abhishreshthaa
Abhijeet S
Viz Media, LLC, headquartered in San Francisco, is an anime, manga, and Japanese entertainment company. It was founded in 1986 as Viz LLC. In 2005, Viz LLC and ShoPro Entertainment merged to form the current Viz Media LLC, which is jointly owned by Japanese publishers Shogakukan and Shueisha, and Shogakukan's licensing division Shogakukan Productions (ShoPro Japan).[1]
Seiji Horibuchi, originally from Tokushima Prefecture in Shikoku, moved to California in 1975. After living in the mountains for almost two years, he moved to San Francisco, where he started a business exporting American cultural items to Japan, and became a writer of cultural information. He also became interested in publishing Japanese manga in the United States, though he himself was not a fan of the Japanese comics until a visit to Japan in 1985 exposed him to Katsuhiro Otomo's single-volume title Domu: A Child's Dream. His idea came to fruition after he met Masahiro Ohga, then managing director of Shogakukan, in 1985 and shared his vision. Shogakukan provided Horibuichi with $200,000 in startup capital, which Horibuichi used in 1986 to found Viz Communications.[2]
Viz Media headquarters in San Francisco
Viz Communications released its first titles in 1987, which included Legend of Kamui, however sales were mediocre due to the specialist comic market being adverse to venturing into new territory. To counteract this problem, Viz expanded into the general publishing business and began publishing various art related books in 1992. Into these titles, Horibuchi began publishing manga, calling them graphic novels so they would be carried by mainstream bookstores. The plan worked and after several years, leading booksellers began to have dedicated shelves for manga titles. Sales also picked up when Viz Communications acquired the license for the comedy series Ranma ½, which became an instant hit.[2]
Restaurant personnel should embody the organic lifestyle advocated by the restaurant and able to communicate this to customers. This means that necessary personnel qualities include communication and people skills, flexibility and adjustability in dealing with contingent situations (Proctor 2000), and appreciation of the advocacy of the restaurant. Except for the chefs who should have at least one year experience, the rest of the staff are not required to have prior experience since the company conducts briefing and allows time for on the job exercises. This means that employee briefing and training would form part of the investment of the restaurant in the expansion plan.
The financial forecasts for the expansion plan covers the monthly and three-year expenditures, monthly and three-year sales, break even analysis, and profit loss statement. The figures provide justification for the implementation of the expansion plan. By spending on promotional activities, the restaurant should increase its customers to support further expenses in expanding the restaurant space to accommodate more people as well as hire more personnel to service the growing customer base. Sales reflect the extent of achievement of the objectives for which expenses accrued to justify the soundness of the expansion plan.
The three-year expenditures of the restaurant show the changes in the costs in the next three years. Expenses incrementally increase because the plan commences with the promotional plans and as customers start to grow, the expansion of the second floor of the restaurant to increase capacity as well as the hiring of new personnel or staff would follow. The increase in expenses reflects the additional cost in the expansion plan as well as expected increases in prices over the next three years.
Seiji Horibuchi, originally from Tokushima Prefecture in Shikoku, moved to California in 1975. After living in the mountains for almost two years, he moved to San Francisco, where he started a business exporting American cultural items to Japan, and became a writer of cultural information. He also became interested in publishing Japanese manga in the United States, though he himself was not a fan of the Japanese comics until a visit to Japan in 1985 exposed him to Katsuhiro Otomo's single-volume title Domu: A Child's Dream. His idea came to fruition after he met Masahiro Ohga, then managing director of Shogakukan, in 1985 and shared his vision. Shogakukan provided Horibuichi with $200,000 in startup capital, which Horibuichi used in 1986 to found Viz Communications.[2]
Viz Media headquarters in San Francisco
Viz Communications released its first titles in 1987, which included Legend of Kamui, however sales were mediocre due to the specialist comic market being adverse to venturing into new territory. To counteract this problem, Viz expanded into the general publishing business and began publishing various art related books in 1992. Into these titles, Horibuchi began publishing manga, calling them graphic novels so they would be carried by mainstream bookstores. The plan worked and after several years, leading booksellers began to have dedicated shelves for manga titles. Sales also picked up when Viz Communications acquired the license for the comedy series Ranma ½, which became an instant hit.[2]
Restaurant personnel should embody the organic lifestyle advocated by the restaurant and able to communicate this to customers. This means that necessary personnel qualities include communication and people skills, flexibility and adjustability in dealing with contingent situations (Proctor 2000), and appreciation of the advocacy of the restaurant. Except for the chefs who should have at least one year experience, the rest of the staff are not required to have prior experience since the company conducts briefing and allows time for on the job exercises. This means that employee briefing and training would form part of the investment of the restaurant in the expansion plan.
The financial forecasts for the expansion plan covers the monthly and three-year expenditures, monthly and three-year sales, break even analysis, and profit loss statement. The figures provide justification for the implementation of the expansion plan. By spending on promotional activities, the restaurant should increase its customers to support further expenses in expanding the restaurant space to accommodate more people as well as hire more personnel to service the growing customer base. Sales reflect the extent of achievement of the objectives for which expenses accrued to justify the soundness of the expansion plan.
The three-year expenditures of the restaurant show the changes in the costs in the next three years. Expenses incrementally increase because the plan commences with the promotional plans and as customers start to grow, the expansion of the second floor of the restaurant to increase capacity as well as the hiring of new personnel or staff would follow. The increase in expenses reflects the additional cost in the expansion plan as well as expected increases in prices over the next three years.