
dream a while back where I was crossing a high elevated bridge across the desert I
believe there was river and some mountains, don't know if the river was man made or
not. The bridge was huge I believe it was bigger than the golden gate it seemed to go over
a canyon. As I make my way along this big bridge I see a lot of skyscrapers and tall
buildings. Driving through the city there was no sign of barren land everything was
paved, no grass, no trees, just buildings, cement, asphalt etc. The highways were huge
and for some reason was built on the mountain itself they were so complex that you could
easily miss a turn which is what I did in this specific dream. Going up a steep hill I can
see that this is old town the incline was like 60 degrees I think I'm not sure they were old
store fronts but they were only one story. Then I make my way to another part of the city
the streets were made out of a brick or cobblestone had a very English feel to it, as I walk
I see old English architecture then it coincides with high tech buildings. One of the
building was a music hall of types it even had a piano note as a statue thing.

That concludes Part 1, Part 2 I'll go into detail of the music hall

These dreams didn't occur in one night happen over a course of a month or two which is
interesting for me.

Posted 27th September by Manifesto Orange+Black

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5.
6.

Sep

27

The Odd Dream And That Girl

I've been having reoccurring dreams of a girl that I had liked in the past. Now I wasn't
even thinking about her I was thinking about something else as I went to sleep I was in an
apartment complex I've never been to (my dreams come in segments) with a group of
people I think. Then I was in a grocery store looking at produce it then shifted to being in
 this factory with an old woman (different person) with red bruises below her eyes. Fast
forward we are in a vending machine room that had silver Powerade cans with a dude
sitting on the side counter and the girl sitting on the back counter. I think the girl was
talking to the dude on the side counter and someone else but completely ignored me and
oddly I ignored her except for a couple of glances. I finally pay attention and direct my
eyes to her and shes gone so weird. As this happens I'm working in some office that has a
project rest of it is hazy and not part of the main story-line of this dream.

*when i saw that old woman it was in an old 1900's style factory maybe 1950 i think it
was before that.

*the office where i worked at in this dream was again old 1900's style office to me
anyways, everything was done by paper. I was putting an order in by papers, the bottom
paper i stained with water as my boss walked in

Found it very odd that I had a dream like. *I had this dream yesterday and in all honesty
that is why this blog is getting restarted.

Posted 27th September by Manifesto Orange+Black

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7.

Sep

27

A New Direction
For anyone who reads
-2017 is the last time I even touched this blog
-2014-16 was the last time I was fully active on this blog

2018 I'm coming back to blog again and its going to be a lot different I may change up a
few things on this blog but my past blogs are staying. The blogs will be thoughts, ideas,
dreams, experiences my free thoughts. No longer will I talk about workplaces I feel its a
bore I could be writing about better things.
 Why do this I guess to get stuff off my chest. Mostly dreams, for many reasons I guess
my dreams are more interesting, but I will be posting other things, like my past trip to
Vegas and Reno as well as other things.

One thing I wont do is talk about sports.

Posted 27th September by Manifesto Orange+Black

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8.

Feb

Steps That Retail And Other's Should

Consider! (9)
What the problem with today's retail?
Customer Service
Production
High Turnover
Investment in Today's Profits Not Tomorrow's
Employment Morale

Although my steps are in no type of order this is another blog I will be adding to as well.
This is all hypothetical I realize that maybe 1/4 to a half of my opinions can never be
implemented because of human nature, egos, greed, etc. But its always good to dream
because you never know it may come true.

2/1/17
Play to Strengths
Most employers forget this they like to dictate what they expect and what they think they
deserve. Well every human being is different and all should be utilized differently. There
should be a tolerance for this for instance, if you have an employee who produces leave
him or her be, don't try and shape them into a service employee and vice versa. This
should be a fundamental fact but so many employers get this wrong. Because employers
impose there will on there employees, you get toxicity, disgruntlement, and unmotivated
workers who essentially act the part cause they are afraid to lose there jobs (the worst
worker you could ever have even beats out a lazy or "rude" worker)

2/1/17
Free Agency/Waiver/Trade /Release Status

Restricted Free Agent Status- Before the 2 years the employee is under arbitration with
increment raises every six months (increments of .10 to .30 cents determined by an
arbitrator based solely on production or rate) when an employee hits 2 years that
employee should have the right to look for another store that will pay he or she a higher
wage (in increments of .50 cents). Employee must file for free agency before the deadline
and meet all prerequisites.

Waiver-Stores can be in a situation where they hire too many or the store may not have a
need for certain employees (ie department gets abolished in a particular store) Stores can
waiver any employee for assignment at anytime this opens up the employee to sign with
another store. Stores that claim an employee incur a 24 hour wait, the employees store
must withdraw the employee from assignment to avoid losing the employee.

Trade- Stores. DC, corporate offices can trade employees to one another, this creates a
situation that might bode well for both stores and benefit them. There are drawbacks,
there can be one sided trades but for example one store has 3 employees too many and
another store has a disgruntled employee who hates a manager but is excellent at
production there can be a trade in this instance. Or a store is lacking in production so they
trade two employees who have great customer service skills and poor production and rate
skills for an employee who has great production and rate skills not so great in customer
service. Trades can also help the fluctuation in departments if one store has too many in
the produce department they can trade them for people they may need in say the meat
department. Trades should be conducted locally.

Release/Unrestricted Free Agent

Instead of employers throwing away people like there raw meat why not put them in a
pool in which other facilities have a chance to take a look at that talent, this shouldn't be
used as a throwaway status employees who feel they are underutilized should feel
empowered to ask for there release and find a store they are happy with. Unless the
employee was involved in something major such as stealing or violence they should be
given a second chance. They should be granted a two week try out period after the two
weeks of the store that is interested, store can make an exception to this as well.

2/1/17
Disciplinary Actions should be replaced with suspensions
Instead of scolding the employee with a threat to fire or to receive a write up whether its
justified or not they should instead receive a suspension that they can appeal to corporate,
if the employee initiates an appeal they should not receive the suspension until the
determination of corporate (or it could be done with an arbitrator).
2/1/17
Right To Refusal- This should be implemented I fully agree with the so called "old
school" way of doing things as far as job duties.
You should have the right to refusal to do any position outside of your main job duties for
instance a grocery worker should not have to double as a hardlines worker, or a frozen
four person should have to double as a produce worker (this includes temporary or
emergency times). The added "other duties assigned" should be abolished this is a
statement of abuse by the retail worker and most are not paid enough to handle extra
assignment. I do believe that there should be a "record of refusal" which indicates what
an employee refused to do however, they should not be held for disciplinary action.
Refusal of an employee should not result in a personality differential treatment nor a
substantial cut in hours.

5/23/15
Every business should have a burn out clause. Lets face it we all burn out... everybody
has there point to where they can't take it anymore and businesses should have a
provision for that.
Burnout Clause- if in the event an employee is incapable of doing his or her job because
of any of the specified reasons they are to be suspended for 2 weeks, the first week will
be compensated by regular pay and the hours they were assigned to work, the 2nd week
a reduction of 50% of regular pay. In addition they are to write of a plan of rehabilitation
to be completed with the assistance of a superior. Plan should be enacted for at least 3 to
6 months and no more (more time will demoralize the employee). This should not be
considered as a deterrent from promotions nor from reference letters. It should not be
treated as a write up or any kind of disciplinary actions. However, if the employee
violates the plan it should be recorded as a disciplinary action

7/13/13
Contracts:
Although I believe that all human being's should have a right to healthcare that system is
not going to exist in the US for a long while because we have a capitalist mentality.
I do believe that we should have a contract system so we have better job security and can
afford healthcare. Abolish employment at will.
I believe that any service or labor type industry should be structured a lot like Major
League Baseball only instead of 3 to 5 year contract have a 10 years contract with
incentives. Sure it would take a hit on businesses but it would be a splash in the bucket if
they were to take all benefits, healthcare, etc. except the 401k away from employees.

This is only an example same with the figures. (Figures are just made up Did not
calculate them)

Salaries determined by experience and performance and the bigger the contract the higher
the salary
15 year contract, 5,000 dollar signing bonus "forfeited" if service is less than 10 years.
(30,000 dollar fine if contract isn't fulfilled) Entitled to a cap of 15,000 dollars worth of
performance bonus (cap can be increased by company). 1500 hours of overtime allowed.
3500 fine for off the field incidents that injures the worker (can't work a period of time
because of it). Eligibility in Supervisory training after year 9 and supervisor contract after
contract is completed.

10 year contract, 2500 dollar signing bonus "forfeited" if service is less than 5 years.
(10000 to 15000 dollar fine if contract isn't fulfilled) Entitled to a cap of 10,000 dollars
worth of performance bonus (cap can be increased by company). 800 hours of overtime
allowed. 1500 fine for off the field incidents that injure the worker (can't work a period of
time because of it). Eligible for supervisory training after year 7.

5 year contract, 500 dollar signing bonus "forfeited" if service is less than 3 years. (2500
dollar fine if contract isn't fulfilled). Entitled only to a cap of 5,000 dollars worth of
performance bonus barred from cap increase. 450 hours of overtime allowed. 150 dollars
for off the field incidents that injure the worker. Eligible for supervisory training per peer
group panel and management.

Year to Year contract (Journeymen Contract), no signing bonus, entitled only to a cap of
500 dollars of performance bonus, amount of overtime is determined by management cap
cannot exceed the 5 year contract cap. 150 dollars for off the field incidents that injure
the worker.

On Call Contract, no signing bonus, no performance bonus, overtime is determined by

management cap cannot exceed more than 75% of the 5 year contract cap. Amount for
off the field incidents are determined by management cannot exceed 350 dollars.

Employee contracts can be consecutive at the same facility in the same department.

Supervisor Contracts

3 Year Contract- Signing bonus to be determined by the company, Salary: 20% above
the industry standard. No performance bonuses. 1 year probation must get a satisfactory
ratings/performance to continue. Is subject to a 2 year term in the same facility, same
department/ 3 year term in the same facility, different department. After terms are
fulfilled they must relocate to another facility if there is not a position available they can
enter a common workers contract or foreman contract.

Foreman Contract- No signing bonus, Salary 10% above industry standard, no

performance bonuses. Year to Year contract. No probation and no performance standards.
Hours capped to 1000 hours a year not to exceed 1300. Reports to the 3 year contract
Supervisor.

Management Contracts.
Management is a servant to the company and are not assets. The asset is the employee.
The contract for a manager is more volatile.

Every manager is on a year to year contract, salary 30% above industry standards and
performance is based on.
Morale
Performance
Turnover
The ability to lead
Another metric is the number of write ups or punishments given. If they give too many its
a sign of them losing control and counts against them
Can only serve 2 years in the same facility same department after that they must move to
another facility.
There contract can also be terminated by employee vote, of 75% or above.
They can choose to enter a foreman's contract at lesser pay if no job is available at
another location or if they choose not to leave.

12/09/12

Award System Based On Points- Points can be redeem for a designated prize. This is to
get the employees working at there best. Sure its like bribery but its better than always
having to direct the employee to do something or having them sitting idle. The point
system would work something like this. Although some of these are hard to track

3.5 points for saying hello to a customer

10 points for regular assigned duties (service)
15 points for activities outside of the the department (service)
20 points for labor within the department
30 points for labor outside of department
50 points for serving the customer within the department
70 points for serving a customer outside of the department
100 points for other associates sales credit (as in you help a customer in another
department there's a sale you pass it on to that sales associate in that department)
200 points going above and beyond the call of duty (member of management and
associate have to witness this)

12/01/12

Thought I'd add an interesting one....

Trade Market- Just like in sports I think there should be a trade market in retail for a
couple of reasons.
1.) Gives the employees more security as in keeps them employed
2.) Gives troubled employees who are hard working another chance to improve and start
a new slate
3.) Helps with people who are tired of doing the same process over and over again.
4.) Spreads the wealth of talent around to help all "big league" businesses
Sure it has flaws small businesses couldn't compete in this but this is still a tool that
would empower the employee to cultivate there intellect and change there ways in some
cases.
Lets face it alot of us dream what it would be like to be in big league sports why not
implement that in everyday business....

11/22/2012

Policy and Stats Clause (similar to Personal Issue and Decision Clause/ Passion Clause)-
Employees or Associates have the right to know what companies policy is. And have the
right to know the statistics or certain factors such as outcomes like what happens when
you violate a policy or walk away from a supervisor or whatever the violation may be.

Amnesty Clause- Each employee should be entitled to one serious violation that is to be
waived. However, if a second serious violation occurs it can incur a punishment
determined by a collaboration of the company union rep and HR.

Rebuttal Clause- Employees have a right to Rebuttal that will be reviewed by the
Company Union Rep/Employee Relations Associate and HR for a decision. If there is a
deadlock it will be reviewed by a panel of 3 members of management/supervisors and 3
members of associates not associated with the department. The Rebuttal cannot take
place until after 14 days of the initial write up. This serves two purposes: 1- it protects the
employee from inflaming the situation 2- its gives both parties a chance to cool down.
Management also has the same right if the associate/employee write up or violation is
overturned. They are held to the same standards they can submit a rebuttal no less than 14
days after the overturn verdict.

Collaboration Clause- Any form of competition between departments, associates or

management is not tolerated. Everyone works for one goal. Every department must work
together if not upper management, upper management or company union can implement
the Switch Effect. Switch Effect consists of a switching of departments by parties in
conflict if necessary a full switch - everyone switches.(all departments will be cross
trained).

Mandatory Cross Training Policy- All associates will be cross trained in all areas. This
does not mean the associate is forced to go to a department when needed. The associate
will still have a choice. This is to reduce stress and doing the same repetitive job task
over and over again and to give the associate more hours. The policy also benefits the
company by shrinking there departments thus saving money.

Reasonable Production Clause- Production forecasts and goals will be over exaggerated
(by a small margin or huge margin). If an associate is not making goal but is close or
shows an attempt they are not subject to termination (they could be subject to
coaching/plans/follow ups). However, if the associate is not making production for a long
period of time (not just 1 day more like 3 or 4 weeks) they are to be put on an action plan
if they there is no improvement they are given a decision day and given 30 days to
correct the situation before getting terminated in good standing. Determination of
acceptable standards will be negotiated between HR, company Union and management.

Company Union Rep/ Employee Relations Associate is to act as an advocate for the
employees. They are to back up the employees even if they are wrong.
HR- is to protect the management with the same standards as stated above.
Upper Management- is to stay out of any relations. This is to prevent perceptions and
actions of favoritism and increase morale. If anything they're job is to protect company
assets and operations.

If any conflict is to occur where tensions are high. Either party has the right to take a 15
min cool down. The cool down can be anything except for any violence, threats,
harassment or safety violations (grey area is to occur however). They are not to leave the
premises no farther than the parking lot.

11/16/12

Company Union- Create an organization for the employees and by the employees with a
board of the employees choosing. This would create positive morale and a sense of
having someone sticking up for the little guy. Will carry a company union rep. or the
employee relations associate will carry this title.

Put management on the same playing field as the associates- In my experience with
companies they seem to protect and keep there managers essentially acting as a union for
there managers while there employees get nothing. Make the management accountable
don't have HR protect them. If its an issue where both parties are at fault give both parties
the same treatment

Anti- Retaliation Clause- Retaliation should have a zero tolerance policy and should gear
more towards management. Management is 60-70% of the problem. How do you quell
this situation? 3 strikes rule- when does it count? When management tries to terminate an
associate through a technically (mandatory work day or schedule the employee on a day
the employee cannot come in and the employee already specifies that he or she cannot
come in, etc)

Force Transfer and Termination Clause- If an employee has continual conflicts with
management ie supervisors, managers in their respective department. Immediate removal
is required. In 6 months if the associate shows the same behavior in there new department
they are to be immediately terminated. If the decision is made to keep the associate in the
same department the associate has the right to petition for a Transfer and Termination
Clause to be enacted.

Personal Issue and Decision Clause/ Passion Clause- if an associate or a member of

management violates any policies, procedure or rules of the company that stems from a
legitimate personal issue (family, stress, health) they have the right to petition for this
clause a minimum of 6 months is required for the clause to be enacted special
considerations are permitted. The associate or manager is then given 3 paid 6 hour days
to decide whether to continue employment. They shall write a plan of action if they come
back but will not incur any penalty such as (probation for a year from promotion etc.)

10/24/12

Romance/Relationship Engagement Contract- Same as a love contract that some business

talk about but never implement or silently implement this is entirely different. An
Associate/Supervisor, Associate/Manager, Associate/Associate should be freely engage
in relationship/romance off the clock or behind the scenes with protection from sexual
harassment (however if one person is uncomfortable they are protected under whatever
sexual harassment policy is in place) or termination. At the same time the engaged
persons are fully responsible for the actions that may break company policy. The two
persons should not be in the same department.

Protect the Employee First (Splash the Flame) Policy- If there is a problem with the a
Supervisor/Associate or Associate/Associate (even Associate/Manager) any event that
does not involve physical or verbal violence. Basically this is a policy of discussing and
mediating independently with the parties involved. If there is no solution, a designated
mediator for the department/store will step in to resolve the situation. If there is still a
problem a manager or HR is to step in.

Implementation of an Employee Relations Associate- To offset HR and police HR from

protecting the companies assets 90% of the time. A Employee Relations Associate is
designated out of a lottery (literally a paper out of a hat type of system) they of course
will have a trial period to determine if they are suited for the position. There will will be a
different ERA every year to hold integrity in the position they can be voted out by the
associates at any time (management has no say). This Designated Associate will defend
or protect the employee in situations where HR or Management will try to gain control,
threaten or manipulate the employee. They are also there to hear the employees
difficulties and complaints without the fear or threat of "being at odds" with management.

Clearing House (A)- Associates can implement a "Clearing House" which requires a vote
of 85%. In this policy the management is automatically put on a 90 probation to change
whatever they are doing wrong and to increase morale.
Clearing House (*)- If average of turnover is abnormally higher than industry average
Management is put on a 90 day probation regardless of rank and years.

Discount- There should be an increase for the amount of years you work for the
companies for example 20% 0-5 years, 25% 5-10 years etc.

10/7 Rule- Employee should have the right to override a company's decision to layoff or
terminate them if they've had 10 years in the business and 7 years with the company.
Providing there in 75% good standing.
Challenge Writeups- Associates can challenge write ups. They are to reviewed by the
Employee Relations Associate and HR then submitted to HQ or arbitrator. However, it
can be resolved by management if both parties are satisfied.

10/14/12

In The Trade Discount- All retail workers are in the same boat go through just about the
same thing, Why not have a discount in other competitor stores from 5% to 20% percent?
This increasing employee morale and pushes companies to treat employees better.

Waive the Conflict of Interest Policy- People need to pay bills and need to have some
sense of stability. The only clause I would put in there is a worker can not be a supervisor
in either company if they are to work for both companies. It honestly benefits companies
better they get people who know what there doing and know where the discounts are.
Gives a customer a piece of mind and doesn't push the customer into buying something
they want to research further.

Contracts (like MLB not as expensive though lol) this could still institute a conflict of
interest clause infact it makes more sense in this scenario instead of what they have now.
Employees are given a choice to devote no years and have no type of benefits. Or a 3 to 5
year with benefits if an employee breaks a contract they leave losing all benefits. If an
employer decides to sever the employee the employee gets severance pay (retailers and
retail warehouses would then have the option to sever bad or non productive employee
easier). Simple. You won't have high turnover and you are able to retain some of the
employees who are an asset.

3/17/13

On Call
So with retail companies that have the on-call position or temporary position there
somewhat of a problem of having fairness in that type of system so to mediate that
situation there should be three categories I will name these On-call positions but they can
be applied to temporary positions as well. Performance can and should be overridden in
place of minor and mild disciplinary actions. This shall be determined by the Union rep
or steward, employee relations associate and a panel mix with external board (budget
permitting), internal board (group of associates), management, and union reps evenly.

(CompanyName) Star On-Call Associate- Get's same treatment as part time associate on
availability of hours. If they accumulate enough hours (C)SOCA will get part time
pending budget of the following fiscal year.

Premium On-Call Associate- Gets a priority call in or scheduling option in addition they
earn a first priority on any part time position that opens up.

In Transfer or Training On-Call Associate-Gets 2ndary priority on hours (pending on

 how many there is ) and has a minimum of 60 scheduled days to meet exceptions and 120
scheduled days to exceed expectations.

Standard On-Call Associate- Get's either 2nd priority or regular priority. They are subject
the standards of the quota presented. No extra perks associate with this level. Can be
subject to a performance review plan giving the associate 90 (worked) days to correct
performance or behavior.

Posted 2nd February 2017 by Manifesto Orange+Black

Location: Phoenix, AZ, USA

Labels: eddie lampert employment human resources money retaliation rights unions

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9.
10.

Nov

The Drawbacks Of Lean Six Sigma

The Faults of Lean Six Sigma (at least at the company I’m at)

Some of these issues lie with in statements such as these….

We’re cutting way too many resources

 Our manpower is going down we are asking employees to do more

 We are asking our own associates to take responsibility for things that should be passed
on to management or a troubleshooter which puts more stress on them

 We’re stressing about quality yet we are setup to be a production based business
 Metrics are way too arbitrary it’s at a set point which you cannot fluctuate or bend or
curve (for businesses who set the bar at a certain level and if your over you are penalized)

 I feel like a robot

I will be taking you through a scenario which is what most businesses are going toward
and in my opinion it is a big mistake. I’ve studied the lean six sigma process and I can
say this, it works for “some” businesses, for instance, manufacturing, warehousing,
logistics has had much success in it. Even though there are successes, there are many
failures as well even in those aforementioned industries that I’ve seen firsthand. For
example, a warehouse that had overzealous supervisors who were all about quality and a
staff who were trained to pump and dump, it resulted in a very toxic environment,
distrust, and a lack of production. Another example would be a place I worked at who
“talked game” about lean six sigma but never actually implemented it, all the
implementations were shoved to the side and only followed when visitors arrived (this
place had high volumes of production and even though employees were not happy they
worked as a team). In these two examples, was lean six sigma a good fit? Or were they
better off without it and finding a better system to meet there needs.

Currently I work for a company who takes bits and parts of lean six sigma and
incorporate it into their program. Now when I first joined the company my original
thought was they are implementing this system to improve quality to cut down the
amount of errors. Initially I was actually believing that I was with a company who
implemented there form of sig sigma successfully. As time went by I started to realize the
cracks. As I was getting acclimated, I automatically thought there was something wrong
but I passed it off as being nerves my feeling was “something happened at this place it’s
not like other jobs I’ve had” and I’ve had bad jobs with bad companies before. The
atmosphere is gloom and doom, in fact, I call the supervisors and management the
“legion of doom” (I keep that to myself). My feeling was that they had laid people off at
that location, probably other locations as well. Also odd was the upper management they
all had about 5 to 10 years with the company all coming from a
manufacturing/production background for a company not even close to those respective
fields.

In training, we are coddled, taken care of, and I guess they were just trying to make us
feel at home, it was almost like a propaganda, I mean impressive cause most companies
just throw you to the wolves. We were harped on quality and were told briefly it’s not
about production anymore. After training, we’re in the que’s and told focus on quality not
quantity. Infact, at the end of training they laidout what’s expected of us which
bewildered me as to why they weren’t upfront to begin with and why none of the long
timers told us anything, at least in other companies I would know what the company was
really about in week one sometimes even in 2 or 3 days. We also have classes of errors;
the higher errors is what they are focusing on, lower errors don’t mean anything (at least
not yet who knows they may throw another curveball at us). Errors are reviewed and the
reviewers make a determination whether it’s a major or minor error.

Then tell us this, “so yeah I know some of you guys are nearing that threshold for errors,
focus on quality but try and to produce more so that you don’t get hard with an error” or
“drive your error rate down by production” to me that’s confusing, (yes I know that
they’re trying to say, find a good balance) but, what that statement really means to me is
“produce more”. I’ve even talked with other people who said the same thing its confusing
they talk about quality yet they want production (so it’s almost like a meter that’s just
wiggling back and forth). In my opinion this partly has to do with them shifting from
production to quality so there’s push back on the quality stance plus they have a “flex
program” that partly has to do with production. This whole company is about numbers,
you have a management team that came from a production background, was in place with
this company when the focus was production, and your trying to change the facility into
quality. To be honest, they are succeeding don’t get me wrong their numbers are
substantially better in the quality metric but at what cost…

This brings back to the mention of layoffs which I did find out happened (in other
facilities in other states too) in some fashion no one is really talking about it though, and
they fact that they are always hiring and most likely firing people too. So, they hire a
group of people, train them, putting them in ques with the intention of keeping the best
and dumping the rest. This is what I think is happening at the company I could be wrong
but it would make sense as to why the atmosphere of that facility is gloom and doom and
just different. If they are doing this I disagree with it and I don’t think it’s very lean six,
here’s why your cycling through employees you’ve trained for the position. So, they fail,
you’re just going to throw them away like a piece of garbage there’s is no leeway, there is
no transfer into another department that would probably fit them better? You have lost an
asset you have lost money how is this being lean?

You may say ok asshole what do think should happen Mr. know-it-all or you might not
care which is fine by me. Well for one I would try and do more team based activities to
get other people talking to one another and comfortable (they do this but it’s a halfhearted
attempt and doesn’t happen often as it should-sign that the company is still about the
production in my opinion). Take the micromanagement out completely in fact reduce the
number of people with authority or “trainers”, have the employees police themselves,
possibly have an environment where someone screws up another team member gets on
them, or helps them, or whatever. This might not work and yea there will be jerks but it’s
 better than the micromanagement. Split the team up in categories production
based/quality based the reason behind this would be to play to each other’s strengths and
have a steady number of units being pumped out and reduce the errors. Of course, the
company will not do this because it would require more manpower. This is how the flow
would look, production team member cranks the units, those units get funneled into the
quality section who looks it over, then it goes to review for the checking of errors (maybe
elimination the errors classes as well). I would pay the quality unit more than the
production unit; you want them to have experience and be thoroughly trained to look for
errors. In addition, these teams would be balanced no overloading which means the
production process would be longer but more efficient and accurate. I really think this
process would work better but it’s just a theory and my idea is not lean six sigma I don’t
believe in anything that has to do with six sigma in my opinion it works 50% of the time
and you have to have the right formula to do it, have a nice day.

Posted 7th November 2016 by Manifesto Orange+Black

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11.

Nov

20

Two New Pages On my Blog

Global Warming Paper First Research Paper in College. I look back at it and kinda
chuckle.

Healthy Treat (Business Plan) A business plan made by my group me and five other
people

Enjoy!

Posted 20th November 2014 by Manifesto Orange+Black

 0

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12.

Nov

The Outspoken Blvd Youtube Channel

The Outspoken Blvd Youtube Channel

Posted 6th November 2014 by Manifesto Orange+Black

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13.
14.

Nov

Fiscal and Monetary Policies of Obama

and FDR

Fiscal and Monetary Policies of Obama and FDR

 The fiscal and monetary policies of both Obama and FDR reflect their time and a

lot of the policies will be different and unique in their own way. However, there are

distinct similarities of policies of which they have made such as public works programs.

Obama somewhat mirrors FDR in terms of trying to create jobs when there is an

employment deficit and both Democrats. Their ground work is somewhat similar

however; reasons and situation are somewhat different.

For Roosevelt one reform policy that really stood out was called the Tennessee

Valley Authority which was led by three directors Arthur Morgan of Antioca College,

Harcourt Morgan of University of Tennessee and David Lilienthal the youngest at 33.

The TVA faced according to the TVA website, “whether it was power production,

navigation, flood control, malaria prevention, reforestation, or erosion control—was

studied in its broadest context.” In 1933 the Tennessee Valley was in horrible shape the

land was over farmed and was eroding the soil, crop yields went down, and good timber

was cut. The TVA according to the TVA website, “TVA developed fertilizers, taught

farmers how to improve crop yields, and helped replant forests, control forest fires, and

improve habitat for wildlife and fish.”(TVA 1) During TVA in the Great Depression the

TVA managed power, rivers, and dams all three through Tennessee Valley. There was a

town called Norris which that caused a flooding of a vast area of 153,000 acres that were

bought out from 3000 farmers for the building of a dam. After the start of the Norris dam,

construction began on the Wheeler dam TVA hired thousands of people in 1934 there

were 9000 or more employees at TVA. TVA also saw a shift toward government ran

electric power with the erection of the Norris Dam.(Shales 174-178)

 In Obama’s

speech which was given on Feburary 24, 2009 there was mention of the creation of jobs.

Obama like FDR wanted to create jobs and have better infrastructure in the United States

and is in essence creating the very same infrastructure projects that mirror FDR’s

policies. According to the White House speech, Obama on employment and

infrastructure issues, “Over the next two years, this plan will save or create 3.5 million

jobs. More than 90% of these jobs will be in the private sector – jobs rebuilding our

roads and bridges; constructing wind turbines and solar panels; laying broadband and

expanding mass transit.” (Obama 1) On a website called recovery.gov there will be $150

billion dollar investment in infrastructure which means it will, “enact the largest increase

in funding of our nation’s roads, bridges, and mass transit systems since the creation of

the national highway system in the 1950s;”(Recovery 1) Obama’s infrastructure is more

geared to transportation recovery. FDR and

Obama have similarities in respect to the infrastructure of the United States. The

difference between FDR’s plan and Obama’s plan is that both are centered in helping a

different group. For instance, FDR wanted to help farmers have a better standard of living

and helping farmers with projects such as TVA and provide electricity to all for a low

price. FDR’s job programs were mainly toward the agricultural sector. Obama is dealing

with a population of people who have lost their jobs because of outsourcing industries or

globalization in FDR’s era that rarely happened. Obama’s main plan is to help the people

who lost jobs in the recession a job in the infrastructure of building better highways,

bridges, roads, transportation etc. One notable monetary policy was

when FDR took the US off the gold standard from 1933 to 1934. Roosevelt had a bank
holiday and suspended all gold convertibility and gold exports. The dollar reacted

horribly to the suspension of the gold standard when it sank 11.5 percent against the gold

standard currencies. The gold standard apparently didn’t work in Roosevelt’s favor

quoting from bnet,” Relieving unemployment, instituting a massive public works

program, and increasing domestic prices were foremost in the objectives of the New

Deal. The new administration saw the need to subordinate the gold standard to the pursuit

of these domestic objectives.” The Roosevelt administration wanted more deflation

which it according to bnet,” On June 5, 1933, the U.S. Congress undid the final link

between the gold standard and the domestic economy when it abrogated the gold clause

in government and private contracts.” However many participants of the conference

drafted a policy declaration to return to the international gold standard but, Roosevelt

rejected the proposal. In 1934 under the influence of Roosevelt the Gold Reserve Act was

passed which transferred gold from the Federal Reserve to the US Government and

banned gold from circulation and also banned gold coinage.(BNET 14-19)

Another reason for

the bank holiday was that in places like Nebraska there were 1.3 million people and 1,000

people per one bank. There were banks that were struggling to take deposits and give out

loans. The depression made farmers more poor and banks failed at high rates. According

to the Living History Farm article, “During the 20s, there was an average of 70 banks

failing each year nationally. After the crash during the first 10 months of 1930, 744 banks

failed – 10 times as many. In all, 9,000 banks failed during the decade of the 30s. By

1933, depositors saw $140 billion disappear through bank failures.”(Living History Farm

1) Also according The EconReveiw there was problems with loans that were dealt to the
investors, “In the early years of the Depression, banks with loans to investors in the stock

market were immediately at risk. Bank runs compounded these problems even for

apparently healthy banks.”(EconReview 1) A bank run happens when a lot of bank

customers withdraw their deposits in account because, of a belief that their bank is

insolvent.(About.com 1) This enacted Roosevelt to pass the, Emergency Banking Act of

1933 which authorized the government to, “strengthen, reorganize, and reopen solvent

banks”.(Britannica 1) After reexamination of the banks 5,000 were reopened within three

days. In 1933 the Banking Act was passed which gave Federal Reserve tight control over

investment practices and created the Federal Deposit Insurance Corporation to insure

deposits up to $5000 dollars at the time.(Banking Acts 1)

This is somewhat similar to the banking crisis that we are in today and the method

of fixing the banks seems to be somewhat similar. Like FDR Obama is using government

intervention to help banks however, all he is doing is injecting cash into the banks to keep

them afloat. Although there are signs that the banks will be strengthened and reorganized

just like in the FDR era. Recently as March 03, 2009 AIG asked for a $30 billion dollar

bailout in agreement to give the government two of their divisions.(Szustek 1) Also

contained in the Obama speech on February states that, “we will act with the full force of

the federal government to ensure that the major banks that Americans depend on have

enough confidence and enough money to lend even in more difficult times. And when

we learn that a major bank has serious problems, we will hold accountable those

responsible, force the necessary adjustments, provide the support to clean up their

balance sheets, and assure the continuity of a strong, viable institution that can serve our

people and our economy.”(Obama 1) Apparently Obama judging from this quote of his
speech will take the Roosevelt path of strengthening and reorganizing.

Roosevelt and Obama’s plans seem similar in comparison

however, there are very big differences. For instance, Obama does not have a commodity

standard problem like FDR did. FDR did not have the big multinational bank problems

and failures that Obama has had such as AIG. However, both are in an age of uncertainty

of future and both strive on the goal of giving the unemployed a chance to work by

infrastructure programs. Both have a platform that is more similar than different however,

the FDR’s situation was far more troubling than Obama’s.

Bibliography

"Banking Acts." Spartacus Educational - Home Page. 05 Mar. 2009 .

"Bank Failures Cause the Great Depression." The Econ Review. 13 Feb. 2009.

"Bank Failures during the 1930s Great Depression." The Wessels Living History Farm,
the Story of Agricultural Innovation. 05 Mar. 2009 .

"Bank Run - Dictionary Definition of Bank Run." Economics at About.Com -- Your

Portal to the World of Economics. 05 Mar. 2009 .

"Emergency Banking Act (United States [1933]) -- Britannica Online Encyclopedia."

Encyclopedia - Britannica Online Encyclopedia. 05 Mar. 2009 .
 "Remarks of President Barack Obama -- Address to Joint Session of Congress." The
White House. 24 Feb. 2009. 4 Mar. 2009 .

"The Act |." Recovery.gov. 05 Mar. 2009 .

"The International Gold Standard and U.S. monetary policy from World War I to the
New Deal | Federal Reserve Bulletin | Find Articles at BNET." Find Articles at BNET |
News Articles, Magazine Back Issues & Reference Articles on All Topics. 05 Mar. 2009
.

"TVA: From the New Deal to a New Century." Tennessee Valley Authority home page.
05 Mar. 2009 .

Shlaes, Amity. The Forgotten Man : A New History of the Great Depression. New York:
HarperPerennial, 2008.

Szustek, Anne. "What Does the Latest Federal Bailout Mean for AIG?" Finding
Dulcinea. 03 Mar. 2009. 04 Mar. 2009 ..

Posted 3rd November 2014 by Manifesto Orange+Black

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