Wal-Mart Effect by Charles Fishman Essay Example | Topics and Well Written Essays - 1500 words

Wal-Mart Effect by Charles Fishman - Essay Example This gives Wal-Mart the benefit of huge economies of scale, which they enlarge to lower prices. Because of the size of the retailer, this puts Wal-Mart into a position of a monopsonist extracting rents from their suppliers, and then acting as a near monopolist in the final retail goods market. A few companies such as Dial do over a quarter of their commerce with Wal-Mart. Wal-Mart dictates the terms, and those suppliers that wish to stay in the game, comply with the mandates (Martin Vander Weyer, 2006). The Arkansas-based sequence, founded by Sam Walton in 1962, is not just the chief private-sector boss and the major holder of trade market share. Its cheap plan, so all-encompassing that additional stores follow suit still when they are not straight contestant, plays a main role in holding down US price rises; its persistent demand for short prices from suppliers has been a main driver in the sell abroad of US developed jobs to China and elsewhere (Michael C. Keith, 2004). According to the expert analysis the impact of that cost on American grocery bills and consumption behavior, on the financial system of Chile and on the biology of a far-away corner of the soothing polluted by manufacturing amounts of fish foodstuff and faeces, is what Fishman calls the "Wal-Mart effect". It is, in his sight, neither completely bad nor entirely high-quality but it is very, extremely big. Wal-Mart is a power in America's financial life to a far extra important degree than its adjacent British equal, Tesco, over here (Pallabi Gogoi, 2007). Charles Fishman neatly sums up the monopsonistic power Wal-Mart has over its suppliers: No doubt, when it reaches bottomless within the operations of the companies that provide it and changes not merely what they sell, but also modify how those products are wrap up and obtainable, what the lives of the plant workers who make those products are similar to it even from time to time modify the countries where those factories are situated. 450 of Wal-Mart's suppliers have opened up offices in Bentonville, Arkansas, to be close to Wal-Mart's headquarters. These suppliers tout that if they didn't open up an office near Wal-Mart, their competitors would. That's Wal-Mart's effect on suppliers. Suppliers try to make themselves as pliant and accessible as possible for the retail giant. The Wal-Mart squeeze is a well known phenomenon to suppliers. Each year, for consumer products that don't change, Wal-Mart will approach their suppliers and say, this is what you sold us the product for last year, this is what we can get it for from a competitor, and this is what it will cost if we use our private label. Wal-Mart looks to drop the prices of products by 5% a year, every year.3 Wal-Mart's pressure to produce products cheaply has many suppliers going overseas, which reduces some companies from firms that designed, produced, and packaged their own products simply to importers of products (Theresa Howard, 2006). Negative Effects There are other serious repercussions to these lowest possible price points. Wal-Mart's constant

Cause and Effect Essay Example | Topics and Well Written Essays - 750 words - 1

Cause and Effect - Essay Example Nevertheless, the greatest brunt of it is felt mostly in developing countries. The poverty levels also differ from one region to another, mainly due to inequitable distribution of national wealth. This is mainly apparent in developed countries where poverty is rife only in secluded areas. However, the effect of poverty in developing nations is felt almost everywhere. Royce (2009) reported that an individual may be born in a society where poverty is already rife or be overcome by poverty due to unfortunate occurrences, such as job loss, disease, and bankruptcy among others. Nevertheless, many studies have been conducted in an attempt to unearth the causes and effects of poverty all over the world. This paper will explore the causes and problems that result from poverty. Background Poverty is a social crisis which affects every part of the society and culture. It pertains to a situation where an individual or a society has low income, resulting in illiteracy due to the lack of proper a ccess to education, health care, markets, and decision making authority. Its effects also include lack of communal facilities, such as proper sanitation, transport system, water and roads, and proper communication links. It is reported that more than half of the world is poor, with people living on less than 2.50USD a day. This figure is put at over 3 billion people. The same report also reveals that out of the 3 billion people affected by poverty, over 1 billion are children. The statistics found out that about 640 live in dilapidated shelters or have none at all; 400 million are not accessible to safe water while 270 million cannot access health services. In Hobson and Boll (2004) it is also revealed that more than 10.6 million children below the age of five succumbed to poverty in 2003. Areas with high levels of poverty Economic research shows that poverty is rife mainly in developing countries of the world. The areas which are mainly affected include Africa, India, South Asia, a nd South America. This does not mean that developed countries as the US are not affected by poverty since even these countries do have destitute people who live under deplorable conditions due to poverty. Royce’s survey (2009) also shows that its effects are mainly felt in the rural areas. Causes of poverty Poverty is caused by several factors in economy. One is overpopulation, in which very high number of people competes for few sources available. This is one of the reasons why a country like India ranks among countries where poverty rates are high. For instance, the population of India is said to be over a billion people. However, the available resources are not able to sustain this entire population thereby rendering others poor (Hobson and Boll, 2004). Corruption. Corruption has also been singled out as a major cause of poverty. This is because it leads to unequal distribution of national wealth. In addition, it leads to mismanagement of public funds which only goes to th e hands of a few leaving many other citizens poor. Royce (2009) emphasizes that this has been witnessed in many countries, such as Nigeria which ranks top in terms of corruption. Unemployment. High rate of unemployment is also a leading cause of poverty across the world. Employment is one way of creating wealth in a country. This means that when there are

Oldtown Expansion Strategies

Oldtown Expansion Strategies The OldTown Groups (OldTown) was established in 1999 by Executive Directors, Mr. Goh Ching Mun and Mr. Tan Say Yap, who formulated OldTown own blend of 3-in-1 instant white coffee. (OldTown, 2012) OldTown commenced their business as a classic coffee shop of 3 in 1 instants white coffee in Ipoh, Malaysia under Old Town White Coffee brand name since 2005. At the following years, OldTown is divided into two segments of food services which are fast moving consumer goods (FMCG) and food and beverage (FB). At the end of year 2011, Old Town has 196 cafà © outlets in different countries such as Malaysia, Singapore, Indonesia and China. These 196 cafà © outlets are comprised of 79 fully owned cafà © outlets, 18 partially owned cafà © outlets, 96 franchised outlets and 3 licensed outlets. Besides, Old Town has manufactured the beverage products and exported to worldwide countries such as Hong Kong, Singapore, Taiwan, USA, and Canada. (OldTown Annual Report, 2011) According to OldTown (2012 ), the latest updated information showed that OldTown has expanded to 205 cafà © outlets. The goal of OldTown is to let everyone enjoy every slip of authentic Malaysian Ipoh White Coffee, anytime, anywhere. (OldTown, 2012) Therefore, OldTown will continue to launch the high quality products to customers for collective vision of creating to be Asia Pacifics Leading White Coffee producer in providing high quality product to customers globally. (OldTown, 2012) The mission of OldTown is to promote their Unique Malaysian Taste- the authentic Ipoh White Coffee and continue White Coffee Legacy through continuous improvement and innovation that exceeds customer expectations. (OldTown, 2012) On the other hand, according to the OldTown (2012), the core values consist of consistency, continuity and growth, originality and creativity, respect diversities and traditions, as well as ethics and integrity. Besides, they adopt integrated business strategies and focus on five key components. The first component is to build up strong brand equity and keep customer loyalty by strengthening a nd promoting OLDTOWN brand name. Second component is to continue in expansion of cafà © network through franchise programmed locally and internationally and rely on establishment of their fully owned outlets. Third component is to strengthen the position as an operator of a major cafà © chain. Fourth component is to continue in development of a new and innovative product. Last component is to establish high standards of the quality products and services consistently to exceed the benchmark standard of quality and customers expectations. (OldTown Annual Report, 2011) 2.0 Current expansion strategy OldTown adopts different expansion strategies such as franchise, licensed, partially-owned and fully-owned strategies in different countries which include Malaysia, Singapore, China and Indonesia. (OldTown Annual Report, 2011). OldTown more focus in adopting franchise strategies since this strategy brings more successes to expand cafà © network either locally and internationally in spite of fully relying on the establishment of fully-owned outlets. (OldTown Annual Report, 2011) OldTown is implementing export of the products to other countries. Exporting allows OldTown to gain competitive advantages which are increasing the products sales performance, market shares as well as profitability (Piercy, Kaleka and Katsikeas, 1998). OldTown exports the beverages products also can expose the brand name and attract more customers from different regions. On top of that, exporting also allows OldTown to expand the customers base in global market. (Kaleka, 2011). On the other hand, exporting requires high transport fees. The cost of shipping may be a serious issue for OldTown. Shipping costs can make exporting uneconomical especially when the products are export in high volume. Furthermore, OldTown is depending on the fluctuation of transportation costs. The transport or shipping fees keep on increasing nowadays in exporting goods due to economic downturn, inflation and financial crisis. Ultimately, OldTown should be more concerns about this issue since this could be a drawback for export sales. According to Combss study (2004), in franchising strategy, an agreement is held by two independent parties whereby franchisor grants the right to franchisee to run the business in return of annual loyalty in monetary form (as cited in Miles, Aaron, Jeremy, Kelly and Di Wu, 2011). In other words, franchising is a legal regulation activity and requires compliance with federal and state franchise laws. According to the Buckless study (2011), franchising allows the franchisors to gain opportunity to entry the new markets by attracting the potential franchisees. OldTown chooses master franchise as its form of franchising is due to franchising is the most popular mode of entry into distant and cultural dissimilar market in Asia. Franchise model also provides scale to the company. OldTown currently owns 85 franchised cafà © outlets and one licensed cafe outlet in Malaysia. Revenues from these franchised outlets are earned through the initial franchise fees (RM 80k), the sales of Old towns produces, the royalties (5% of revenues) and the AP fees (3% of revenues). (Oldtown Berhad, 2011). OldTown is required to work with well-experiencing franchise lawyer to successfully establish the franchisee strategy. In order to reduce the business risks, OldTown internationalizes the business by expanding the cafà © outlets to the close countries (Aliouche and Schlentrich, 2011). Previously, OldTown is expanded from Malaysia to Singapore which is physically close to the home country. Singapore has the similar cultures with Malaysia. Cultural factors might increase the risk to the developing corporation in foreign market in accordance to Broutherss study (2002) (as cited in Aliouche and Schlentrich, 2011). The franchisors normally prefer to expand the businesses that have geographical and cultural similarities to the host country (Aliouche and Schlentrich, 2011). According to Aliouche and Schlentrich (2011), the corporation will then move gradually to the distant ones after successfully internationalize to the close country, as OldTown has. OldTown has successfully standing in Singapore with the good reputation of the products and services. After that, OldTown targeted the China and the Indonesi a market. OldTown White Coffee is definitely successful in locals where it earns Industry Excellence Award in Malaysia which organized by Ministry of International Trade and Industry (MITI) as at 24th March 2011. Besides that, at the same year and date, OldTown also received Product Excellent Award organized by MITI, Putra Brand Award 2011 and 2012 (people choice special mention) in 2011 and 2012, and so forth (Old Town Annual repor, 2011). All these recent evidences had showed that OldTown is quite successful in locally. Based on the evidence from the study (William and James, 2009), franchising and fully-owned strategies could help in reducing costs of finding and monitoring the outlet manager. In the words of Bradach (1997), the fully-owned strategy aids in standardization; franchising gives a strong motive to locals managers (franchisee) and they are motivated to keep on improving the cafà © outlets to make it as profitable as possible (as cited in William and James, 2009). In other words, OldTown does not need to oversee the franchisee closely in protecting the franchisors image and reputation. In short, franchising allowed OldTown (franchisor) to expand and minimize the monitoring cost (William James, 2009). Besides, franchising strategy also helps to expand number of OldTown customer with faster pace (Edwards, 2011). OldTown grants the right to franchisee to operate in different countries. Therefore, by expanding the cafà © outlet in other geographical areas, this also helps OldTown to raise the customer awareness. In addition, OldTown always emphasize on brand equity. Hence, OldTown is promoting the brand name OLDTOWN through the expansion strategies. These strategies might help OldTown to gain the customers loyalty and successfully build up the brand equity, not only in Malaysia but also in other countries for instance, Singapore. Aside from these, franchising also helps OldTown to enhance competitiveness in food and beverage industry (Holmes, 2003; Joseph, 2011). Franchising spreads the risk through other people investment in different locations. Franchisee normally is the one who responsible for the loan, debt and so on, and hence, OldTown basically can minimize risk in expanding the businesses. OldTown has better expansion networks for the cafà © outlets since 2005, from a small, humble coffee cafà © to 196 cafà © outlets chain. Thus, OldTown generally could obtain the advantage of loyalties and raise the brand recognition through the ease of this type expansion strategy (Chris, 2011). By the same token, there might have a few of risks that could be faced by OldTown in adopting the franchising. The main disadvantage for OldTown in using franchise strategy is that it can be considered quite costly for the potential franchisee. Once it is implemented, franchises fee charge and ongoing royalties would cut the profits of franchisees (Sim, 2008). Besides the initial fee for agreement, original franchise fees, annual royalties, as well as a percentage of franchises business revenue, franchisees also required to pay the extra monthly fees for the franchisor (Adrian, 2010). As part of the continuing franchise agreement, on-going fees are needed to pay to the franchisor for the support, training and development which are provided by the franchisor. In the long term, it will become a restriction to the amount of profit for the franchisee. Besides, the franchisor also may charge additional fees for services provided to the franchisee, such as the cost of advertising (Ward, 20 12). Besides that, franchising also will cause the lose control right problem when the new franchisees become part of the franchise system. Sometimes, the franchisees are forced to make their own decisions in the uncertainty situation, and they might need to change the policies without make the earlier notification to the franchisor. In fact, franchisor only owns limited power to control the franchise branch and how the business runs. Furthermore, the established rules and the part of the franchise agreement, for instance, the ways of the business operation are already set up by the franchisor, it is rarely for a new franchisee to operate the business outside of these borders (Adrian, 2010). Hence, the franchisee will likely to follow the majority practices of OldTown to run the business. As a result, franchising limits the creativity of the franchisee (Sim, 2008). By adopting franchising, the issue of communications gap may arise between the OldTown and franchisee. Franchisees must follow the correct directions in order to maintain the brands image, the high level of service and so forth. If the franchisor and franchisee did not communicate well, franchisee may have misunderstanding and run the business without the proper direction. Moreover, if the franchisee unable to run the business with good quality or proper funding, it could curtail success and it will create a very unfavourable business environment as wel l. The actions and decisions of franchisees are very important because these will definite affect the OldTowns reputation, image, profession, as well as customer preference. The franchisee would rely on the brand of the business to bring a bunch of customers but OldTown is the one who need to undertake the risk. If the franchisee harms the OldTown image by serving the poor quality foods and services to the customers, it will knock on the effect of the own business. Ultimately, this could potentially damage the sales and overall profits (Adrian, 2010). According to the OldTown Annual Report (2011), the OldTown products such as beverages are more focused on the market segment which comprising professionals, managers, businessman in the age group between 30 to 50 years old. Most of the people concern with healthy conscious nowadays, Old Town also introduced healthier choices of beverage products into the marketplace, such as 2 in 1 No Sugar Added and 3 in 1 with Natural Cane Sugar coffee products. However, due to different countries have different needs, OldTown cannot oversee and control all the businesses includes the franchise outlets. Last but not least, franchise outlets need to invest in various promotion tools such as advertising, promotional and marketing campaigns to increase the OldTowns brand image as well as to enhance its brand equity value in the marketplace. These promoting activities will need a huge amount of money in order to attract the customer and retain the old customers. 3.0 Future Expansion Strategy There are some recommendations for OldTowns future expansion strategies. OldTown can continue the current strategies (franchising and exporting) and the new recommend strategies (joint venture and strategic alliances). 3.1 Franchising OldTown is using the franchising as the entry mode strategy to achieve the rapid and low-cost market expansion, either in locally or internationally. Franchising allows OldTown to get the inflow of franchise fees to expand its markets. All of the premises, equipment and all other working capital that are needed to establish a franchise unit are invested by the franchisee. Besides, OldTown also able to receive the royalty fees from the franchisees. (OldTown, 2012) OldTown is relieved of many of the costs and risks through this entry mode. OldTown can achieve global presence quickly and reduce the risk and cost of doing business via franchising, as McDonalds has. Thus, this strategy should be continued by OldTown since it had good achievements with this entry mode. (OldTown, 2012) Furthermore, OldTown would establish as master franchisee in other markets. Master franchising depend the quality of the local partner to success in another nation. Thus, OldTown should find the right local partner and sell the master franchising rights. For instance, McDonalds, KFC and others are established a master franchisee in particular country or region. (Daszkowski, 2012) Master franchisee of OldTown will oversee the management and reduce the quality control challenge in other new markets. Other than that, master franchisee also can monitor the performance of the franchisees. In fact, there are many laws and regulations implied on franchising. Different nations have different requirements in this mode of entry. The franchisor shall satisfy the 2+1 requirement in order to develop a franchise in China. The requirement means the franchisor need to own two outlets of the franchise business for more than one year. (Philip, 2010). Franchising is a new business concept in Kazakhstan and is not leveraged to its full extent. It is an opportunity for the OldTown to franchising the brand to this country. The Kazakhstani entrepreneurs find it easier to work with Russian franchisors instead of other countries franchisors. This is due to both Kazakhstan and Russian share the same language and similar tastes, ultimately reduce the localization costs in setting new franchise. (Parshina, 2009) This would be a threat for OldTown to expand its franchise into Kazakhstan. OldTown should able to justify the benefits, risks and costs before enter the particular nation. 3.2 Exporting OldTown is pursuing the exporting as the one of the mode of entry to expand to other countries. OldTown is success to expand its brand through this strategy and OldTown is encouraged to continue this mode of entry. OldTown commenced the first export of OLDTOWN brand of 3-in-1 instant coffee mix to Singapore in 2001. The following years, OldTown success to expand the export markets to over 13 countries. (OldTown, 2012) Exporting allows OldTown to increase sales and profits by fully utilize the use of existing capacities. Besides, exporting also allows OldTown to gain new knowledge and experience about the foreign countries technologies, marketing techniques and foreign competitors. (Tekle, 2007) In Malaysia, OldTown distributed the coffee mix through major hypermarkets and supermarkets (OldTown, 2012). OldTown may consider using this type distribution channel in other countries. However, OldTown needs to handle all the logistic of the transaction and spend extra costs to export the products since the transport costs are high. (Delaney, 2012) Besides the transport costs, OldTown also need to pay attention on the costs from high tariff barriers which set by the particular nation. (Hill, 2011) Additionally, OldTown obtained the HALAL certification from the Islamic Religious Department of Perak for the Groups beverages in 2002. The beverages of OldTown are complied with the Islamic Law. (OldTown, 2012) This certificate also provides extra opportunity for OldTown to export the coffee mix to Islamic countries. 3.3 Joint ventures OldTown can use joint ventures to enter a foreign market other than using franchising market entry mode in expanding the business. Joint venture is the establishment of a firm that is jointly owned by two or more otherwise independent firms (Johnson, 2000). OldTown can joint venture with Chatime in Australia in penetrating their first new market in Western country. Chatime had operated in Australia since 2009 and now has over 30 stores Australia-wide (CHATIME Autralia, 2011). Moreover, Chatime are growing fast in term of opening one new store each month on average (CHATIME Autralia, 2011). Based on Chatimes record in successful penetration to foreign market, OldTown can penetrate to Australia by joint venture with Chatime. Joint ventures will help OldTown in getting local partners knowledge regards the host country competitive condition, language, cultures, political systems, and business systems. If OldTown expands their business without further exploring to the particular country history, competitive condition, political systems, business systems and cultures, OldTown will face lots of barrier to entry to the new market. This will also cause OldTown to have a wrong timing of entry or loss the opportunity chance in penetrating to the particular foreign market. (Hill Hernandez-Requejo, 2011) In addition, joint venture is good to be practiced by OldTown due to the costs and risks of opening a foreign market are shared. It can help OldTown in reducing the necessary costs such as initial capital requirement, transportation costs, advertising costs, operational costs, and extra cost charge by the certain local government for set up a new business in country. Therefore, by having a partner in reducing the costs, OldTown will face lesser risks for setting up the business in new market at foreign country. (Hill Hernandez-Requejo, 2011) Other than that, joint venture also allows OldTown to learn about a new market environment. If OldTown can success to become an insider in the country, it may help OldTown to increase the level of commitment and exposure in future. This will help OldTown to improve the image and reputation. Besides, OldTown also can penetrate to other foreign market in future with easier way and reduce lots of entry barriers. (Keegen Green, 2011) From this point of view, by joint venture with Chatime, it will help OldTown in building up their brand name. Although joint venture may cause the company do not have the tight control over subsidiaries that it might need to realize the experience curve or location economies. But, due to OldTowns management team is led by professionals and founders who have more than 20 years experience in the particular industry, it is believed that OldTown management team is more than capable and passionate to anchor OldTown towards more successes in the future. (Kenanga Research, 2012) 3.4 Strategic alliances The changes in political, economic, social cultural and technological environments make strategic alliances have the relative importance for a company to choose as an entry mode to foreign countries (Keegen Green, 2011). China businesses are stable and growing (OSK Research, 2012). OldTown intends to replicate the popularity of its coffee brand from Hong Kong to China with promoting the OldTown brand (OSK Research, 2012). OldTown found that the FB business in China is well carrying by having average spend per customer of 40-50% higher than the businesses in Malaysia (OSK Research, 2012). Other than that, demands of OldTown FMCG products remain tough. In addition, with the new added menu such as soup, OldTown found that China prospects seem capable at this point in time for penetration (OSK Research, 2012). OldTown believe that its business in China have to expand more rapidly than its competitors to ensure its company foundation can be strongly build (OSK Research, 2012). OldTown is setting up a new food processing centre as part of its expansion in penetrating Chinese food and beverage market in China (Ho, 2012). OldTown can use strategic alliances as their entry mode in penetrating to China, forming a strategic alliance with Secret Recipe in China. Secret Recipe had successfully established its brand name in China by virtue of its fine quality cakes, fusion food and distinctive service (Secret Recipe, 2012). This strategic alliance also allow OldTown in gaining extra knowledge from Secret Recipe regards the culture, political, and economic system in China without carry out a costly detailed research in China (Keegen Green, 2011). There are several advantages of using strategic alliance as the entry mode for OldTown in penetrating to foreign country. The advantages are sharing benefits of alliance as well as control performance of assigned tasks, long-term strategies is formed between two companies, and retain national and ideological identities when competing in markets not covered by alliance. (Hill Hernandez-Requejo, 2011) 4.0 Conclusion There must be reason when local coffee shop like OldTown able to success in highly competitive market. OldTown do not bond itself in its current expansion strategy, like franchise, fully-owned outlets and export the products. Meanwhile, depending on 1 expansion strategy is less flexible and too risky. OldTown current strategies had lots of advantages as well as drawbacks. Firstly, Franchising is a popular mode of entry to local and the foreign market. OldTown master franchise because of high revenues get from initial franchise fees, royalties, sales and AP fees. Next, export the products could gain competitive advantages by exposing their brand name and attract more customers from different regions by raising customer awareness, expand the customers base in global market. While, both franchising and fully-owned strategies, has advantage OldTown in reducing costs, attract for recruitment and attract potential franchisee. In the other side, Franchising also bring drawbacks like franchisee has limited freedom and creativity was limited by franchisor. There may be communications gap between franchisor and franchisees in decisions making and it could ruined the name of franchisors. Normally, company will be choosing to expand to close countries first because of the similarity in terms of geographically and culturally. OldTown needs to have product creativity to fulfill different country needs, and customer in different segments. It is good to continue the franchising and exporting strategy for OldTown since both strategies bring lots of positive outcomes, gains and profits. Both strategies had relieved many of the costs and risks, both strategies should be continued by OldTown since it had good achievements with this entry mode. Between Joint Venture and Strategic alliances is the potential of OldTown to expand to foreign countries, Joint venture could reduce the barrier to entry, reducing the necessary costs such as extra cost charge by the certain local government, in the mean time, increase the level of exposure of OldTown in that particular country. Strategic alliances enable OldTown to have long term strategy business in other country. Business nowadays is not only need to focus on customer and service, OldTown needs to follow the latest business trend and be flexible in showing high adaptability to changes. Besides, OldTown has seen the importance of contributions to the community, environment and its investors, as well as the business ethical for its well name or reputations.

Lord of the Flies :: Lord of the Flies Essays

Lord Of The Flies Book Analysis Title: Lord of the Flies Author: William Golding Date of original publication: 1954 Setting:   Ã‚  Ã‚  Ã‚  Ã‚  The setting of Lord of the Flies is somewhat vague. The island is unnamed, and besides stating that it is during wartime, there is no specific date given. The island is uninhabited, and characterized by a beach, jungles, orchards, and a rocky mountain. The jungle that surrounds the characters represents death. It is dark and entangled in vines, which remind the small boys of snakes, and instill fear. This setting is also significant because it is isolated from civilized society. As the plot progresses, the lack of civility causes the society, built by the children, to deteriorate. Characters: Ralph:   Ã‚  Ã‚  Ã‚  Ã‚  At about twelve years old, Ralph is among the oldest of the boys on the island. He is described as a â€Å"fair-haired† boy with mild facial features. He is the first character introduced and plays the role of the protagonist. He is somewhat charismatic, but is admittedly frightened by the situation. Ralph begins as an innocent boy but ends up very mature from dealing with conflicts and adult decisions throughout his leadership. He believes that survival can only be achieved by the presence of peace and order. He tries, somewhat unsuccessfully, to build a stable, civilized society. Ralph is a perfect character however. He struggles as a leader, and has to rely on Piggy, a boy who he respects for his maturity and knowledge, for advice. As the chief, Ralph notices that many of the boys are not following the rules, but he does not subject anyone to punishment. This leads to anarchy, and the creation of Jack’s tribe. Eventually, many of the boys abandon Ralph, and although against his initial values, he tries to join Jack to escape the loneliness he has experienced. Toward the end of the novel, Ralph is hunted by Jack and his followers, but is able to the beach where he finds a naval officer to rescue him. This is the first time that Ralph is relieved from his internal and external conflicts. Piggy:   Ã‚  Ã‚  Ã‚  Ã‚  Piggy, who is about the same age as Ralph, never reveals his actual name throughout the novel. He is overweight, asthmatic, and wears glasses. These physical weaknesses cause him to be whiny and less useful in work. He is described as a bad looking character, who is disrespected and considered an outsider by the rest of the boys.

Park and Sprague

The average American life expectancy is at 75 years, which reflects an increasing population of Senior citizens projected to reach around 80 million when year 2050 comes around. This is also true with countries as developed as the USA and that of Korea estimating to be at one for every five persons belonging to the senior category. What is also projected is the fact that also by 2050, more Americans will live at 85 and above at a 30 percent increase of the population.This implies a lot of things; mainly, the need for continuing care will be increased as facilities for such arrangements obviously have to be taken cared of or planned as well (Park and Sprague, 2007). Changing values in the family, the fact of urbanization and improved financial capabilities of those reaching their senior years account for this increased need for continuing care retirement institutions. The picture of current sophisticated nursing care for the elderly is no longer confined to the typical home for the ag ed.Today’s communities prepared for those in their retirement years take into consideration the sense of independence or autonomy of senior adults, the preservation of their dignity and especially the needed care of each unique individuals, making the residents feel that home becomes an integral ambience of their stay (Park and Sprague, 2007). Definitely, the challenges that are distinctive of the senior years include first and foremost the physical decline of the elderly.This alone cascades into several ramifications including the loss or diminished use of some sensory capacities such as loss of touch and impairment of hearing and visual capabilities (â€Å"Factors in the elder care decision. † 2005). Reduced strength becomes a source of daily struggle since motor reflexes become slow as energy levels are equally diminishing (Park and Sprague, 2007). With these changes, the decision to commit elderly to the care of professionals in institutions is usually made when al l the advantages and disadvantages have been considered.Advantages include having the facilities such as residential care social services where the physical needs are virtually taken cared of; senior community center where the social interactions are looked after to alleviate loneliness and sense of detachment from the family and the community; independent housing, and nursing home care where the health is maintained and diseases are reduced to a minimum; all the needs of the elderly have been thought of and designed basing on the continuum of care concept (â€Å"Factors in the elder care decision.† 2005). Bathing, meals, and medications are practically relieved from the care of the immediate relatives and provided for by trained personnel. In addition, the elderly who can hardly sustain themselves are provided with skilled nursing facilities; those who have become totally dependent such as the bedridden and myriad health problems (Park and Sprague, 2007). Disadvantages start with the rent or cost which is understandably high.Some residential areas may be lower in cost but the isolation may complicate or worsen the health conditions of those who become lonely for their loved ones and other vital connections. Other disadvantages are the risks of physical abuse and neglect which are not hundred percent guaranteed in some or many facilities despite the promise of administrative personnel to their clients. In addition, there may limitations as to the number of residents that a facility may take in; hence it may take a while to apply and be accepted in some of the excellent communities.Questions arise whether excellent care is actually given to the elderly, or whether the staffs that are hired are actually knowledgeable and skilled to take care of the individual clients (Park and Sprague, 2007). In conclusion, the relatives or loved ones of the elderly will eventually make their decision on affordability and sense of security that they feel concerning the pr ospective community that they will confine their elderly into (â€Å"Factors in the elder care decision.† 2005). Studies reveal that most elderly have maintained and/restored vitality when confined to the care of these trained professionals. On the other hand, it would probably be all important that decisions be made exhaustively, as residents may find their options are decisions they need to accept as lifetime (Krooks and Stoppel, 2007) as they will be leaving homes and loved ones, and in all probability will include the decision to sell their residential abodes. Reference:Krooks, Bernard and Kirsten Stoppel. 2000. Continuing Care Retirement Communities. Accessed February 18, 2008

Plan of Discipleship Essay

Introduction In due course of ministering to the body of Fairway Church it has become apparent that there is a greater need for discipleship among the un-churched and the de-churched of the surrounding community. It is therefore, the goal  of this exposition to introduce, clarify, and expound the goal of the discipleship ministries of Fairway Church in said context. This action must be seen as imperative not only to the church but also in the broader context of mission as a whole. It is the hope therefore, in the following curricular plan that there would be adequate space and definition given to the following areas of concern: Scriptural Foundations Core Ministry Values Behavioral goals (including Slogans and Visuals) Measurable Objectives Base Path of Development (Measurable Steps) Encompassing Vision Statement Identification and description of characteristics of the target group. Action Plan Scope and Sequence Plan Budget and Communication Tools and Techniques Through the further defining and examination of the above factors the goal of this curricular plan should be well established in the collective efforts of the church as a whole. With this in mind one should be capable of appreciating and desiring to continue in the work of discipleship at Fairway Church. Furthermore, it should be noted that discipleship is no easy task, yet it is a worthwhile one. It should be the overarching goal of the local church as well as individual believers to be involved in the representative work of Christ in the local context. The command has been given, the call has been sent out, as individual followers the response therefore, must be to follow well and seek to make other followers. Scriptural Foundations Perceiving, therefore, a need for valid and comprehensive discipleship it is the desire of this program to integrate Scriptural content into a practical outreach format. It should therefore, be the purpose of this expositional section to deal with the Scriptural foundations of the below development of  a discipleship strategy. This must be done through a successful examination of the call, the example, and the sacrifice of Christ as well as the model of Paul. First, one must see that Jesus has given a call to make disciples. If the local congregation does not understand the basic imperative of Christ toward discipleship, there is no hope that a successful model might be attained. This call is expressed nowhere more clear than in Matthew 28:9 which states to the followers of Christ, â€Å"Go therefore, and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit.† 1 It should be seen that the goal of the disciple-follower should be to make other disciple-followers. This must not be compromised; it is the foundational block of any successful discipleship strategy. Furthermore, one must seek to gain an understanding of Christ’ example of discipleship. Here one must dissect the concern as to the question of, â€Å"Why?† Why does one make disciples? Although, it can easily be seen that Christ commanded this in the above passage, there is more to this than a mere call to do something in Christ’s name. As Francis Chan states, â€Å"God wants us to pursue certain actions, but as we put God’s commands into action, our motivation makes all the difference.† 2 A student of scripture must understand that discipleship is at the heart of Christ Himself. In reality Christ held a special call to make followers. This can be seen nowhere better than in Matthew 4:18-22. One reads: â€Å"While walking by the Sea of Galilee, he saw two brothers, Simon (who is called Peter) and Andrew his brother, casting a net into the sea, for they were fishermen. And he said to them, â€Å"Follow me, and I will make you fishers of men.† Immediately they left their nets and followed him. And going on from there he saw two other brothers, James the son of Zebedee and John his brother, in the boat with Zebedee their father, mending their nets, and he called them. Immediately they left the boat and their father and followed him.† 3  This passage is key in understanding the example of Christ as he sought to create and lead disciples. Christ called people to come and follow Him. The local church should be about the same business as they seek to reach the culture around them for Christ. This is more than a command, it is a lifestyle exhibited primarily by Christ. Next, one who seeks to be a disciple must embody the sacrificial life of Christ. This does not dictate that one must seek to die in order to follow Christ. However it should lead believers to understand the call to live sacrificially even unto death, if necessary. Dietrich Bonheoffer points this out by stating that, â€Å"When Christ calls a man, he bids him come and die.† 4 This does not mean that Christ calls men to be killed but rather to live sacrificially. The idea is the same when one sees in Luke 9:23-24 that Christ calls people to live sacrificially. The student of this text reads, â€Å"And he said to all, â€Å"If anyone would come after me, let him deny himself and take up his cross daily and follow me. For whoever would save his life will lose it, but whoever loses his life for my sake will save it.† 5  This passage is also a key in the concept of successful discipleship strategy. In short, the believer must be willing to live as if a cross was their goal. The disciple should understand that ultimately following Christ leads to the death of self. Without this understanding there is no means to successfully accomplish the objective of creating solid disciple-followers of Christ. Lastly, one should see the practical applications to the above theological themes concerning discipleship. This is nowhere exhibited more fully than in Pauls’ ministry to the Philippians. Paul states in Philippians 3:17 concerning the church that, â€Å"Brothers, join in imitating me, and keep your eyes on those who walk according to the example you have in us.† 6 This should be seen as directly related to the nature of disciples as followers. Paul is pointing to himself as an acceptable example for disciples to follow. This point is of great importance in that it is attainable to the average believer. The individual congregant of a particular church should seek to embody this model in any effort to be a disciple-making disciple. Individuals should seek to create followers of themselves and in this lead others to Christ. Core Values With firm scriptural texts established one should further seek to develop  and implement the core values of discipleship. These values are highly important in the forming of vision and the continuation of a successful disciple making structure. The local church must be seen as central to this and should be placed in context of discipleship structures. It is therefore, the hope of this expositional section to place the local church at the center of effective disciple making. In this context one should see that the core values of discipleship in the local church congregation should include a healthy understanding of, engaging culture (mission), organic relationship building, accountability, and lastly reproduction. These core concepts should sit at the center of the discipleship efforts of Fairway Church. First, the congregation should seek to understand the reality of the culture in which the church exists. The current culture is one in which most seem to be hostile toward Christianity. The spectrum shows it obvious that, â€Å"Christian faith is quickly losing traction in Western culture, not only as a result of unchristian behavior, as significant as that is, but because we haven’t recognized our new reality and adapted.† 7 The path forward is defined by how the local body interacts with this culture.  Interaction must be seen as key. Considering discipleship and the way in which the church engages culture dictates their ability to reproduce disciples. Tim Keller, speaking of the Israelites, and their engagement of Babylonian culture gives three options. These options are: â€Å"Move into the city and lose your spiritual identity†¦Ã¢â‚¬  â€Å"Don’t move into the city and keep your spiritual identity†¦ â€Å" â€Å"Move into the city and keep your spiritual identity†¦Ã¢â‚¬  8  It is frightful to think of the number of churches that embody the first two models in the modern context. Furthermore, it should be seen that Gods model for cultural engagement is one in which believers engage culture. One reads in Jeremiah 29:7 that believers should, â€Å"seek the peace and prosperity of the city to which I have carried you into exile. Pray to the LORD for it, because if it prospers, you too will prosper.† 9 The situation is one that is  clear. Church people should not live in isolation of culture, in fact, individual believers should be engaged with culture yet not lose their spiritual identity. The church must be engaged with the world around it. This must be a core value of any successful discipleship strategy. In connection to the above idea of engagement, the local church should seek to understand the value of organic relationship building. It is through relationship that community is formed and this concept must be seen as central to the very nature of being Christian. This was the practice of the early church in Acts. One reads in Acts 2:42-45 the following: â€Å"And they devoted themselves to the apostles teaching and the fellowship, the breaking of bread and the prayers. And awe came upon every soul, and many wonders and signs were being done through the apostles. And all who believed were together and had all things in common. And they were selling their possessions and belongings and distributing the proceeds to all, as any had need.† 10  The idea is one of community. Here the church must be about building relationships in community. Through engaging culture the gospel becomes attractive and as relationships are developed there should be people added, first, in areas of common interest and then as firm followers of Christ. In the context of relationship building there should also be an aspect of accountability. It should be noted that the ultimate goal of successful discipleship is to make people accountable to Christ first and each other as an outflow of the primary relationship with Christ. This however, must be linked to healthy accountability in relationship. Some may refer to this as creating healthy boundaries. Although, this may seem abstract to many, in its exposition it should become clear. Some may find it offensive to even suggest that disciple makers should consider relational boundaries. However, this is important in two ways. These ways are easily seen as maintaining proper doctrine and picturing proper Christian love. First, one must see that doctrinal boundaries must be maintained. As Jonathan Leeman points out, that the church is rampant in its, â€Å"loss of doctrinal, boundary making thinking,† 11 furthermore, that this loss is linked to allowing churches to, â€Å"veer toward number-counting or Spirit-chasing (or both)†. 12 This has ultimately led the church to see an influx of people. Yet, also there is a lack of spiritual maturity or ability to reproduce disciples. This must be seen in direct connection to the cultural phenomena of, â€Å"individualism, consumerism, and a reluctance to commit, and skepticism toward all forms of dogma† 13 The goal however, should be in relationships to picture the opposite of this mentality. The goal should center on accountability and self sacrifice, healthy boundaries and love from a biblical context of community. Furthermore, it should be understood that in picturing proper, restorative love in community is essential. The culture to which disciples will be sent is one intoxicated by love. This is a problem, in that the predominant cultural perception of love is so often implied upon the church and furthermore, Christ. It is expected that Christ is all accepting rather than concerned about belief or accountability. Restorative ministry in a community context must be fleshed out in a context of Gospel transparency. The church cannot disciple sinners with out loving them enough to picture this model in relationship. Hold true to doctrine and do not compromise for the sake of â€Å"love†. Lastly, one must seek to operate a framework of discipleship that can be reproduced. The church in too many cases has tied itself to structures that cannot be reproduced on an individual level. It is key to understand that, â€Å"Reproduction ensures that a movement will live past its founding stages.† 14 This must be acknowledged in greater depth. Jesus understood the need for reproductive discipleship and so should the modern church. The model of Jesus must be seen as the most successful model in that he understood and implemented a strategy of reproduction centered on a small handful of original disciples. Robert Coleman notes this in his book the Master Plan of Evangelism by stating the following: â€Å"His concern was not with programs to reach the multitudes but with men whom the multitudes would follow†¦ Men were  to be His method of winning the world to God. The initial objective of Jesus’ plan was to enlist men who could bear witness to His life and carry on His work after He returned to the Father.† Jesus understood the value of organic reproduction. The local church as well should seek to embody this. However, it seems this has not been the goal in much of the historical efforts of discipleship. Behavioral Goals Discipleship as Frank Viola states is, â€Å"a lifestyle—an authentic journey with the Lord Jesus and His disciples.† 15 Therefore, any process seeking to make disciples should desire to integrate fully a successful plan of curriculum. This curriculum should hold a clear-cut concept of behavioral goals. As Mitchell states, â€Å"Step number one in developing the curricular plan is establishing both institutional and individual goals and expectations.†16 This must be assessed if discipleship is to be accomplished. An overarching goal statement should be established to guide the educator as they seek to lead and make disciples. The goal then of this curricular plan must be seen as follows: To make disciples capable of living on mission, in journey, and reproductive in nature. This goal statement should be seen at the heart of successfully making disciples. However, the statement in itself is incapable of fleshing out the reality of this goal. There must be an expectation of personal goals accompanying the discipleship goal statement. Behavioral goals should be built around the framework of this statement. These goals should follow as well the model seen in the core ministry values. Individuals in the discipleship structure should be encouraged to integrate the following principles into their lives on a daily basis: Engage Care Build Reproduce Individuals should be encouraged to integrate these behaviors in their own  lives on a daily basis. The terminology of Scripture should point this out. One reads in Matthew 28:19 that the call is to, â€Å"Go therefore and make disciples of all nations,†17 The point of â€Å"going† is better conveyed in the Greek, which reads as, â€Å"πΠ¿Ã ÃŽ µÃâ€¦ÃŽ ¿ÃŽ ¼ÃŽ ±ÃŽ ¹Ã¢â‚¬ 18This therefore is defined as, â€Å"to lead over, carry over, transfer, to pursue the journey on which one has entered, to continue on one’s journey.†19 This must be seen as important in the behavioral goals of a discipleship effort. Individuals must be encouraged to integrate the four core values into a lifestyle of evangelism, rather than the more common structure of catapulting oneself into culture. Such an effort is often times defined by congregants in the form of confessional faith alone. The goal should be to integrate people into the journey before ever assessing the nature of their salvation. Salvation should be the goal yet; it should not be the point of the spear. Far too many have presented Christian community as transactive, whereas it should be seen as transformative in nature. The above format however may be seen as drastically different than the model shown in the historical model of church. Individual disciple-followers should begin to acknowledge that the need is not to go â€Å"on mission† but to â€Å"do life† as mission. There should be a language component to this shift. An individual slogan therefore could be stated simply as, â€Å"Keep Calm and Disciple on†. The goal of such a slogan is two fold. The desire should be to create a common language as well as a framework for motivation in a comfortable and familiar style. This must be understood in order to fully integrate discipleship into ones life. Furthermore, there should be a visual component to this as well. This visual can be seen in the following: . The above visual should be seen as key in the integration of material into the teaching and educative principles concerned with behavioral objectives. The form can be utilized as a further tool to incorporate and engage the culture at large concerning the building of relationships. This must be seen as key in the implementation of the above described discipleship structure. Therefore, it should be assessed that the behavioral objectives of this  discipleship strategy are to lead others to integrate the â€Å"engage, care, build, reproduce† strategy into their lives. Individual disciple-followers should be lead to, engage culture, care for their communities, build relationship through that caring, and reproduce disciples from those relationships. These are the behavioral objectives of this strategy and are essential to its implementation. Measureable Objectives Measurable outcomes should also be seen as important to the accomplishing of valuable discipleship structures. The question of what expectation is held by the leadership of Fairway Church for the individual disciple-followers is important and should be well defined at the onset of the structure. Dietrich Bonheoffer stated in his classical work Life Together that as believers, â€Å"We must be ready to allow ourselves to be interrupted by God, God will be constantly crossing our paths and canceling our plans†¦Ã¢â‚¬  20 This quote should help individual leaders as they seek to integrate measurable objectives into a successful framework for discipleship. Successful discipleship should create disciples willing to have their lives interrupted by Jesus. The measurable outcome in conclusion should be centered on the ability of individuals to live in such a way that discipleship is accomplished regardless as to the inconvenience to their personal lives. It should therefore, be noted that at the end of this discipleship course individuals should be integrated into community and motivated to form community in whatever context available to them. These measurable outcomes must be placed as central to the success of this plan of discipleship. Each component must be seen more in depth as to understand the importance of each. First, one must see the importance of individuals being integrated into community. Darrin Patrick notes this in his book For the City in a remarkable way. After noticing the large amount of non-believers in his congregation Patrick also noted that they (leaders), â€Å"learned that what stood out to people was the context of challenging, biblical teaching in the context of a community of people who seemed to genuinely care for one another and spend time together.† 21 This is for the purposes of this paper a  successful picture of what it means to integrate people into valuable community. This integration however, must be driven toward further goals. Next, one must be capable of thinking sacrificially to accomplish the goals of engaging and reproducing. This must be seen in the context of community. Darrin Patrick exhibits this point by describing the establishment of the fifth campus of his church â€Å"The Journey†. Darrin notes that, â€Å"we launched our fifth campus, which started because of the heart of a member of our church who owned a thrift store and desired a place for people who frequented there to go to church.† 22 This must be seen as an embodiment of the measurable outcome of being motivated to form community. The individual disciple saw a need in community, as a result a new congregation was started and discipleship was carried on. In summation concerning the point of measurable outcomes leadership should assess individuals in their ability to be part of community and their ability to form community. A successful disciple-follower will reproduce the discipleship model in different context outside of the original community. This must be seen as the most important measurable objective of this discipleship structure. Base Path of Development (Measurable Steps) A base path of development should also be considered at this point in the development of a discipleship structure. These steps should be assessed on both a corporate and an individual level. The larger context of the local church should benefit from the advancement of discipleship efforts. This would be the measurable steps assessed in the corporate context. However, it should also be seen that assessment on an individual level is needed. Furthermore, the benefit to the church is not one of a superficial nature. The church itself should be seen as being reproducible. The goal is to build from smallest to largest. The smallest being individual disciples and the largest being the reproduction and continued proliferation of church planting movements. The symbiotic relationship that exists between the corporate and the individual nature of discipleship is seen by the statements of Dennis McCallum who disciples through a process of, â€Å"using one-on-one or one-on-two relationships to h elp people who have only recently met Christ and need help just getting started at the most rudimentary  level.† 23 However, this is also integral to the model of reproduction. The above quote points to the greater implication of multiplication. McCallum goes on to point that; â€Å"Each home church in Xenos seeks to replicate itself within one to four years, depending on the type of group. To succeed, the home church must raise up a new team of leaders and double the size of the group.† 24 In short, it should be seen that a measurable outcome in the discipleship process of Fairway Church it the reproduction rate of both discipleship groups and church plants. As one evaluates the outcomes of developing disciple-followers there must be an emphasis placed on the corporate reproduction as well as the individual reproduction of disciples. As individuals are encouraged to â€Å"disciple on† there should be an understanding that an organic structure driven toward reproductive fellowships (i.e. church in whatever context) must be realized. Therefore, it must be noted that two measurable outcomes must be considered. First, are individuals making disciples? Second, are these disciples forming relational fellowships built around the tenants of church? If these two outcomes are not seen leadership should re-assess and equip individual disciples to continue by other means. This is key to the understanding of measureable outcomes in the context of the above discipleship st ructure. Furthermore, individuals should be encouraged to be experimental in their application of biblical teaching in the context of discipleship. One reads in the book the Trellis and the Vine concerning this theme: â€Å"†¦just as some sort of framework is needed to help a vine grow, so Christian ministries also need some structure and support. It may not be much, but at the very least we need somewhere to meet, some Bibles to read from, and some basic structures of leadership within our group.† 25  It should therefore, be embodied in the relationship between structure and organic growth that a supportive leadership model gives guidance but not directives. The goal should be to keep first things first in the context of community application. There should be a solid vein of doctrinal agreement, leadership authority, and oversight. However, this does not mean that the communities are manipulated to look alike in any context. A vibrant community of faith should be one in which the practical application of doctrinal belief binds a community together rather than driving them apart. Encompassing Vision Statement Furthermore there should be an encompassing vision for any discipleship structure. The vision of a group must be well defined in order to keep the group as a whole motivated and driven toward a goal. A successful leader will continually measure the progress of the group. This leader should also be willing adjust the methods used as needed. Transformative leadership is leadership that must not be fixated with plans but capable of accomplishing goals through working and changing with the group. Vision, it seems should be viewed in a dualistic nature. Vision can be a catalyst or a nail in a coffin. Darrin Patrick notes this in his book Church Planter. He comments that a pastor without grace is a man characterized as, â€Å"a blind man elected to a professorship of optics, philosophizing upon light and vision, discoursing upon and distinguishing to others the nice shades and delicate blendings of the prismatic colours, while he himself is absolutely in the dark!† 26 It must be seen therefore, that vision can be very dangerous if given from the wrong perspective and through the wrong person. However, this should not lead one to think it unwise to have vision. Paul is noted as have thought strategically about vision. In short, it must be seen that vision does not trump strategic thinking and strategic thinking does not cancel out the value of vision. One reads concerning this that, â€Å"Paul had two checks in his spirit and an open vision, but it wasn’t until he concluded—put all these things together cognitively—that he knew where the Spirit was leading.† 27 It should be therefore, that the leader of a discipleship effort should seek to combine an open vision with cognitive practical thought. Therefore, in considering the above exposition concerning the proposed discipleship structure of Fairway Church there should be a desire to define a vision built in the notion of Paul. This vision should be moldable as well as practical. At this point individuals should see the following vision statement as functional as well as doctrinal and spirit formed. Fairway Church discipleship exists to be the hands and feet of Jesus, to all those outside the walls of this church. We will live missionally, give sacrificially, and never stop encouraging others to join us on our way to Jesus. This vision should be implemented to encourage individuals to successfully accomplish the goals of discipleship. In conjunction with leadership on a personal level it is hoped that people will be motivated toward replicating the discipleship structure on their own. Identification and Description of Characteristics  of the Target Group The target group of this discipleship model is two fold. These two groups are best and most easily identified as follows: Church Attenders and believers  Un-churched and De-churched peoples Each of the above groups listed groups possess its own challenges as well as concerns. However, the success of this structure must be gauged in its ability to mesh the two together. First, one must integrate the existing resources of people and facilities toward accomplishing a greater understanding of evangelism in the context of discipleship. Ed Stetzer speaks of this by emphasizing the importance of a successful, â€Å"evangelistic strategy. â€Å"28 he points out that such a strategy, â€Å"requires stages, helping people move from the ranks of the inactive and unreached to being active followers of Jesus Christ.† 29 Therefore, these steps must start with those who already believe. Furthermore, this provides great comfort to the leader. Community in this seed group or core group will help not only to build new leaders but also give courage to the one in place. As the group develops and begins to implement the strategy of discipleship momentum will build and individuals will become bolder in their discipleship efforts. Second, one must seek to broaden the base from which the discipleship efforts can begin to take shape. This stage would further develop the core values of engagement and relationship building. In a sense this stage would be the branching out stage. Individuals from the core would be encouraged to engage, care for, and build relationships with their community. In this  process these individuals would seek to understand and acknowledge the individuals that can be identified with the un-churched and the de-churched. This however, may seem a daunting task. However, when placed in context it should be seen that this task, although daunting, could be accomplished. One term seems to predominantly describe those that remain outside the church. The term of post-modern has taken on a prolific hatred in the contemporary American church. Yet, the hope remains that through engaging this culture there can be Gospel work accomplished. First, one should understand what a â€Å"post-modern† person is. Stanley Grenz notes that post-modernism is, â€Å"a questioning, and even rejection of the Enlightenment project and the foundational assumptions upon which it was built, namely, that knowledge is certain, objective, and inherently good.† 30 In examining this definition the church may react rather than respond. However, the church should ask itself whether this shift is necessarily a bad thing. Gabe Lyons notes that over all, â€Å"Americans are spiritual, but they have begun to seek spiritual experiences outside the framework of traditional religions.† 31 If this is the case than why should the church be frightful of reaching out to engage this cultural shift? In a sense should not such a culture find value in Christian community? Not to say that Christian community should bend to accommodate but that a mentality defined by, â€Å"Think, hence I am† 32 by its very tenant, accommodates one who acknowledges Christ. Therefore, the church should seek to engage this group in an effort to integrate them into greater biblical community. The question is well phrased when reading, â€Å"What if it’s (the post modern culture) actually a harnessable wind that can refill the sails of our faith?† 33 Action Plan An action plan should further the discipleship effort of Fairway Church. This plan should be all encompassing as well as directed toward the context of each individual target group. The following steps should be taken in the goal to accomplish successful discipleship in the congregation of Fairway Church. The activities should be seen the context of two activities of a Biblical context. These activities can be defined as net casting and pulling  in the nets. First, one should see the first steps of the action plan as a net casting activity. These steps include the cultivation of existing believers and the utilization (pulling in) of such to broaden the discipleship pool. In a sense one is casting nets into the relevant communities in order to find the workers for discipleship. These individuals are then brought into the discipleship conversation as a means to parlay such resources toward the greater community. In this step of action one seeks to find where God is already working an d align themselves in an effort to have greater community impact toward making disciples of the un-churched and de-churched. Second, this step should be repeated on a broader scale. It is in this second step of action that one should look for areas in which the church can truly make a difference. In this context Christians should be encouraged to build relationships by engaging the culture around them. The net casting in this step is defined by the individual disciples living on task and on journey in their community context. Continual long-term engagement should be encouraged at this point. Furthermore, this second step should be defined by the individual efforts of disciples to become more involved in the lives of those outside the church. Although, disciples should be encouraged to invite disciples to Christian activities the main point is to form valuable organic relationships with those in the community. This step is hugely important to the continual development of discipleship efforts. Scope and Sequence Plan Scope and sequence planning should be seen as important as well. In such an assessment there should be adequate evaluation given to the curriculum, calendar, and personnel needed to accomplish the goals of the discipleship efforts. It is in this portion of development that one may see the options as limitless. However, for the sake of being organic it should be noted that scope and sequence planning should be a minimalistic activity. Curriculum must be seen as standardized. Regardless, as to which group or facet of the discipleship structure, there should be a successful implementation of curriculum. It is the suggestion of this paper that there should be an emphasis placed on book studies. These studies however, should be developed from practical to theological and from larger group to smaller. As individuals who already self identify as disciples arise in congregations they should immediately be integrated in a cohort structure of discipleship training. The curriculum for such a group should be focused on training and empowering these individuals to cast nets for themselves and train future disciples. Each cohort should last no more than six weeks and should consist of a high level of accountability. These groups should be no more than six participants in number. This number should allow for adequate leadership and training. In this context there should be a practical book such as For the City by Darrin Patrick and Matt Carter. In conjunction to this there should also be a Theologically significant book such as The surprising Offense of Gods Love by Jonathan Leeman. To second these efforts there should also be practical training involved. Each disciple should also be engaged for up to three weeks after the initial cohort. Each disciple-follower would be encouraged in this time to begin a personal outreach to his or her local community. Creativity would be emphasized and applauded. The leader of the cohort would be there only in a supportive role. Budget and Communication Tools and Techniques A budget plan should also be taken into consideration. However, with an emphasis on an organic model and structure, the budget should also be very minimalistic. Within the confines of such a structure the main cost would be book materials. Although individuals can be encouraged to buy the books there should be adequate understanding on the part of leadership. Books should be purchased in bulk and distributed at cost to leaders of individual groups. This budgetary model should be seen as helpful in several ways. However, the lower the cost the more likely reproduction will be. Individual participants should be encouraged to take ownership of the discipleship model and its proliferation. Too many churches have launched into discipleship efforts with an emphasis on church structural centrality. This in turn has made the portrayed model barren not easily reproduced. This mistake should be avoided  at all cost. Bibliography Bevins, Winfield. Grow: Reproducing through Organic Discipleship. Resurgence , 2009. Bonhoeffer, Dietrich. Life Together: The Classic Exploration of Christian Community. New York , NY: Harper Collins , 1954. Bonhoeffer, Detrich. The Cost of Discipleship . New York , NY : Thouchstone, 1959. Chan, Francis. Multiply: Diciples Making Disciples. Colorado Springs, CO: David C. Cook, 2012. Coleman, Dr. Robert E. The Master Plan of Evangelism . Grand Rapids , MI: Revell Books , 1993. Descartes, Rene. Discourse on the Method and the Meditations . New York , NY: Cosimo, Inc, 2008 ESV Study Bible. Wheaton , IL: Crossway Bibles , 2008. Grenz, Stanley J., interview by Rogier Bos. Next Wave Interview (1999). Leeman, Jonathan. The Church and the Surprising Offense of God’s Love: Reintroducing the Doctrines of Church Membership and Discipline . Wheaton , IL: Crossway Books , 2010. Lyons, Gabe. The NExt Christians: Seven Ways you Can Live the Gospel and Restore the World. Colorado Springs, Co: Multnomah Books , 2012. Marshall , Colin , and Tony Payne . The Trellis and the Vine: The Ministry Mind-Shift that Changes Everything. Kingsford : Matthias Media , 2009. McCallum , Dennis , and Jessica Lowery . Organic Discipleship: Mentoring Others Into Spiritual Maturity and Leadership. New Paradigm Publishing , 2006. Patrick , Darrin, and Matt Carter . For the City: Proclaiming and Living out the Gospel. Grand Rapids , Mi: Zondervan , 2012. Patrick, Darrin. Church Planter: The Man, The Message, The Mission. Wheaton , IL: Crossway, 2010. Patrick, Darrin, and Carter Matt. For the City: Proclaiming and Living Out the Gospel. Grand Rapids, MI: Zondervan, 2011. Scrivener, Fredrick. Interlinear Greek New Testament Bible (Kindle Edition). 2010. Stetzer, Ed. Comeback Churches: How 300 Churches Turned Around and Yours Can Too. Nashville, TN: B & H Publishing Group, 2007. Gospel [in] Life . Performed by Timothy Keller Redeemer City to City . Viola, Frank. Finding Organic Church. Colorado Springs , CO: David C. Cook.