Distilled Doesnt Mean Pure

Heres a comment a reader posted in response to my article on removing fluoride from water:Ive been taught that distilled water is the purest that one can drink. On the original article you write that this is not a safe assumption. How so?Distillation does purify water, but it cant remove all contaminants. Actually, distilled water can be very impure. Consider how distillation works. First, youre basically boiling water and then letting it cool to collect it again. Ideally contaminants with different boiling points will be removed, if you are careful to collect the distilled liquid at exactly the right temperature and pressure. Its not as easy as it sounds. Plus, there are contaminants that wont separate from the water just from vaporization. Sometimes the distilling process actually adds contaminants that werent originally present, from the glassware or metal components.For distilled drinking water, keep in mind even if the distillation process is scrupulous, impurities come from the container into which the water is placed. Heavy metals are used to stabilize packaging plastics and can leach into the water over time. For that matter, plastic monomers coat a new container and become a part of bottled water.Hard Soft Water | Distilling Ethanol for Your Car

Importance of the Setting for Dracula Essay - 1267 Words

Importance of the Setting for Dracula With castles, hidden streets, waterways, recurring rainy weather, interesting European architecture, and mystique, London is the perfect location for Bram Stokers Dracula. London: The capital of Great Britain, and the center of attention in the nineteenth century, due to the many incidents that were going on at the time. The novel includes many daunting scenes, such as when Dracula heaves a sack withholding a deceased child before three female vampires. Stoker may have been influenced by Londons numerous enticements; it is no surprise why he choose it to be the setting of his novel, London seems to be exotic and unknown. Stoker is obviously inspired by Londons castles, hidden†¦show more content†¦Everything what makes it difficult to see, for example dimming lights and dark thick walls are characteristics of this type of architecture. Overall you could say, that the counts castle looks like the cathedrals in the thirteenth century, it is a copy of a medieval bui lding. London also seems perfect as a location for this novel not only because of its buildings, but also because of its weather and its scenery: Because London (or Great Britain in general) is an island, it is surrounded by water. This makes it isolated from the main land. It makes it problematic to reach, thats why Dracula has to go by ship when he leaves Transylvania and goes to London. People often connect harbors with something frightening and you can see harbors as well in horror movies. To come back to creepiness what is caused by the difficulty to see certain things, it is also necessary to say, that because of the surrounding water and the rough European climate, fog and a lot of rain. is caused. These are the ideal conditions for Dracula to enforce his killings, because he can call for the fog and the rain. In the nineteenth century London streets were also very small and hidden, with only little lightening.Show MoreRelatedMovie Review : Dracula 1550 Words   |  7 PagesPlay: Dracula Author: Bram Stoker (Adapted by Chris Mangels) Director: Chris Mangels Scenic Designer: Chris Mangels Costume Designer: James McDonnell Lighting Designer: Steve Lamar Sound Designer: Nick Terry Performance Date: Sunday, October 18, 2015 Producing Organization: COS Theatre Department Theatre Space: COS Theatre On October 18, I attended the COS Theatre production of Dracula. This melodrama, adapted by Chris Mangels is set in the District of London, England, and across the continentRead MoreAnalysis Of Bram Stoker s Dracula1448 Words   |  6 PagesDracula is a widely known novel written by Bram Stoker in 1897. It is popular worldwide for its intense love story and backstory of the infamous Count Dracula. Stoker was born in Dublin, Ireland in 1847. As a child, he was very ill, so in an attempt to entertain himself, he read several books and listened to the horror stories his mother told him. In turn, Stoker became interested in ghost stories and began writing them. Gothic fiction was a genre that was extremely popular during this time periodRead MoreReview Of Dracula By Bram Stoker1568 Words   |  7 PagesItself Dracula is a gothic horror novel written by Bram Stoker in the year 1897. The novel is set primarily in England and Transylvania in the late 1890s. The novel follows the story of Dracula, an extremely powerful vampire, and his conflict with a small group of men and women led by Dr. Seward and Van Helsing. Dr. Seward and Van Helsing emerge as leaders of the group early on in the novel, allowing readers to observe the similarities and differences between the two doctors. In Dracula, Bram StokerRead MoreDracula As A Metaphorical Point Of View1275 Words   |  6 PagesIn Stoker’s novel, Dracula, as we read we begin to understand the many types of personalities within Dracula. We can’t quite seem to figure out which characteristic best suits him, so it’s a novel that has to be read thoroughly in order to find out. Dracula’s task in the novel seems to be quite easy, but even with it being so easy his character is of great importance. The novel begins in a w eird manner, as it is hard to comprehend what is fully happening. I can see how easy it is to get lostRead MoreThe Importance of Houses in English Literature717 Words   |  3 PagesThe importance of houses in English Literature begins to hold more relevance in the early 17th century and this trend continues into contemporary writings. When analyzing the significance of houses in Jane Austen’s Northanger Abbey, â€Å"The Lake Isle of Innisfree† by W. B. Yeats, and Dracula by Bram Stoker, it confirms that houses have reached beyond their functional roles, and have developed characters such as, history, ideology, and mystery, which can foreshadow future occurances by illustratingRead MoreEssay about Bram Stoker1449 Words   |  6 Pageshundred years ago. One could hardly imagine that his creature of the night would delight and inhabit the nightmares of every generation between his and ours. Count Dracula has become an icon of evil, and is perhaps the most widely re cognized bogeyman in all of world literature. To date, there have been over one hundred films made about Dracula or other assorted vampires, not to mention countless novels, comic books, nonfiction works, toys, clubs and societies—even a children’s breakfast cereal celebratingRead MoreThe Elements Of Gothic Fiction In Mary Shelleys Frankenstein1717 Words   |  7 Pagesâ€Å"Frankenstein†, written by author Mary Shelley is a classic example of literature written during the Victorian era. Simultaneously, it also constitutes a lot of elements of â€Å"Gothic Horror†. However, understanding the setting and genre of the book is crucial to enjoyment of the novel. Though, the main character of the novel - Victor Frankenstein - resides in Switzerland, the book takes place throughout many locations in the book. Some of which include, Ingolstadt, London, and Edinburgh. Moreover,Read More Intertextual Exchange in Carmilla, Dracula and the Historian1639 Words   |  7 Pagesduplicate their influential precursor(s); rather, they often work within a certain framework established by other writers or generic conventions, but vary aspects of it in significant ways† (Friedman 155). Sheridan Le Fanu’s, Carmilla, Bram Stoker’s, Dracula and Elizabeth Kostova’s, The Historian, clearly engage in this intertextual exchange, as evidenced by their use of narrative structure and striking character parallels. Published in 1872, Le Fanu relates the story of Carmilla from a first personRead MoreThe Portrayal of the Feminine in Stoker’s Dracula Essay1390 Words   |  6 PagesDiscuss the portrayal of the feminine in Stoker’s Dracula In Dracula, Stoker portrays the typical women: The new woman, the femme fatale and the damsel in distress, all common concepts in gothic literature. There are three predominant female roles within Dracula: Mina Murray, Lucy Westenra and the three vampire brides, all of which possess different attributes and play different roles within the novel. It is apparent that the feminine portrayal within this novel, especially the sexual nature,Read MoreDracula: An Epitome of the Gothic Novel2430 Words   |  10 PagesPrather Weems British Literature August 9, 2010 Dracula, by Bram Stoker, is quite the epitome of the gothic novel. Towards the beginning of the story, the setting takes place in an old and ominous castle, which is highly characteristic of gothic literature. Harker’s tribulation begins when â€Å"the driver was in the act of pulling up the horses in the courtyard of a vast ruined castle,† (Stoker 18). There is also a gloomy and menacing tone given to the setting of the novel, as in most pieces of gothic literature

Health Spa Free Essays

string(106) " York Properties when shown the space available at 200 West Street in Raleigh’s Warehouse district\." Space aims to be the premier spa/salon in the Raleigh, NC area. Through a unique combination of offered services and products, they will quickly gain market share. SoulSpace will provide customers with a relaxing, rejuvenating atmosphere where all of their mind and body needs can be met. We will write a custom essay sample on Health Spa or any similar topic only for you Order Now The business will be set up as a partnership with Steve Long, Debby Long, and Linda Hill-Chinn owning equal portions of the operation. Products and Services SoulSpace offers a wide variety of mind and body healing services and products.The salon aspect of the business will provide both males and females with any type of hair styling services. The spa business is devoted to providing holistic methods of massage, body work, and energy work. This is all done in a relaxing, serene setting. Location SoulSpace has chosen Raleigh, NC as their city for the business venture. Raleigh has consistently over the last few years been voted the best place to work and live in the USA, frequently making the top five and ten lists of Forbes, Money, and Inc. magazines.Raleigh has one of the most educated populations that loosely correlates to earning potential, or at least indicates a higher average household income. Additionally, the downtown  area has undergone a recent renovation that has attracted a lot of new businesses as well as become a hot urban area. Competitive Edge SoulSpace’s competitive edge is their unique combination of services, location, and customer-centric focus. Both the extraordinary services and location has been detailed previously. SoulSpace has set out since its inception to provide quality, dependable services.SoulSpace has an innovative training program that is extensive in its depth, properly training employees to provide an unprecedented level of customer service. All customers will leave SoulSpace with a feeling that their needs were met well beyond any expectations that they previously had and far better than any competitor. This customer-centric business model is not just rhetoric, there are financial incentives in place for employees to offer unprecedented levels of service. This will ensure a high rate of return customers, allowing SoulSpace to meet their ambitious goal of 90%. FinancialsSoulSpace has forecasted substantial sales revenues by year two. Also by year two the business will reach profitability and have achieved  a healthy profit before taxes. When SoulSpace begins their fundraising efforts they will consider options such as LLC status to replace the partnership business formation that they have currently adopted. SoulSpace is an exciting business that provides a combination of sought after services that are not currently offered by a direct competitor. SoulSpace will provide a relaxing, serene setting for a variety of mind and body rejuvenation services for the booming Raleigh population. . 1 Objectives The objectives for SoulSpace are outlined below: 1. Substantial sales  revenue by end of second year. 2. Profit before tax by end of second year. 3. Have clientele return rate of  90% by end of first year. 4. Become established community destination by end of  first year. 1. 2 Mission SoulSpace will provide a comforting, yet stimulating, atmosphere in which customers will be able to relax both their body and mind, reconnecting their daily lives to their true purpose through a wide range of holistic methods including massage, body works, energy works, and hair styling.SoulSpace will establish itself as a dependable destination to which they can always come to escape the stresses of life, and rejuvenate their energies, their souls, and their lives. 1. 3 Keys to Success 1. Quality and skilled employees familiar with energy work and oriented to a soothing spiritual disposition. 2. Establish trust within the community that each customer’s needs will be taken care of during every visit. 3. Easily accessible location. 4. Effective advertising. Company Summary SoulSpace Holistic Spa and Salon is a new destination offering customers the unique combination of hair styling, massage,  body and energy work, and raining, all in one beautifully serene setting. Soulspace will offer all ranges of hair styling, therapeutic massage, manicure, facial, sauna, Reiki, therapeutic touch, and specific complimentary product offerings. The goal and promise of SoulSpace can be summed up in our name and slogan:  SoulSpace Holistic Spa and Salon–Rejuvenate Your Life! 2. 1 Company Ownership SoulSpace, at this time, is a privately held partnership, owned by Steve and Debby Long and Linda Hill-Chinn. In the course of fund raising, we will explore the feasibility of both a partnership, and a limited liability partnership. . 2 Start-up Summary In the following  table, the start-up cash has been marked for the estimated amount needed to cover operational expenses for the first two months. Start-up Funding| | | Start-up Expenses to Fund| $94,000| Start-up Assets to Fund| $66,000| Total Funding Required| $160,000| | | Assets| | Non-cash Assets from Start-up| $6,000| Cash Requirements from Start-up| $60,000| Additional Cash Raised| $0| Cash Balance on Starting Date| $60,000| Total Assets| $66,000| | | | | Liabilities and Capital| | | | Liabilities| | Current Borrowing| $0| Long-term Liabilities| $0|Accounts Payable (Outstanding Bills)| $0| Other Current Liabilities (interest-free)| $0| Total Liabilities| $0| | | Capital| | | | Planned Investment| | Investor 1| $66,000| Investor 2| $47,000| Investor 3| $47,000| Additional Investment Requirement| $0| Total Planned Investment| $160,000| | | Loss at Start-up (Start-up Expenses)| ($94,000)| Total Capital| $66,000| | | | | Total Capital and Liabilities| $66,000| | | Total Funding| $160,000| Start-up| | | Requirements| | | | Start-up Expenses| | Legal| $4,000| Stationery etc. | $2,000| Brochures| $3,000| Construction/Design| $30,000|Insurance| $3,000| Rent| $20,000| Research and Development| $0| Expensed Equipment| $15,000| Other| $17,000| Total Start-up Expenses| $94,000| | | Start-up Assets| | Cash Required| $60,000| Start-up Inventory| $6,000| Other Current Assets| $0| Long-term Assets| $0| Total Assets| $66,000| | | Total Requirements| $160,000| 2. 3 Company Locations and Facilities Target sites for SoulSpace  include downtown Raleigh in the Warehouse District and Art Districts, West Raleigh near Entertainment Sports Arena, and a  rural area off route 40/440 between Raleigh and Cary.SoulSpace will need at least 4,000 square feet (sq. ft. )  of space. Initial estimates put leasing between $12/sq. ft. to $28/sq. ft. (inclusive of tax and accommodations). Contact has been made with Mary Hobbson of Grub amp; Ellis Real Estate for 4,200 sq. ft. at 510 Glenwood Avenue downtown Raleigh. This site is within the target priority area in part of the Warehouse District in what is now referred to as Glenwood South. The lease is $28/sq. ft. , making estimated payments at $9,800/month, the most expensive of all target sites.We also have met with Peter Pace of York Properties when shown the space available at 200 West Street in Raleigh’s Warehouse district. You read "Health Spa" in category "Papers" This space is in priority target range, and will be two blocks from the Raleigh Commuter Rail Hub due to open in the next five to eight years. The location is spacious at 10,000 sq. ft. , with first floor (5,000 sq. ft. ) leasing at $12. 50/sq. ft. and the basement floor (5,000 sq. ft. ) leasing at $8/sq. ft. , which averages out to $10. 25/sq. ft. for the entire 10,000 sq. ft. location. This makes this space cheaper than the other locations, and has twice the space. We have also met with David Stowe of Anthony Allenton Real Estate when shown space at the Royal Bakery on Hillsborough Street across from Meredith College. This location is within priority target, and has 6,000 sq. ft. at $20. 60/sq. ft. This site is extremely attractive for it offers many accommodations such as plumbing, electrical, and hvac, that will save us tremendously on construction costs, thusly counterbalancing the expense of rent, which is only $300, over our high-ended estimated budget.Also, this space is primely located on Hillsborough, 1/4 mile from the Beltine, and two miles from Highway 40. It is also the site of a future Commuter Rail Station. They have also built a large parking decking which will be free to all patrons. Products and Services SoulSpace will provide customers with personal beautifying and relaxational services and complimenting products, as well as training in specific forms of energy work, accessible materials on a wide range of health-related topics, and the option to purchase artwork displayed in SoulSpace.Explanations and/or consultations will be provided on all services and products if needed. 3. 1 Product and Service Description 1. Men and Women Hair Styling:  Men’s  ($30 average)  and women’s  ($40 average)  color ($75), perm ($80), and combos ($80-$120). Selected hair care products (shampoos, conditioners, cleansers, brushes, mirrors) will be sold as well. 2. Body Works:  Massage ($60), other massage/body works ($65 average), facials ($60 average), manicures ($45), pedicures ($50-$65), waxing ($20 average), aromatherapy ($40), and combos ($60-$200 depending).Specific complementing products will be sold as well. 3. Energy Works:  Reiki (1/2 hour $35, 1 hour $60), energy revitalization (1 hour $60), and therapeutic touch (1 hour $60). Customers will include  people wishing to strengthen their physical body, mind, and spirit through the cleaning and revitalizing of their energetic system (i. e. , aura, human energy field). The Reiki offered will be traditional Usui Shiki Ryoho, the predominant form of Reiki practiced worldwide, which originated in Japan from it’s rediscoverer Dr. Mikao Usui. Reiki is a hands-on â€Å"stepping† method of balancing the energy field. Energy revitalization and therapeutic touch are energy field cleansing and revitalizing techniques working with the outer levels of the energy field along with Reiki. 4. Artwork: Most of the artwork in SoulSpace will be  by local artists, for sale to the customers. SoulSpace will earn a 15% commission on each piece sold. This adds an extra element of community integration to SoulSpace with an added emphasis of the art being from beginning artists, and that the art be spiritual and/or modern in form. 3. 2 Competitive Comparison There are many salons in the greater Raleigh area but no direct competitors. There are many places offering massage, but there are only ten day spas, of which only four are a spa/salon. There is one place offering energy work, in Clayton (30 minutes southeast from downtown Raleigh). All energy work practitioners are private, of which there are only ten working full-time, with most of them concentrating on other alternative modalities, and an estimated ten (twenty at the very most) part-time energy practitioners. Not including Chapel Hill and Durham, the above service an estimated population of at least 800,000, with that figure growing by an estimated 6,000 persons daily. . 3 Sales Literature Services brochure, logo/slogan with advertising to be included, and a planned website. 3. 4 Fulfillment SoulSpace services sell themselves as a natural way to rejuvenate one’s life. 3. 5 Technology SoulSpace will sell complementing products of the highest quality that have not been created through the testing of animals, and are of the latest scientific knowing for effecting the desired results for body beautification and energetic balancing maintenance. 3. 6 Future Products and Services SoulSpace will add healing touch when Steve Long earns his certification.SoulSpace will always  remain involved with the best spa relaxational techniques offered, and will implement them if deemed appropriate and feasible for SoulSpace clientele. Market Analysis Summary There are no exact competitors, and few related competitors in the greater Raleigh area. There are no related competitors in the downtown Raleigh area. The space at 510 Glenwood was recommended to us by the managing realtors because they had targeted that space for a spa type tenant. By nature of the service SoulSpace will provide, success will be readily achieved. 4. 1 Market SegmentationOur target market will be divided by salon customers and spa customers. Salon customers will be from every age and gender; however, since the salon and spa will be in direct association with each other, we expect that the spa market segment will greatly affect the salon market segment. Thusly, our target market segment will be male and female professionals and retirees, from the age of 25, with individual and household incomes greater than $25,000. Market Analysis| | | Year 1| Year 2| Year 3| Year 4| Year 5| | Potential Customers| Growth| | | | | | CAGR| +$25K 5 mi. Radius Raleigh| 2%| 50,500| 51,510| 52,540| 53,591| 54,663| 2. 0%| +$25K 5 mi. Radius West Raleigh| 2%| 53,000| 54,060| 55,141| 56,244| 57,369| 2. 00%| Total| 2. 00%| 103,500| 105,570| 107,681| 109,835| 112,032| 2. 00%| 4. 2 Target Market Segment Strategy The members of these market segments have luxury money on hand, and lead professional lives  filled with stress at a consistent level. All persons usually need hair styling regardless of income level, and make the effort to find the money available to style their â€Å"look. † 4. 2. 1 Market Needs People love to pamper themselves, especially people who have achieved a modicum level of professional success.Raleigh has become  a bastion for the successful, having consistently been named as one of the best cities in America to live and to do business in since the mid 1990’s. This has created a community of wealth, mobility, and growth. Raleigh has successfully implemented a refurbishing plan of â€Å"old† downtown, which now makes Glenwood South, the Warehouse District, and Hillsborough Street one of the most popular destinations in the whole city. 4. 2. 2 Market Trends With the refurbishment of Raleigh’s Warehouse District, including Glenwood South, and it’s continual development of downtown Raleigh, this area will nly become more popular. 4. 2. 3 Market Growth When  Forbes, Inc. ,  and  Money, Inc. listed Raleigh as the best place to live and do business, and subsequently listed Raleigh in the top five and top ten in the following years, a population boom ensued in the late 1990’s. The North Carolina census released in October 2000 reports  that an average of 6,000 persons per day were relocating to the greater Raleigh area. According to this census, the Triangle has one of the highest concentrations of Ph. D. ‘s per square mile in the world. The average income per household is $40,000-$60,000  and climbing. According to the  Raleigh News amp; Observer  reports of Raleigh City Counsel meetings concerning growth, the continuing refurbishment of downtown Raleigh is a top priority, along with a complete overhaul of the mass transit system. New buses and taxis are funded and are to be implemented during the next two years. A Commuter Rail System run by the Triangle Transit Authority is supposed to be finalized May 1, 2001, and completed by 2007-2008, with rail stations throughout downtown, running up Hillsborough Street going to RDU Airport then connecting to Chapel Hill and Durham; later phases include branch rails to North Raleigh.The refurbishment plan continues, and downtown is now populated with more destinations than ever, with the plan growing even more businesses. The future looks very promising for a thriving downtown with a continual presence of customers. 4. 3 Service Business Analysis We are part of the retail health and beauty industry which has four major types: 1. Salons: Stores with only hair styling services and products. 2. Day Spas: Stores specializing in body health maintenance through a variety of services and products. 3.Day Spa amp; Salon: Stores combining the services of the two aforementioned. 4. Health amp; Beauty Products: Stores selling only merchandise products covering the wide range of products available but not inclusive of those sold by salons and spas. 4. 3. 1 Main Competitors The main competitors are Salon 21 with a location in downtown Raleigh, Von Kekel with locations in East Cary and North Raleigh, Soigne’ with a location in mid North Raleigh, Emerald City with a location in Northwest Raleigh, Image with a location in far North Raleigh, Millennium 2000 with a location n North Raleigh, Devine with a location in mid North Raleigh, and Warren Scott with a location in far North Raleigh. Also, by nature of their popularity we must also include these spas as main competition: Skin Sense with locations in downtown Cary and far North Raleigh, and Iatria in far North Raleigh. Strengths of the above are services offered: location proximity to major housing developments, and name recognition. The weaknesses of these competitors are general lack of promotion, concentration mainly in North Raleigh.With our target location being downtown Raleigh, we will be servicing East, South, West, and Old Raleigh, as well as downtown commuters. There are no salon-spas in West Raleigh, the closest being Von Kekel in East Cary, and the spa only Skin Sense also in Cary. The only downtown competitor, Salon 21, is very small, not very well known, and concentrates most of their business on the salon end. Our market advantage is wide open, and will give us the opportunity to service a large population base that is not currently being well served.When you include our service of energy works, we become the sole provider of all three services of hair works, body works, and energy works  not only in downtown Raleigh, but for the entire greater Raleigh area. 4. 3. 2 Business Participants Industry participants are those whose services include salon and spa offerings. Salon services concern hair styling, while spa services concern body relaxing and rejuvenating offerings such as massage, and nail  and face works. 4. 3. 3 Competition and Buying PatternsCustomers choose spa and salon services based on proximity to their daily travels from home and work, reputation for quality, and good pricing. With our combined services, we expect to compete mainly against other combination spa-salons. Strategy and Implementation Summary 1. Emphasize quality, originality, and dependability of service. We will differentiate ourselves from our competitors by offering a staff of practitioners who are not only certified in their professions, but will be trained in understanding the dynamics of individual energy systems so as to maximize the connection to their client and more easily meet the needs of he client. 2. We will provide a unique atmosphere. From the name to the ambience of our salon, SoulSpace will distinguish itself as a completely trustworthy and soothing setting where customers can enjoy being pampered and escape the stress of their everyday lives. 3. Build a community relationship-oriented business. We will focus on strengthening the trust of our customer base, and providing not only services, but information that will aid everyone in the progression of obtaining a balanced and healthy lifestyle. We will also work with local artists to provide their work to inspire our customers. 5. Value Proposition Our value proposition is that we will bring a unique mode of relaxation and fulfillment to our community. When people are relaxed, comfortable, and happy, they have the ability to work harder, concentrate better, feel   physically, emotionally, and mentally balanced, and give that happiness back into their homes, workplaces, and community. Simply put, our value proposition is that we help our community become a better place to live and work. 5. 2 Competitive Edge Our competitive edge is  a combination of our unique services, outstanding location, and our interaction with customers. By providing our customers a holistic and integrative spa and salon, we build relationships of trust and satisfaction. Our customers will come to depend on our unique services and fulfilling environment. 5. 3 Marketing Strategy Our marketing strategy is the key to our success: 1. Emphasize  our name and unique services through advertising. 2. Focus on the convenience of our location. 3. Build community relationships through unique and quality service, friendly and caring atmosphere, and establishing absolute dependability of our services. 5. 3. 1 Promotion StrategyOur promotional strategy will be two-fold:  first phase promotion will deal with advertising before, during, and six months following our opening; the second phase advertising will deal with all  long-term advertising. 1. FIRST PHASE PROMOTIONS A. Advertising We will utilize local newspaper, local social and health magazines, local radio, local television, mail-outs to all households within the immediate five mile radius, and  mail-outs to all local business within a five-mile radius. B. Internet We will have a comprehensive website. C. AlliancesWe will place our brochures within the offices of our medical referral clients. 2. SECOND PHASE PROMOTIONS A. Advertising We will continue to place ads in the local social  and health magazines year around. Mail-outs will be done again within a five-mile radius one year later after opening, then again only every three to five years. Radio and television ads will be done only when we have sale promotions during the most stressful times of the year for the Christmas season, and graduation; television ads are not certain, we will evaluate their effectiveness before further implementation.B. Internet We will continue to have a comprehensive website. After the  first six months, and certainly after the first year, we will evaluate the viability of having target clients advertise on our site, and conversely, we will evaluate viability of advertising on our target clients websites (if applicable). C. Alliances This type of advertising will be implemented once we have grown beyond our break-even point. We will also form advertising alliances with any business with whom we share common business goals.We will also implement mutual perks with our business and restaurant neighbors which will aid in local visibility. Advertising promotions with certain restaurants will also be considered. 5. 3. 2 Marketing Programs Owner Steve Long will be responsible for marketing SoulSpace through the advertising channels. The general manager will be responsible for assisting with the implementation of alliance advertising partnerships. Our advertising budget is $10,000 for the first year. Advertising will begin one week prior to opening. 5. 3. 3 Positioning StatementWe will automatically position ourselves as one of the top spa-salons in the greater Raleigh area. Considering that none of the other competitors will offer the range of services we will, or that their staffs will be trained like ours, and that there are not any spa-salons of our type in our target locations, we will be able to provide services to a portion of Raleigh populace not currently being tapped. 5. 3. 4 Pricing Strategy Our pricing strategy will be similar to that of our competitors. We will not charge over, nor substantially under, standard prices for our services.We will be paying our employees a higher straight percentage of their total individual customer sales than our competitors. This will allow us to hire the best employees, and have a built-in motivational factor that will keep them working hard and happily. 5. 4 Sales Strategy 1. Our umbrella sales strategy is to sell SoulSpace to public consumers as a uniquely desirable destination that will enhance their lives. 2. We will sell SoulSpace through each employee’s skill, courtesy, and warmth, creating a trusting impression on all customers, thusly establishing loyalty and return.We will ensure each visit to SoulSpace is a relaxing and memorable experience, so that  customers can always depend on our brand of service when they arrive. 5. 4. 1 Sales Forecast The important elements of the Sales Forecast are shown in the chart and table below. Initial sales forecasts indicate vigorous first year  sales,  almost doubling by the  end of second year, then leveling out somewhat by the  end of third year. These figures are based only on revenue from minimum average estimates from salon stylings and spa massages only, with sales cost reflective of the 60% commission earnings to each stylist/therapist.Sales Forecast| | Year 1| Year 2| Year 3| Sales| | | | Salon Styles Only Revenue| $717,500| $1,400,000| $1,600,000| Spa Massage Only Revenue| $182,500| $350,000| $400,000| Total Sales| $900,000| $1,750,000| $2,000,000| | | | | Direct Cost of Sales| Year 1| Year 2| Year 3| Salon Styles Only Revenue| $429,300| $840,000| $960,000| Spa Massage Only Revenue| $109,500| $210,000| $240,000| Subtotal Direct Cost of Sales| $538,800| $1,050,000| $1,200,000| 5. 4. 2 Sales Programs 1. Our comprehensive brochure will explain  the holis tic nature of our services, and how this benefits the customer. 2.Our website will be comprehensively informative of our services and their benefits. 5. 5 Strategic Alliances We will form alliances with our referral practitioners, local restaurants, offices, and businesses who will be strategically beneficial for generating new customers; we will also form alliances with  local certified massage schools and hair styling schools. 5. 6 Milestones The following table lists important store milestones, with dates, implementation duty, and budgets for each. The milestone schedule emphasizes the timeliness for implementation per the sales and marketing targets listed in detail in the previous topics. Milestones| | | | | | | Milestone| Start Date| End Date| Budget| Manager| Department| Business Plan| 1/15/2001| 2/1/2001| $0| Steve| Owner| Financial Backing| 2/1/2001| 2/5/2001| $200,000| Steve| Owner| Design Contractor Retainer| 2/5/2001| 5/1/2001| $5,000| Steve| Owner| Construction Contractor Retainer| 2/5/2001| 5/1/2001| $20,000| Steve| Owner| Lease Agreement| 1/17/2001| 2/12/2001| $20,000| Steve| Owner| Logo Design| 2/12/2001| 3/1/2001| $1,000| Steve| Owner| Business Cards (Initial)| 2/19/2001| 3/1/2001| $300| Steve| Owner| Brochures| 3/1/2001| 5/1/2001| $3,000| Steve| Owner|Grand Opening| 5/1/2001| 6/1/2001| $0| Steve| Owner| Seven Customers Per Stylist/Therapist| 8/1/2001| 9/1/2001| $0| Steve| Owner| Totals| | | $249,300| | | Management Summary The management philosophy of SoulSpace is based on respect for each of our fellow employees, respect for every customer, and individual responsibility. SoulSpace’s success is dependent on the warmth and uniqueness of its atmosphe re which is generated by a fun-loving and caring employee. The management team will consist of the owner, general manager, and assistant manager (if deemed necessary).We will hire only those whom demonstrate  the qualities necessary for working in a nurturing environment, and the willingness to move forward in study of energetic principals if not already so trained. We will be hiring the ultimate â€Å"people persons. † 6. 1 Organizational Structure Our initial team consists of 14 employees, inclusive of a general manager and an assistant manager,  both of whom will be active stylists/therapists. Employees will be in from the two store divisions of spa and salon. On the salon side there will be 10 stylists and one or two receptionists.There will be room for expansion to 12-15 stylists and three receptionists. The spa side will consist of three massage therapists, one energy therapist, one nail specialist, and one receptionist. There will be room for expansion to five to seven massage therapists, and  two to three energy therapists. 6. 2 Management Team Steven J. Long, co-owner, president:  Founded SoulSpace in 2001. He has a degree in psychology from NC State, a  concentration in industrial/organizational with emphasis on communication.He has been a Reiki Master Usui Shiki Ryoho since 1996 and operates part-time healing practice from home. He has  eight years management experience, six in retail, two in electronic component rep field for distribution. Mr. Long spent  three years in the modeling industry, one as model and two as the manager of an agency in Raleigh in 1991. Deborah L. Long, co-owner:  Debby will not be directly involved in daily operations, but will assist Steve in general organizational planning and vision implementation. Debby currently is the number one co-location sales manager for SpectraSite, Inc. here she has worked for two years. She spent several years as an executive assistant at TDK of America’s Distribution Sales Center in Chicago, and at Cotton Incorporated. She is a level two Usui Shiki Ryoho. Linda Hill-Chinn, co-owner, CFO:  Linda is retired after having spent 15 years as senior national staffing specialist for the American Hospital Association in Chicago, as well as serving on their board of directors for several national projects. She also spent several years managing Planned Parenthood of Chicago. Linda holds a Masters of sociology  from Brown University. Jennifer McElravey, general manager: For the past nine years, Jennifer has been one of the top stylist for Mitchell’s Hair Design of Raleigh and is currently a level five stylist, Salon Designer of the Year ’94-97, and received  extra training at Vidal Sassoon of London, Highest Salon Retail Sales four different years. Jennifer is also a level two Usui Shiki Ryoho. 6. 3 Management Team Gaps We believe the experience of our team covers the needs to make the business plan for SoulSpace a very successful reality.The assistant manager is not named here because that position will be named from the pool of stylists/therapists that will be hired previous to our opening. 6. 4 Personnel Plan The Personnel Plan below reflects our projected need at opening, and carries through the second year expansions. Personnel Plan| | Year 1| Year 2| Year 3| Steve Long, Owner, President| $65,040| $65,040| $65,040| General Manager| $60,000| $60,000| $60,000| %100 Commissioned Employees| $150| $156| $156| Receptionist| $15,360| $15,360| $15,360| Receptionist| $15,360| $30,620| $30,620| Total People| 17| 18| 18| | | | | Total Payroll| $155,910| $171,176| $171,176|Financial Plan The premier element in our financial plan is initiating, maintaining, and improving the factors that create, stabilize, and increase our cash flow: 1. We must create visibility so as to create customer flow. 2. We must maintain a dependable,  happy employee force so as to minimize turnover. 3. Create a brisk turnaround on our retail and art products, always maintaining viable stock levels. 7. 1 Important Assumptions The key underlying assumptions of our financial plan shown in the following general assumptions table are: 1. We assume access to equity capital and financing to support our financial plan. 2.We assume our financial progress based on realistic sales to minimum sales against highest expenses. 3. We assume there will not be an economic crash that would greatly hinder our target market’s access to their personal luxury funds. General Assumptions| | Year 1| Year 2| Year 3| Plan Month| 1| 2| 3| Current Interest Rate| 10. 00%| 10. 00%| 10. 00%| Long-term Interest Rate| 10. 00%| 10. 00%| 10. 00%| Tax Rate| 2. 50%| 0. 00%| 2. 50%| Other| 0| 0| 0| 7. 2 Key Financial Indicators Our most important Key Financial Indicator is when each stylist averages seven customers per day and each therapist averages three customers per day. . 3 Break-even Analysis For our Break-even Analysis we assume estimated monthly operational costs which include payroll, rent, utilities, and other running costs (not including employee draw fund considerations). Payroll alone is only estimated to about 1/2 of those costs. The analysis shows what we need to generate in  revenues per month to break even. This total is 13% less than estimated monthly store gross. This estimation does not include revenue from any other store sources, and is based on a salon customer average of $36 and spa customer average of $60. Our average per customer revenue is estimated at $39.Considering our minimal assumptions show a monthly total customer average of 1,922, we therefore believe our break-even figures can be readily maintained. Break-even Analysis| | | | | Monthly Revenue Break-even| $73,567| | | Assumptions:| | Average Percent Variable Cost| 60%| Estimated Monthly Fixed Cost| $29,525| 7. 4 Projected Profit and Loss There are two important assumptions with our Projected Profit and Loss statement: 1. We  expect to have to pay out from the Draw Fund occasionally. 2. Our revenue is based on minimum estimated averages against highest expense expectations. Pro Forma Profit and Loss| Year 1| Year 2| Year 3| Sales| $900,000| $1,750,000| $2,000,000| Direct Cost of Sales| $538,800| $1,050,000| $1,200,000| Other| $0| $0| $0| Total Cost of Sales| $538,800| $1,050,000| $1,200,000| | | | | Gross Margin| $361,200| $700,000| $800,000| Gross Margin %| 40. 13%| 40. 00%| 40. 00%| | | | | | | | | Expenses| | | | Payroll| $155,910| $171,176| $171,176| Sales and Marketing and Other Expenses| $34,000| $39,000| $41,000| Depreciation| $0| $0| $0| Rent| $120,000| $120,000| $120,000| Leased Equipment| $0| $0| $0| Utilities| $9,000| $9,000| $9,000| Insurance| $12,000| $12,000| $12,000|Payroll Taxes| $23,387| $25,676| $25,676| Other| $0| $0| $0| | | | | Total Operating Expenses| $354,297| $376,852| $378,852| | | | | Profit Before Interest and Taxes| $6,904| $323,148| $421,148| EBITDA| $6,904| $323,148| $421,148| Interest Expense| $0| $0| $0| Taxes Incurred| ($2,907)| $0| $10,529| | | | | Net Profit| $9,810| $323,148| $410,619| Net Profit/Sales| 1. 09%| 18. 47%| 20. 53%| 7. 5 Projected Cash Flow Considering our business is a luxury, retail-oriented business with customers who will pay primarily with credit cards, our cash flow is not dependant on the issuance of invoices and the vagaries of Accounts Payable.We will need a minimum of financing to cover the cash flows of the first year of operations. After that, the cash flow becomes continual. Pro Forma Cash Flow| | Year 1| Year 2| Year 3| Cash Received| | | | | | | | Cash from Operations| | | | Cash Sales| $900,000| $1,750,000| $2,000,000| Subtotal Cash from Operations| $900,000| $1,750,000| $2,000,000| | | | | Additional Cash Received| | | | Sales Tax, VAT, HST/GST Received| $0| $0| $0| New Current Borrowing| $0| $0| $0| New Other Liabilities (interest-free)| $0| $0| $0| New Long-term Liabilities| $0| $0| $0| Sales of Other Current Assets| $0| $0| $0| Sales of Long-term Assets| $0| $0| $0|New Investment Received| $0| $0| $0| Subtotal Cash Received| $900,000| $1,750,000| $2,00 0,000| | | | | Expenditures| Year 1| Year 2| Year 3| | | | | Expenditures from Operations| | | | Cash Spending| $155,910| $171,176| $171,176| Bill Payments| $719,414| $1,263,200| $1,423,005| Subtotal Spent on Operations| $875,324| $1,434,376| $1,594,181| | | | | Additional Cash Spent| | | | Sales Tax, VAT, HST/GST Paid Out| $0| $0| $0| Principal Repayment of Current Borrowing| $0| $0| $0| Other Liabilities Principal Repayment| $0| $0| $0| Long-term Liabilities Principal Repayment| $0| $0| $0| Purchase Other Current Assets| $0| $0| $0|Purchase Long-term Assets| $0| $0| $0| Dividends| $0| $0| $0| Subtotal Cash Spent| $875,324| $1,434,376| $1,594,181| | | | | Net Cash Flow| $24,676| $315,624| $405,819| Cash Balance| $84,676| $400,299| $806,118| 7. 6 Projected Balance Sheet Our Projected Balance Sheet shows we will not have any difficulty meeting our debt obligations as long as our revenue projections are met. Pro Forma Balance Sheet| | Year 1| Year 2| Year 3| Assets| | | | | | | | Current Assets| | | | Cash| $84,676| $400,299| $806,118| Inventory| $54,450| $106,111| $121,269| Other Current Assets| $0| $0| $0| Total Current Assets| $139,126| $506,410| $927,387| | | | |Long-term Assets| | | | Long-term Assets| $0| $0| $0| Accumulated Depreciation| $0| $0| $0| Total Long-term Assets| $0| $0| $0| Total Assets| $139,126| $506,410| $927,387| | | | | Liabilities and Capital| Year 1| Year 2| Year 3| | | | | Current Liabilities| | | | Accounts Payable| $63,316| $107,452| $117,811| Current Borrowing| $0| $0| $0| Other Current Liabilities| $0| $0| $0| Subtotal Current Liabilities| $63,316| $107,452| $117,811| | | | | Long-term Liabilities| $0| $0| $0| Total Liabilities| $63,316| $107,452| $117,811| | | | | Paid-in Capital| $160,000| $16 0,000| $160,000| Retained Earnings| ($94,000)| ($84,190)| $238,958|Earnings| $9,810| $323,148| $410,619| Total Capital| $75,810| $398,958| $809,577| Total Liabilities and Capital| $139,126| $506,410| $927,387| | | | | Net Worth| $75,810| $398,958| $809,577| 7. 7 Business Ratios The follow table contains important business ratios for the  physical fitness facilities  industry, as determined by the Standard Industry Classification (SIC) code, 7991. Ratio Analysis| | Year 1| Year 2| Year 3| Industry Profile| Sales Growth| 0. 00%| 94. 44%| 14. 29%| 15. 90%| | | | | | Percent of Total Assets| | | | | Inventory| 39. 14%| 20. 95%| 13. 08%| 3. 60%| Other Current Assets| 0. 00%| 0. 00%| 0. 00%| 31. 10%|Total Current Assets| 100. 00%| 100. 00%| 100. 00%| 39. 00%| Long-term Assets| 0. 00%| 0. 00%| 0. 00%| 61. 00%| Total Assets| 100. 00%| 100. 00%| 100. 00%| 100. 00%| | | | | | Current Liabilities| 45. 51%| 21. 22%| 12. 70%| 34. 80%| Long-term Liabilities| 0. 00%| 0. 00%| 0. 00%| 27. 60%| Total Liabilities| 45. 51%| 21. 22%| 12. 70%| 62. 40%| Net Worth| 54. 49%| 78. 78%| 87. 30%| 37. 60%| | | | | | Percent of Sales| | | | | Sales| 100. 00%| 100. 00%| 100. 00%| 100. 00%| Gross Margin| 40. 13%| 40. 00%| 40. 00%| 0. 00%| Selling, General ;amp; Administrative Expenses| 39. 37%| 21. 53%| 18. 94%| 73. 20%| Advertising Expenses| 1. 11%| 0. 86%| 0. 5%| 2. 40%| Profit Before Interest and Taxes| 0. 77%| 18. 47%| 21. 06%| 2. 70%| | | | | | Main Ratios| | | | | Current| 2. 20| 4. 71| 7. 87| 1. 10| Quick| 1. 34| 3. 73| 6. 84| 0. 73| Total Debt to Total Assets| 45. 51%| 21. 22%| 12. 70%| 62. 40%| Pre-tax Return on Net Worth| 9. 11%| 81. 00%| 52. 02%| 3. 00%| Pre-tax Return on Assets| 4. 96%| 63. 81%| 45. 41%| 7. 90%| | | | | | Additional Ratios| Year 1| Year 2| Year 3| | Net Profit Margin| 1. 09%| 18. 47%| 20. 53%| n. a| Return on Equity| 12. 94%| 81. 00%| 50. 72%| n. a| | | | | | Activity Ratios| | | | | Inventory Turnover| 10. 91| 13. 08| 10. 56| n. a| Accounts Payable Turnover| 12. 6| 12. 17| 12. 17| n. a| Payment Days| 27| 24| 29| n. a| Total Asset Turnover| 6. 47| 3. 46| 2. 16| n. a| | | | | | Debt Ratios| | | | | Debt to Net Worth| 0. 84| 0. 27| 0. 15| n. a| Current Liab. to Liab. | 1. 00| 1. 00| 1. 00| n. a| | | | | | Liquidity Ratios| | | | | Net Working Capital| $75,810| $398,958| $809,577| n. a| Interest Coverage| 0. 00| 0. 00| 0. 00| n. a| | | | | | Additional Ratios| | | | | Assets to Sales| 0. 15| 0. 29| 0. 46| n. a| Current Debt/Total Assets| 46%| 21%| 13%| n. a| Acid Test| 1. 34| 3. 73| 6. 84| n. a| Sales/Net Worth| 11. 87| 4. 39| 2. 47| n. a| Dividend Payout| 0. 00| 0. 00| 0. 00| n. a| How to cite Health Spa, Papers

Decline in Oil Price and Its Impact

Question: Recent decline in the global oil prices has shown the overarching influence and impact of OPEC member States collective energy policies on the global energy security vis-a-vis both the oil industry and national economies. Critically discuss different policy measures that non OPEC member States can take to mitigate the impact of OPECs current trend as an international oil producer cartel? Answer: Introduction: In June, 2014 the crude oil price has decreased by over 40%. The cost was $115 per container at that point. Although the present cost is near $60 per container. In overall oil market, OPEC engaged 40%. Due to reduce in cost of crude oil, change the OPEC. They cover unsuccessful to assemble the conformity on production curves. The cost of oil is completely depends on demand and supply of the product, and economic action influence the demand of force. The demand of force is high in northern hemisphere. In several regions, its price is high in summer due to use of air condition. Weather conditions and geopolitical factor change the supply of oil (Wakeford, n.d.). During, recent economy of world, the price of oil is affect due to some reason. The recent economic movement is weak. As per the outcome demand of product is declining. Secondly, misunderstanding is Iraq and Libya. These two countries are well recognized for oil production. They manufacture collectively almost four million containers per day. But here is no result on production of them. The market is mostly artificial by geopolitical threat. According to statement, America is the main production of oil. But America had no export services and import of their oil in fewer manners. It creates a bunch of extra supply. The last reason is that Saudis and their Gulf partners are not attracted to give up their own market share to renovate the price. Saudi Arabia can carry on with the low price since its oil production is very high and the cost of production is very low (Simmons, n.d.). As per the recruitment, the report includes the impact of OPEC member, and states combined force policies on the global energy security vis--vis both the oil industry and nationwide economics due to decrease in oil prices. It is also emphasize on the considerable procedures that non OPEC members can take to moderate the impact of OPECs current trends as an international oil producer association. Impact of decline in oil prices: In OPEC, there are five members it was found in 1960. OPEC also joined up with another six countries. There production cost is declining and the demand of their product is also declining due to numerous factors together with world recession. OPEC set quotas of production for stabilizes the price from 1982 to 1985. In this only some members are producing oil above the quotas, due to this they fail in production process. In 2008- 2009 the price of the product is diminish by 70%, and in 2001, is was double and in 2014, they decline by over 40%. As the similar moment, the exports of OPEC have declined 1 million containers in a day. The combine of export has also distorted during that time for different factor (Lopez-Murphy, Lopez-Murphy and Villafuerte, 2010). Figure: (Lopez-Murphy, Lopez-Murphy and Villafuerte, 2010) Algeria: Algeria overall income is depending on the export and imports of their oil production and natural gas. Hydrocarbon export was 97% of total income earned from export and this income was also 50% of total fiscal revenues. Due to the rise in price the, the income ongoing declines. It suffers income loss of $560 by declining price of $1 per container. Thus, export level decline by 4.3% and GDP decline by 0.8%. This country has faced numerous reasonable and societal problems due to decline in income of oil (Cashin, 2012). Iran: In Iran, exported income is about 36% and it contributes 80-85% to the whole wages from exports. In Iran, it was predicted by central bank which govern the foreign requirement of liability is $ 26.4 billion. Due to decline in income of Iran oil, it is complicated to repay the debt, due to this Iran will features high quantity of budget shortage. Iran faces inflation that is rise in price and jobless. It endure income loss in oil export $ 1 in value of falling $1 in oil price. Thus, loss in income, country will endure cash calamity (Deutch, Schlesinger and Victor, 2006). Iraq: Iraq majorly depends on the export of oil and authorize of united nation. Other than that export of oil is rising gradually. Thus, it is predicted that it will produce more income. There is major role on decrease in global oil price due to rise in export of oil. Indonesia: In 1998, the income of Indonesia, decline with 32% ($3.5 billion) and in 1997 ($5.1 billion).Thus, it fall in economic calamity. It was probable to fall 13.5-20% in real (Appel, 2007). Kuwait: The income of Kuwait is concerning 90% of government revenue. It contributes more or less half to the GDP of the countryside (Darwish, 2007). Saudi Arabia: The main creator of OPEC is Saudi Arabia. It is measured as manager in quota decision. Saudi Arabia faces difficulties, due to the economic disaster of Asian financial system. The deal of 60% of Saudi occurs in Asia. The contact of declining oil price is both optimistic and unenthusiastic in Saudi Arabia. The lesser price may be helpful for positive reasons. The cost of produce oil is extremely fewer and it has high store. There are some remuneration which may be proficient such as prevent in use of substitute energy capital, capture the own market distribute, prevent the asset in non-OPEC oil. On the other side, the income regularly depends on oil export. It contributes 88% to the total income. It has share of 75% in satisfy revenues and contribute to 40% in GDP. Thus, reducing revenues, the expansion rate of GDP will decline and Saudi Arabia may features budget shortage. Qatar: The income of Qatar from oil export is on 70% of total supervision income. While the oil price is declining, the country is immobile to improve the production ability. Nigeria: It is experiential that the wages of Nigeria starting, crude oil export have payment of 90% in foreign exchange salary; the income of Nigeria has declined due to decrease in worldwide oil price. It create a large result on the economy and the financial development of Nigeria. Libya: It is experiential that here is 36% reject in wages of Libya ($9 billion). The income of oil donates 95% to the firm exchange income. Due to refuse in oil prices, the expansion of economy was very rear. The country is bounce to relate more traditional financial strategy and to decrease in expenses of public transportation. UAE: The increase of financial system of UAE becomes very measured, due to decrease in global price. The result is not so much like extra Gulf States. It earn various part of income from other industry and trade. As declining of income, the country has full exploit to decrease its government expenses. Venezuela: The income of Venezuela has also decrease by falling of global oil price and it has huge negative force on its economy. Mexico: Falling in global oil price has better force on supply market of Mexico. The supply is declining. Russia: The income of Russian has also concentrated due to decline in global oil cost although there is export of high volume. The past say that OPEC has support the high oil market price for global crude oil by declining the equipment. The delivery of oil has not condensed due to fall in global oil cost by a quantity of members of OPEC. But a few members have exposed their indifference to export in low down price. It has practical in most of case; member that export of oil has summarized from 2008-2014 and currently is opposite high income deficit (Hassan, 2011). The Saudi Arabia has good quality, of financial situation and good construction capability. Although of that, the country has chosen the low down price strategy. It might generate negative result on utmost members of OPEC. Negative result may damage the revenues and economy of the highest members which might guide to steady the Cartel. As reduce in oil price, the manufacture cost of goods and services will be elevated in the economy and income boundary will diminish. Price stage and price rises of an economy can be partial by the global oil price turn down as well as the monetary market of an economy can also be precious. The globe customers will helpful and gainful for overwhelming the energy at a lower price. But it is danger for the producer. It will decrease the income and resources spending. Measures that can be taken by non OPEC member States: Non OPEC countries, recent invention is about 60% of total production of oil. Non OPEC member consist of production in USA, Mexico, North Sea etc and the Non OPEC is completely different from the OPEC actions. Non OPEC, oil sector are restricted by the private company, and their price of lifting is advanced than the OPEC. It is see that the share market of the OPEC is rising, and also generate problems to the Non OPEC. While 1993, the production of Non OPEC has been rising and the worldwide price of is falling day by day (Al-Rashed and Len, 2015). Producer is normally the price takers instated of price maker in Non OPEC countries. They are bounce to believe the market price is somewhat to manage the prices, by running the production. Lesser affect can also put in force and it can guide to refuse in price (Zhang, Fan and Wei, 2009). Policy 1: The impact of OPECs recent tendency as an international oil producer stage is helpful to moderate. The member of OPEC countries have liable that non-OPEC countries are not proposed to collaborate with them. Collaboration is one of the reasons for, global price is decreasing. But it is not easy to handle them. The global market is majorly subjective by geo-political factor. It is simply achievable, when the limitation of geo-political can be solved. It is forecasted that the demand of oil will rise in upcoming years. Although, there are many sources that accomplish the demand, it will not easy to receive income by oil producer (Energy security challenges for the 21st century: a reference handbook, 2010). If the OPEC and non-OPEC does not take help of each other, then it will be extremely difficult to handle the recent tendency of oil industry. The recent tendency of oil market will be impacted in their wealth of future market. So, it is necessary to stabilize the market, for their future benefits. Other than, there are some areas of ambiguity, which are connected with the oil industry in current market. Suspicions are linked with the stage of demand in future, strategy development and development of innovative technology. These doubts can simply be eliminated, when OPEC and Non OPEC will take the action together (PrebiliÄ  and Juvan, 2014). Policy 2: The impact of OPECs recent tendency can be moderate, if the domestic product is increased. While, if the domestic production of oil is increasing, then automatically reduces the imports and make it self-determining. Due to increasing in oil creation, the tendency of reserving oil will be elevated. Due to this cause, the Non OPEC countries, their economy rate may not be affect by OPEC. From 2008, US production of crude oil will better constantly and in 2011, the net of import has exceeded. Currently, it is rising at significant charge (Winzer, 2012). Policy 3: It can be moderate if the supply is rising. In International market, if they seek to export more oil, then it resolves more profits as well the market share of Non OPEC countries will also raise. The supply can be enlarged by high production of domestic oil. If the production and supply of non-OPEC countries increases then, on the other, hand decreased in the OPEC country production (Knetsch, 2007). Policy 4: Under these policy Non OPEC countries, will focus on petroleum oil. Due to this, petroleum oil expenditure will diminish, and the demand and supply of petroleum oil can be unbiased. Fuel is the major thing, due to this transport system in the world are running. There are few types of oil like battery, bio-fuels etc are used then the demand of original oil will be decreased (Balat, 2007). Conclusion: It is tricky to state that, how the global prices of oil will reject. However, policy of Saudi Arabia will concern more than the others members of OPEC. The other country keep on trying to export the oil at lesser pricing policy and help to sustain market share for them, then the economy of other members will be precious. Due to this, they will endure some economical problem such as revenue loss, price rises etc (The US gasoline situation and crude oil prices, 2004). References Al-Rashed, Y. and Len, J. (2015). Energy efficiency in OPEC member countries: analysis of historical trends through the energy coefficient approach.OPEC Energy Review, 39(1), pp.77-102. Appel, G. (2007).Opportunity investing. Upper Saddle River, NJ: Financial Times Press. Balat, M. (2007). The Role of Nuclear Power in Global Electricity Generation.Energy Sources, Part B: Economics, Planning, and Policy, 2(4), pp.381-390. Cashin, P. (2012).The differential effects of oil demand and supply shocks on the global economy. [Washington, D.C.]: International Monetary Fund. Darwish, M. (2007). Desalting fuel energy cost in Kuwait in view of $75/barrel oil price.Desalination, 208(1-3), pp.306-320. Deutch, J., Schlesinger, J. and Victor, D. (2006).National security consequences of U.S. oil dependency. New York: Council on Foreign Relations. Energy security challenges for the 21st century: a reference handbook. (2010).Choice Reviews Online, 47(06), pp.47-2929-47-2929. Hassan, F. (2011).Effects of environmental agreements on OPEC exports of oil. SaarbruÃÅ'ˆcken, Germany: Lambert Academic Pub. Knetsch, T. (2007). Forecasting the price of crude oil via convenience yield predictions.Journal of Forecasting, 26(7), pp.527-549. Lopez-Murphy, P., Lopez-Murphy, P. and Villafuerte, M. (2010).Fiscal Policy in Oil Producing Countries During the Recent Oil Price Cycle. Washington, D.C.: International Monetary Fund. PrebiliÄ , V. and Juvan, J. (2014). New energy security paradigm.Dela, 0(41), p.41. Simmons, E. (n.d.).Oil and gas transportation. The US gasoline situation and crude oil prices. (2004).OPEC Review, 28(2), pp.149-153. Wakeford, J. (n.d.).Preparing for peak oil in South Africa. Winzer, C. (2012). Conceptualizing energy security.Energy Policy, 46, pp.36-48. Zhang, X., Fan, Y. and Wei, Y. (2009). A model based on stochastic dynamic programming for determining China's optimal strategic petroleum reserve policy.Energy Policy, 37(11), pp.4397-4406.