Passie Voor Horeca Dé Managementconferentie NetwerkensaMBO-ICT
Het SVH heeft in samenspraak met scholen de introductie van competentiegericht opleiden aangegrepen om compleet nieuw digitaal leermateriaal te ontwikkelen.
TDS provides wireless and wireline telecommunications services through its subsidiaries U.S. Cellular and TDS Telecom. In 2004, both subsidiaries achieved growth and drove profitable expansion. U.S. Cellular grew its customer base by 12% and revenues by 10% through strong customer satisfaction efforts. TDS Telecom increased its access lines by 2% and revenues by 2% while expanding high-speed data and long distance services. Going forward, both companies aim to differentiate their offerings and meet evolving customer needs through network investments and new services like data, ensuring continued profitable growth for TDS.
Advance Auto Parts experienced strong growth in 2003, building momentum across key metrics. With over 2,500 stores in 39 states, Puerto Rico and the Virgin Islands, the company served over 200 million customers in 2003. Same store sales grew 3.1% as initiatives like expanded private brands and improved supply chain efficiencies increased the number of customers and average transaction size. Operating margins increased to 8.3% of sales, up from 7.2% the prior year. Earnings per share also grew substantially.
This one-page document does not contain any written content. The page is intentionally left blank without any text, paragraphs, or other information provided.
The company reported net earnings of $123 million for the third quarter of 2004, a slight decrease from $129 million in the third quarter of 2003. Net sales increased 4% to $1.09 billion driven by 6% growth in the household products-North America and international segments. Earnings from continuing operations before income taxes decreased 6% to $189 million due to a $101 million loss in the corporate segment, compared to a $92 million loss last year.
- The annual report summarizes AutoZone's fiscal year 2002 performance, which saw record sales of $5.3 billion, earnings per share of $4.00, and a 52% return for shareholders.
- The three divisions - U.S. Retail, AZ Commercial, and Mexico - all contributed to growth. U.S. Retail had same-store sales growth of 8% and now operates 3,068 stores across 44 states.
- AZ Commercial grew 20% to $532 million in sales by expanding commercial product offerings and dedicated sales force for commercial customers.
- AutoZone aims to continue delivering strong profitable growth and pursuing opportunities in the large market for automotive maintenance and repairs.
Liz Claiborne Inc. designs and markets fashion apparel and accessories across 30 brands. It has a diverse portfolio of brands at various price points that are sold through department stores, specialty retailers, and other channels worldwide. The company aims to deliver trendy, high-value fashion to meet the needs of consumers. It has adapted to changing consumer preferences and economic conditions through its balanced brand portfolio and focus on commercial fashion. Key to its success is leveraging its brand portfolio, supply chain infrastructure, and understanding of consumer trends to consistently provide desirable products.
telephone data systems USM2007AnnualReportfinance48
The document is the Notice of Meeting and Proxy Statement for US Cellular's 2008 Annual Meeting of Shareholders and includes their 2007 Annual Report. It provides financial highlights for 2007 including $3.7 billion in service revenues and $368 million in data revenues. It also provides information on markets and customers such as a total market population of 45 million and investing $565.5 million to build 434 new cell sites. A five-year comparison of cumulative total returns for US Cellular, the S&P 500 index, and Dow Jones US Telecommunications index is also included.
Kenji Yoshino argues for a new conception of civil rights that focuses on liberty claims rather than equality claims. Mary Louise Pratt describes cultural contact zones as sites where distinct cultures meet and clash or learn from one another. While neither author provides a complete framework for civil rights, combining their ideas can help negotiate issues of both equality and liberty in a diverse society.
The 2003 Annual Report for Adolph Coors Company summarizes the company's financial performance and initiatives to grow its brands globally. In 2003, Coors sold over 32 million barrels of beer, saw a 5.9% increase in net sales to $4 billion, and an 8% increase in net income to $174.6 million. The company focused on building its brands through marketing campaigns, sponsorships, and new product launches while also improving operations to reduce costs.
Passie Voor Horeca Dé Managementconferentie NetwerkensaMBO-ICT
Het SVH heeft in samenspraak met scholen de introductie van competentiegericht opleiden aangegrepen om compleet nieuw digitaal leermateriaal te ontwikkelen.
TDS provides wireless and wireline telecommunications services through its subsidiaries U.S. Cellular and TDS Telecom. In 2004, both subsidiaries achieved growth and drove profitable expansion. U.S. Cellular grew its customer base by 12% and revenues by 10% through strong customer satisfaction efforts. TDS Telecom increased its access lines by 2% and revenues by 2% while expanding high-speed data and long distance services. Going forward, both companies aim to differentiate their offerings and meet evolving customer needs through network investments and new services like data, ensuring continued profitable growth for TDS.
Advance Auto Parts experienced strong growth in 2003, building momentum across key metrics. With over 2,500 stores in 39 states, Puerto Rico and the Virgin Islands, the company served over 200 million customers in 2003. Same store sales grew 3.1% as initiatives like expanded private brands and improved supply chain efficiencies increased the number of customers and average transaction size. Operating margins increased to 8.3% of sales, up from 7.2% the prior year. Earnings per share also grew substantially.
This one-page document does not contain any written content. The page is intentionally left blank without any text, paragraphs, or other information provided.
The company reported net earnings of $123 million for the third quarter of 2004, a slight decrease from $129 million in the third quarter of 2003. Net sales increased 4% to $1.09 billion driven by 6% growth in the household products-North America and international segments. Earnings from continuing operations before income taxes decreased 6% to $189 million due to a $101 million loss in the corporate segment, compared to a $92 million loss last year.
- The annual report summarizes AutoZone's fiscal year 2002 performance, which saw record sales of $5.3 billion, earnings per share of $4.00, and a 52% return for shareholders.
- The three divisions - U.S. Retail, AZ Commercial, and Mexico - all contributed to growth. U.S. Retail had same-store sales growth of 8% and now operates 3,068 stores across 44 states.
- AZ Commercial grew 20% to $532 million in sales by expanding commercial product offerings and dedicated sales force for commercial customers.
- AutoZone aims to continue delivering strong profitable growth and pursuing opportunities in the large market for automotive maintenance and repairs.
Liz Claiborne Inc. designs and markets fashion apparel and accessories across 30 brands. It has a diverse portfolio of brands at various price points that are sold through department stores, specialty retailers, and other channels worldwide. The company aims to deliver trendy, high-value fashion to meet the needs of consumers. It has adapted to changing consumer preferences and economic conditions through its balanced brand portfolio and focus on commercial fashion. Key to its success is leveraging its brand portfolio, supply chain infrastructure, and understanding of consumer trends to consistently provide desirable products.
telephone data systems USM2007AnnualReportfinance48
The document is the Notice of Meeting and Proxy Statement for US Cellular's 2008 Annual Meeting of Shareholders and includes their 2007 Annual Report. It provides financial highlights for 2007 including $3.7 billion in service revenues and $368 million in data revenues. It also provides information on markets and customers such as a total market population of 45 million and investing $565.5 million to build 434 new cell sites. A five-year comparison of cumulative total returns for US Cellular, the S&P 500 index, and Dow Jones US Telecommunications index is also included.
Kenji Yoshino argues for a new conception of civil rights that focuses on liberty claims rather than equality claims. Mary Louise Pratt describes cultural contact zones as sites where distinct cultures meet and clash or learn from one another. While neither author provides a complete framework for civil rights, combining their ideas can help negotiate issues of both equality and liberty in a diverse society.
The 2003 Annual Report for Adolph Coors Company summarizes the company's financial performance and initiatives to grow its brands globally. In 2003, Coors sold over 32 million barrels of beer, saw a 5.9% increase in net sales to $4 billion, and an 8% increase in net income to $174.6 million. The company focused on building its brands through marketing campaigns, sponsorships, and new product launches while also improving operations to reduce costs.
The document announces the annual meeting of Hormel Foods Corporation stockholders. It will take place on January 28, 2003 in Austin, Minnesota to elect 13 members to the board of directors, vote on approval of the Operators' Share Incentive Compensation Plan, and vote on ratification of the appointment of Ernst & Young LLP as independent auditors. It provides details on proxy voting and establishes deadlines for stockholder proposals to be included in the 2004 annual meeting materials.
This provides an introduction to the Local Government Research Group, a division of Market Solutions Pty. Ltd. located in Melburne, Australia. It provides an overview of our capabilities and showcases some recent projects.
Adolph Coors Company reported strong financial results for 1999, their best year in history. They saw sales volume and dollar sales increase for the 12th consecutive quarter, and after-tax income growth for the 8th quarter in a row. Coors is focused on brewing premium beers, with 88% of their volume coming from premium and above-premium brands. Looking forward, Coors expects their international growth, led by continued strength in Canada, Puerto Rico, and Ireland, to play an increasingly important role in the company's future success.
1) 120 support workers from across New Zealand attended a Support Worker Summit in 2009 to discuss issues and share ideas.
2) Participants had a wide range of experience, from 4 months to multiple generations, working in the support field.
3) Attendees started an online community using a social networking site called NING to continue communicating after the summit. Within a week, 70 support workers had joined the online community.
The document outlines a plan called Ellis Hope 2010 to contact households in Ellis County by phone to pray with them and invite them to church events. It estimates that over 9,000 households can be contacted, with over 4,000 unchurched families identified and over 1,300 people attending a harvest event. It details a timeline from April 2009 to April 2010 for training volunteers, making calls to households over multiple weeks, following up on responses, and mailing gospel materials to interested households.
To succeed, focus daily on your goals while believing in your unique talents. Practice relentlessly, turning insights into efforts while networking and contributing more than expected. Give credit to others, take responsibility, and speak up while treating every opportunity to create art and working harder than others when needed.
Liz Claiborne Inc. is a large company that designs and markets a wide range of fashion apparel and accessories through various brands. It has 26 brands that cover categories like clothing, footwear, accessories and more. These products are sold through over 26,000 retail locations globally including department stores, specialty stores, and e-commerce sites. In 2001, the company achieved record sales and earnings despite a challenging economic environment, demonstrating the strength of its diverse brand portfolio and multi-channel distribution strategy. Key factors in its success included strategic precision, consistent execution of strategies across its operations, and expanding its international presence through the acquisition of Mexx Group.
This annual report provides an overview of Advance Auto Parts' performance in 2006. Some key points:
- 2006 was a challenging year for consumers and retailers due to economic factors like rising interest rates and gas prices. Advance focused on improving customer service execution to address customers' needs.
- Net sales grew to $4.6 billion. Comparable store sales grew 2.1% and earnings per share grew to $2.16.
- Advance opened 210 new stores, reached 3,082 total stores, and became the industry leader in sales per store.
- Initiatives to improve efficiency and reduce costs helped offset challenges in the operating environment. Advance will focus on more selective growth and improving returns in 2007
Ppoint gebruikt bij leermeesterbijeenkomst Rijn IJssel 15-11-2010 over toekomstig gebruik Handboeken BeroepsPraktijkVorming binnen de horecaopleidingen
Informatiesessie Microsoft Office Certificering op 12 november: Presentatie S...SLBdiensten
Tijdens de informatiesessie over Microsoft Office certificering presenteerde Ymke Manders, Product Manager Leren & Cetificeren bij SLBdiensten over het belang van Office certificering, hoe je dit als school aanbiedt aan je studenten en hoe wij je hierbij kunnen ondersteunen.
Office 365 in het onderwijs, de volgende stapDelta-N
Wat is er nieuw in Office 365 voor het Onderwijs?
Dat onderwijsinstellingen in veel gevallen gratis gebruik kunnen maken van Office 365 is bij de meeste scholen wel bekend. Desondanks zijn nog lang niet alle scholen bekend met alle mogelijkheden van Office 365. Zelfs organisaties die Office 365 wel inzetten, benutten vaak slechts een deel van de mogelijkheden. Doordat Microsoft constant nieuwe functionaliteiten uitbrengt komen er ook steeds interessante mogelijkheden bij, zoals de integratie met Yammer, Office Delve, OneNote for Classrooms en Groepen om samen te werken in teams. Speciaal voor onderwijsinstellingen die Office 365 overwegen of die de (nieuwe) mogelijkheden beter willen leren kennen organiseren wij een gratis seminar: ‘Office 365 voor het onderwijs: de volgende stap’. Tijdens dit seminar tonen we u een aantal interessante nieuwe mogelijkheden van Office 365 en gaan we aan de hand van enkele praktijkvoorbeelden in op toepassingen die specifiek zijn gericht op het onderwijs. Uiteraard gaan we ook concreet in op hoe u nu aan de slag kunt met Office 365 en is er uitgebreide mogelijkheid tot het stellen van vragen.
“Op zoek naar een uitdaging op vlak van
SAP ERP, CRM, NetWeaver, Mobility of
HANA?
Op zoek naar een regionaal consultancy
bedrijf dat tijd en ruimte biedt voor
persoonlijke ontwikkeling?
Op zoek naar 250 SAP-collega’s die elke
dag het beste van zichzelf geven voor onze
klanten in de Benelux?
Zoek niet verder, je hebt ons gevonden !”
- Bart Nys, Business Unit Manager SAP
Ondernemen zoals we gewend zijn werkt niet meer Deze mini MBA is speciaal geschikt voor ondernemers en managers die hun organisatie toekomst bestendig willen maken.
1. Fifteen kan veel meer met
SVH producten en diensten
Amsterdam
12 november 2010
2. 22
Op het buffet…
Even voorstellen
Een greep uit de vernieuwingen bij SVH
• Nieuw en direct inzetbaar in uw school
Mogelijkheden van Passie voor Horeca
• Laat u lekker verbazen
Ga er wat mee doen!!!!!!
• Hoe?
3. 33
Even voorstellen
Johan Lapidaire
Accountmanager
afdeling Informatie, Productontwikkeling, Voorlichting, en Marketing
SVH
e-mail: J.Lapidaire@svh.nl
telefoon: +3179 320 36 40
mobiel: +316 539 77 265
Postbus 303, 2700 AH Zoetermeer
internet: www.svh.nl
fax: 079-3212327
telefoon: 0900-1402 (€ 0,15p/m)
• Op Twitter onder de naam Lapidaire
• Op LinkedIn als Johan Lapidaire
4. 44
SVH staat voor ………
Werkgevers en werknemers in bestuur SVH
Missie: competente medewerkers en ondernemers
kwalitatief en kwantitatief
Eén horecaloket 0900-1402 (€ 0,15 p/m)
Voorlichtingscampagnes
Papieren en digitale leermiddelen
Examens en branche-erkende diploma’s
5. 55
Raising the bar,
Horeca Game
SVH Eventgame
Game gericht op café-/bargebeuren
Commercieel denken en handelen stimuleren
• Verkopen en adviseren
• Omzet én fooi verhogen………….rendement!
Stressbestendigheid en flexibiliteit
Onbewust bekwaam
Omzet maken
Elke maand limousine-rit te winnen
Organiseer een evenement in de café-/barsector
In de rol van kastelein
Leren plannen en organiseren
Film van planning
3 levels (Avond live muziek, Caféquiz, Kermis 3daagse)
6. 66
VMBO Roadshow
Tweedejaars leerlingen
VMBO
Nadenken over
carrière en opleiding in
de horeca
Interactief lesuur
Zie www.svh.nl: rode blok
10. 1010
Toolkit
Onderdeel van horecahelden (www.horecahelden.nl)
Vinden, binden en boeien van personeel
HRM bindmiddel: HRM-tools logisch geordend
Doorverwijzingen naar concrete hulpmiddelen en bruikbare
SVH producten: vinden, binden en boeien van personeel
Online beschikbaar: offline starthulp
Bruikbaar bij
managementlessen
HRM en
ondernemersplan
Oktober: verkiezing
OnderwijsHorecaHeld
11. 1111
SVH HorecaPlanner
Scholenversie in ontwikkeling
Nu alleen mét inschrijfnummer BH&C
• Gratis proefperiode van 100 dagen;
• Maakt in enkele minuten
een werkrooster;
• Houdt rekening met
regelgevingen, zoals de cao;
• Geeft goede verdeling van werk
onder full- en parttimers;
• Heeft een functie om automatisch
sms te versturen aan werknemer
als er behoefte is aan (extra) personeel;
• Houdt per medewerker een overzicht bij van de gewerkte
(over)uren;
• Geeft iedere medewerker toegang tot zijn eigen pagina.
16. 1616
Passie voor Horeca
http://passie.horeca.nl
Inhoud Passie voor Horeca
• Leermiddelenserie voor koks in opleiding
• Gastheerschapserie
• Leerboek Horeca-assistent
• Leermethode vmbo consumptief
• Leerboek fastservice (zonder illustraties)
• Management is onder constructie
• BPV-opdrachten komen eraan
Je hoeft op deze terreinen dus (bijna) geen boek meer aan
te schaffen
Je kunt te allen tijde (ook in de toekomst) bij de kennis
17. 1717
Een paar nieuwe toppertjes
Fastservice
• Bereiden van sorbetijs
• Bakken op een bakplaat
• Werkoverleg voeren en vergaderen
• Bijverkoop en meerverkoop realiseren
Bediening
• Interactieve wijnkaarten
Keuken
• Opmaken van een gerecht
• Het roken van zalm
• Het bakken van een verse pizza
36. 3636
Anders dan niveau 1
Anders dan niveau 1
Keuken-
Vaardigheden
restaurant
Bedienings-
vaardigheden
fastservice
Keuken-
vaardigheden
fastservice
Keuken- én Bedienings-
vaardigheden fastservice
38. 3838
Structuur PalC
Praktijkschool à la Carte
• interactief theoretisch deel van opleiding voor het
werken in de keuken volgens eindtermen
keukenvaardigheden restaurant
De cursus is onderverdeeld in taken
Alle taken hebben dezelfde structuur
• Oriëntatie
• Informatie
• Toets
• Opdracht
• Evaluatie
39. 39
Structuur van taken
Oriëntatie
• korte probleemstelling als voorbereiding op de leersituatie
Informatie
• uitleg in teksten, beelden, animaties
Toets
• een korte kennistest
Opdracht
• kleine praktijkopdracht in je eigen werkomgeving
Evaluatie
• hier zie je hoeveel tijd je besteed hebt en wat je score op
de toets was
• basis voor Praktijkcoach; instrument voor docent