Thursday, November 28, 2019
Analysis of McDonald’s Corporation The WritePass Journal
Analysis of McDonald’s Corporation Abstract Analysis of McDonald’s Corporation , total revenues reached USD$ 27.5 billion. This is a 2% growth from its 2011 figure. Based on data for the past six years, the company had the highest growth rate in 2010-2011 at 12%. However, the company experienced a steep decline the following year, with growth rate at only 2%. Table 1. McDonald’s 6 Year Summary (Millions) Dollars in millions, except per share data 2012 2011 2010 2009 2008 2007 Company operated sales 18,603 18,293 16,233 15,459 16,561 16,611 Franchised revenues 8,964 8,713 7,842 7,286 6,961 6,176 Total revenues 27,567 27,006 24,075 22,745 23,522 22,787 Table 2. McDonald’s 6 Year Percentage Growth Year on Year Percentage Growth 2011-2012 2010-2011 2009-2010 2008-2009 2007-2008 Company operated sales 2% 13% 5% -7% 0% Franchised revenues 3% 11% 8% 5% 13% Total revenues 2% 12% 6% -3% 3% 2.Industry Overview and Competitive Environment McDonald’s operates in the fast food industry, which involves selling foods and beverages for immediate consumption either within the retail premises or as â€Å"take away.†The market may be categorized in to the following segments: QSR (Quick Service Restaurants), Leisure Locations, Mobile and Street Vendors, and Takeaways. In 2011, the global fast food market grew by 6.8%, reaching USD $253 billion in total value. The compounded yearly growth rate from 2007 to 2011 was at 5.2%. QSR is the most lucrative segment, generating over $167.8 billion in revenues; which is equivalent to 66.4% of the total market value (Research and Markets, 2013). McDonald’s, together with other players such as Burger King, dominate the burger segment (Reynolds, 2013). The market is comprised of many independent restaurants, as well as large chain outlets. To a reasonable extent, competition is intensified by the low entry costs and the ease with which already established companies can increase volume or grow outlet numbers. Within the restaurant industry, players focus more on fast food where profitability is dependent on high turnover activities. The degree of price competition is usually high within this industry with many companies, including McDonald’s, focusing on the same target market. Competitors range from fast food restaurants, traditional fish and chips outlets, coffee shops, and other fast food businesses (Brotherton, 2012). Key competitors to McDonald’s are other similarly large and well-established global fast food chains such as Burger King, Wendy’s Co, and Yum Brands. Although it is not actually a fast food chain, Starbucks is also considered as a major competitor of McDonald’s due to its immense popularity, especially in the US. McDonald’s McCafe chains are considered as more of a competitor to Starbucks. Table 2. Profile of McDonald’s Top Competitors Competitor Profile Burger King Corporation  ·Ã‚        Operates over 12,174 fast food outlets in the US and has others in over 76 countries across the world  ·Ã‚        Has 1,387 company restaurants as well as 10,787 independent franchises Domino’s Pizza Inc.  ·Ã‚        The leading pizza delivery firm in the US  ·Ã‚        It runs a network of about 8,999 outlets, both franchises and company-owned stores in US’s 50 states and other 60 world countries. Starbucks  ·Ã‚        A global coffee company based in the US  ·Ã‚        It is the largest coffee shop chain in the world with over 20,800 stores in 62 countries Wendy’s Co.  ·Ã‚        Wendys/Arbys Group, arose from a merger between Wendys International and Triarc Companies  ·Ã‚        Wendys/Arbys group is a popular quick service restaurant operator, franchising the Wendys and Arbys brand names within the US and Canada.  ·Ã‚        The total number of franchises for this group is over 10,000. Yum Brands Inc.  ·Ã‚        Yum runs several branded restaurant chains including Kentucky Fried Chicken, Pizza Hut and Taco Bell  ·Ã‚        In total, it has over 39,000 restaurants spread in over 125 countries. Source: Key Note, 2012 Figure 1. Market Share of Fast Food Chains in the US (2006-2011) 3. Market Entry Strategy Historically, McDonald’s has experimented with a variety of market entry strategies (Hendrikse, 2008). Currently, some of the outlets are run by the company, while most of them (more than 26,000 outlets) are franchises. McDonald’s franchise arrangements comprise conventional franchise engagements, developmental license arrangements, and foreign affiliates. Of all franchises, the corporation runs 19,279 conventional franchisees, 3,574 affiliates and 3,485 developmental licenses (McDonald’s, 2013). Currently, McDonald’s is one of the biggest franchisors in the world. The company has implemented a comprehensive framework for engaging, training, and monitoring its franchises to make sure that they abide by McDonald’s’ Values, Quality, Cleanliness and Service plans (Moschandreas, 2000). These franchisees are required to pay a fixed fee plus a certain percentage of the generated revenues. They operate basically as independent entities within a national brand structure where they purchase various inputs from the approved contractors and also determine their own prices. The first international market expansion experiment by McDonald’s was to establish an outlet in the Caribbean with limited supervision by the company. After the failure of this first attempt, the firm experimented with a joint venture strategy in Netherlands. In this experiment, the local stores involved replaced the usual McDonald’s menu offerings with based on local preferences. The company decided to abandon its old strategy where stores would be run by local entrepreneurs and instead engaged a combination of both local and expatriate partners (Marketwatch, 2005). Unfortunately, the result was disastrous; forcing McDonald’s to revise its entry strategy. This made way for the second phase of entry, which was centred on adapting versus changing local culture. Despite some initial failures, McDonald’s continued to experiment with market entry strategies in foreign markets. For example, in India, the company established as a 50-50 joint venture partnership. This arrangement was between McDonald’s USA and two other Indian businessmen, Vikram Bakshi and Amit Jatia, who owns Connaught Plaza Restaurants and Hard Castle Restaurants respectively (Gerhardt et al., 2012). The joint venture partnership was different from McDonald’s usual franchise business model but it was seen as the best way to successfully enter India’s highly diverse and complex restaurant industry. 4. McDonalds Global Marketing Strategy The marketing mix is a framework consisting of the basic, strategic components of a firm’s marketing plan. The components are referred to as the 4P’s denoting product, promotion, place, and price (Chon et al., 2012). Marketers decide the right mix to use where they can alter the final product or service offerings to customers by varying the components of the mix. This section analyses McDonald’s marketing mix to find out what the foodservice retailer has done to position its products in the market. 4.1. Product Product is probably the most important element of McDonald’s’ marketing mix. The company has tightly controlled its products’ quality so as to induce demand from the target market (Verma, 2012). With the support of the other elements, McDonald’s has managed to develop a broad product portfolio to attract a broad market segment. The company’s products are planned carefully, considering aspects such as quality, design, shape, brand name, services, size, services, and packaging. McDonald’s also oversees the operations of all its restaurants to guarantee uniformity of standards in product quality and services offered.           An important matter when it comes to international marketing relates to how a firm adapts its products across national boundaries. McDonald’s, like many other internationally recognized brands, uses standardization to ensure that its products appeal to a wide audience. This is a very i mportant marketing aspect because the company must ensure that its global brand is preserved. Therefore, McDonalds restaurants across the word offer a substantially standard menu. However, according to Thomadsen (2007), some variations are necessary to make sure that the different needs of consumers in different regions are addressed. As such, McDonald’s has made effort to adapt some of its products to some markets. This is necessary because consumers in different areas have diverse needs, tastes and preferences, and different consumption and buying habits. A good example of McDonald’s adaptation strategy is the Indian market where the company, on top of trying to market its international brand, has made several modifications to its products to make sure that they are suitable for Indian consumers. The Indian market consists of a large number of vegetarians. Therefore, the company found it necessary to modify its product offerings to cater to this market segment. This led to the introduction of vegetarian foods such as McAloo Tikki and McVeggie Burgers. The company has made sure that the separation of the two food categories (vegetarian and non-vegetarian) is maintained. Also, in India where cows are considered sacred, burgers are either fish or chicken in instead of beef (Armstrong Kotler, 2005). McDonald’s constantly innovates its product offerings based on the changing needs and preferences of its customers (McDonald’s, 2013). Additionally, intense price competition increases McDonald’s motivation to differentiate itself from other industry players. Applying a differentiation strategy can help a company to control price competition to some extent (Thomadsen, 2007). It can be surmised that McDonald’s is not a global retailer of exclusively American food because it offers modified menus to suit different regions. The brand and the format are globally consistent; however, certain customer-oriented components like individual menu offerings and service personnel are tailored to suit local preferences. 4.2.  Price Price is another very important element of a marketing mix. This refers to the amount that consumers are required to pay so as to obtain products and services. McDonald’s has always been dedicated to providing quality food products for reasonable prices (Datamonitor, 2012). Therefore, the company has developed a pricing structure to support this objective. Historically, the company has had several value bundling and pricing tactics such as Combo meals, Happy Meals, Family Meals, and others. The dollar menu is one of the most significant price strategies adopted by this firm. 4.3. Place Another very important element of McDonald’s marketing strategy is place. In general terms, place refers to the mechanisms (distribution, intermediaries or channels), which enable the firm to supply its products to the final consumers (Thomadsen, 2007). McDonald’s has strategically situated its outlets to make sure that customers have easy and convenient access to its products. The best example is the United States where the walking distance to a McDonald’s outlet averages three minutes. In smaller market regions, McDonald’s locates it outlets close to the market centre; while in large markets, it chooses locations which are on the opposite sides of the market. Compared to its closest competitor, Burger King, McDonald’s locates outlets closer to optimal central locations. In a nutshell, McDonald’s is all about convenience (Datamonitor, 2010). 4.4. Promotion In a marketing mix perspective, promotion encompasses the various marketing communication modes that McDonald’s uses to communicate information about its products in order to generate positive response from its consumers (Mishra, 2009). McDonald’s devotes a vast amount of money to global advertising, with the aim of promoting its image. It has used several advertising formats such as print publications, billboards, radio, television, and the internet. In order to increase awareness and create a lasting image in the minds of its target market, McDonald’s has creatively employed slogans such as: â€Å"It’s a good time for the Great Taste of McDonald’s†â€Å"Food, Folks, and Fun†â€Å"We love to see you smile†â€Å"I’m Lovin’ it†McDonald’s strives to position itself as a fun family restaurant and has implemented several tactics to achieve this goal. A very effective strategy that has enabled the company to differentiate itself from other companies is invention of the Ronald McDonald character. This character was invented to symbolize the company and has become a recognizable figure. The show â€Å"The Wacky Adventures of Ronald McDonald,†produced under the sponsorship of the company, is an outstanding promotional strategy that leaves every kid craving the McDonald’s experience (McDonald’s, 2013). The company also positions itself as a family fun restaurant by setting up play areas in its outlets. With the use of various strategies, McDonald’s has built a strong image. This has greatly helped the company not only to grow but also to stave off the competition (Chon, Pizam, Mansfeld, 2012). 5. McDonald’s Corporation has always been determined to remain ahead of competition. Its international marketing strategy employs several tactics, which has enabled the company to emerge as one of the market leaders in the fast food restaurant industry. The success of a business greatly depends on the effectiveness of the strategies it adopts. McDonald’s’ strategies have proven to be effective as evidenced by the level of success that the company has achieved to date. The initial strategy for the company involved taking standardized American practices to other parts of the country. The initial resistance and failures that it experienced forced the company to change their strategy and instead adapt itself to the different preferences of its target market. References Armstrong, G. Kotler, P., 2005. Marketing: an introduction. London: Prentice Hall. Brotherton, B., 2012. International Hospitality Industry. Burlington: Routledge. Chon, K.S., Pizam, A. Mansfeld, Y., 2012. Consumer Behavior in Travel and Tourism. Madison Ave, New York: Routledge. Daley, J., 2013. Do you want truffle fries with that? Entrepreneur, 41(1), pp.124-29. Datamonitor, 2010. Mcdonalds Corporation SWOT Analysis. London: EBSCO Datamonitor. Gerhardt, S., Dudley, D. Hazen, S., 2012. Franchising and the Impact of McDonalds. Journal Of Management Marketing Research, 10, pp.1-10. Hendrikse, G., 2008. Strategy and governance of networks: Cooperatives, franchising, and strategic alliances. Heidelberg: Physica-Verlag. Key Note, 2012. Fast-Food Home-Delivery Outlets Market Report Plus 2012. [Online] Available at: keynote.co.uk/market-intelligence/view/product/10636/fast-food-%26-home-delivery-outlets/chapter/1 [Accessed 9 March 2013]. Marketwatch, 2005. Company Spotlight: McDonalds Corporation. Marketwatch: Global Round-Up 4, no. 12, pp.78-83. McDonald’s, 2013. Company Profile. [Online] Available at: aboutMcDonald’s.com/mcd/investors/company_profile.html [Accessed 9 March 2013]. McDonalds, 2013. McDonalds USA Ingredients Listing for Popular Menu Items. [Online] Available at:   http://nutrition.McDonald’s.com/getnutrition/ingredientslist.pdf [Accessed 9 March 2013]. Mishra, P., 2009. Sales management: Keys to effective sales.. New Delhi: Global India Publications. Moschandreas, M., 2000. Business Economics. London: Thomson. Research and Markets, 2013. Fast Food: Global Industry Guide. [Online] Available at: researchandmarkets.com/reports/564112/fast_food_global_industry_guide [Accessed 9 March 2013]. Reynolds, J., 2013. McDonalds runs ad to knock rival Burger King. Marketing Magazine, 25 January. Thomadsen, R., 2007. Product Positioning and Competition: The Role of Location in the Fast Food Industry. Marketing Science, 26(6), pp.792-804. Verma, H.V., 2012. Services marketing: Text and cases. New Delhi: Pearson Education. Wendys, 2013. The Wendys Company. [Online] Available at:  aboutwendys.com/Our-Company/ [Accessed 9 March 2013].
Sunday, November 24, 2019
Obama Stimulus Package Pros and Cons
Obama Stimulus Package Pros and Cons President Obamas stimulus package, the American Recovery and Investment Act of 2009, was passed by Congress on February 13, 2009 and signed into law by the President four days later. No House Republicans and only three Senate Republicans voted for the bill. Obamas $787 billion stimulus package is a consortium of thousands of federal tax reductions, and expenditures on infrastructure, education, health care, energy and other projects. This stimulus package was to jumpstart the U.S. economy out of recession mainly by generating two to three million new jobs and replacing decreased consumer spending. (See specific Pros and Cons at page two of this article.) Stimulus Spending: Keynesian Economic Theory The concept that an economy would be boosted if the government spent large sums of borrowed money was first set forth by John Maynard Keynes (1883-1946), a British economist. Per Wikipedia, In the 1930s, Keynes spearheaded a revolution in economic thinking, overturning the older ideas... that held that free markets would automatically provide full employment as long as workers were flexible in their wage demands. ... During the 1950s and 1960s, the success of Keynesian economics was so resounding that almost all capitalist governments adopted its policy recommendations. The 1970s: Free-Market Economic Theory Keynesian economics theory receded from public use with the advent of free-market thinking which postulated that the merket works optimally when without government inteference of any kind. Led by U.S. economist Milton Friedman, 1976 Nobel Economics Prize recipient, free-market economics evolved into a political movement under President Ronald Reagan who famously declared, Government is not the solution to our problems. Government is the problem. 2008 Failure of Free-Market Economics Absence of adequate U.S. government monitoring of the economy is blamed by most parties for the 2008 U.S. and worldwide recession. Keynesian economist Paul Krugman, 2008 Nobel Economics Prize recipient, wrote in November 2008: The key to Keynes’s contribution was his realization that liquidity preference - the desire of individuals to hold liquid monetary assets - can lead to situations in which effective demand isn’t enough to employ all the economy’s resources. In other words, per Krugman, human self-interest (i.e. greed)occasionally must be prodded by government to facilitate a healthy economy. Latest Developments In July 2009, many Democrats, including some presidential advisors, believe that $787 billion was too small to bolster the economy, as evidenced by the continuing U.S. economic slump. Labor Secretary Hilda Solis admittedon July 8, 2009 about the economy, Nobody is happy, and the president and I feel very strongly that we have to do everything we can to create jobs. Dozens of respected economists, including Paul Krugman, told the White House that an effective stimulus must be at least $2 trillion, in order to replace the drop in consumer and governmental spending. President Obama, however, aspired for bipartisan support, so the White House compromised by adding Republican-urged tax breaks. And hundreds of billions in desperately-sought state aid and other programs were chopped from the final $787 billion stimulus package. Unemployment Continues to Climb Unemployment has continued to climb at an alarming rate, despite passage of the $787 billion economic stimulus package. Explains The Australian News: ... only six months ago Obama was telling Americans that unemployment, then at 7.2%, could be held to a peak of 8% this year if Congress passed his $US787 billion stimulus package. Congress duly obliged and unemployment has galloped ahead ever since. Most economists now believe the 10% mark will be reached before the year is out. ... Obamas jobless prediction would be out of whack by more than four million jobs. As it stands now, he has miscalculated by about 2.6 million jobs. Slow to Spend Stimulus Funds The Obama administration has stumbled in rapidly circulating stimulus funds back into the economy. Per all reports, as of the end of June 2009, only about 7% of approved funds have spent. Investment analyst Rutledge Capital observes, In spite of all the talk we have seen about shovel ready projects, not much of the money has actually made its way into the economy yet... Economist Bruce Bartlett explained in The Daily Beast on July 8, 2009, In a recent briefing, CBO director Doug Elmendorf estimated that only 24 percent of all the stimulus funds will have been spent by September 30. And 61 percent of that will go to low-impact income transfers; only 39 percent is for high-impact spending on highways, mass transit, energy efficiency, et al. By September 30, only 11 percent of all the funds allocated to such programs will be spent. Background President Obamas stimulus package of $787 billion includes: Infrastructure - Total: $80.9 billion, including: $51.2 billion for roads, bridges, railways, sewers, public transportation $29.5 billion for government facilities and vehicle fleets $15 billion for other projects, including $7.2 billion for public broadband, wireless Internet access, $750 million to the National Park Service, $650 million to the Forest Service, and $515 million for wildfire prevention. Education $44.5 billion to local school districts to prevent layoffs and cutbacks, with flexibility to use the funds for school modernization and repair $15.6 billion to increase Pell Grants from $4,731 to $5,350 $13 billion for low-income public schoolchildren $12.2 billion for IDEA special education $300 million for increased teacher salaries Health Care $86.6 billion for Medicaid $24.7 billion to provide a 65% subsidy of COBRA healthcare premiums for the unemployed $19 billion for health information technology $10 billion for health research, National Institutes of Health facilities $1.3 billion for medical care for military members, families $1 billion for the Veterans Health Administration $2 billion for Community Health Centers Energy $11 billion funding for an electric smart grid $6.3 billion for state, local governments to invest in energy efficiencies $6 billion for renewable energy, electric transmission technologies loan guarantees $6 billion for the cleanup of radioactive waste from nuclear power plants $5 billion for weatherizing modest-income homes $4.5 billion to modernize the U.S. electrical grid $2 billion for manufacture of advanced car battery systems $400 million for electric vehicle technologies Housing $4 billion to HUD for repairing, modernizing public housing $2.25 billion in tax credits for financing low-income housing construction $2 billion to help communities purchase and repair foreclosed housing $1.5 billion for rental assistance and housing relocation Scientific Research $3 billion to the National Science Foundation $2 billion to the United States Department of Energy $1.3 billion for university research facilities $1 billion to NASA American Recovery and Reinvestment Act of 2009 BY Wikipedia Pros Pros for the Obama administrations $787 billion stimulus package can be summed up in one obvious statement: If the stimulus works to shock the U.S. economy out of its steep 2008-2009 recession, and stems the unemployment rate, then it will be judged a success. Economic historians persuasively argue that Keynesian-style spending was largely instrumental in pulling the U.S. out of the Great Depression, and in propelling growth of the U.S. and world economies in the 1950s and 1960s. Meeting Urgent, Worthy Needs Of course, liberals also fervently believe that many thousands of urgent and worthy needs... long ignored and exacerbated by the Bush administration... are met by spending initiatives included in Obamas stimulus package, including: Long overdue repair and renewal of dangerously crumbling U.S. infrastructure, including highways and roads, the electric power grid, dams, bridges, levees, water mains and sewer systems, airports, and more; Vital aid to beleaguered local school districts to prevent layoffs and cutbacks, plus $300 million for increased teacher salaries Expansion of public transportation systems, building new high-speed passenger rail systems $116 billion in payroll tax relief for individuals making less than $75,000 annually, and for couples jointly making less than $150,000. $40 billion to extend unemployment benefits, and to increase benefits by $25 weekly Increased medical coverage for military members and their families, and $1 billion for the Veterans Administration, which suffered major cutbacks under President Bush Food programs for low-income Americans, including $150 million to help refill food banks, $100 million for meals programs for seniors, and $100 million for free school lunch programs . Cons Critics of President Obamas stimulus package either believe that: economic stimulus spending is doomed to fail, especially when it entails borrowing to obtain the funds to be spent (i.e. deficit spending); or the compromise size or focus of the stimulus bill doomed the measure to be inadequate to pull the U.S. out of the 2008-2009 recession. Stimulus Spending Coupled with Borrowing Is Reckless A June 6, 2009 Louisville Courier-Journal editorial eloquently expresses this con perspective: Lyndon is getting a new walking path between Whipps Mill Road and North Hurstbourne Lane... Lacking sufficient funds, the U.S. will borrow from China and other increasingly skeptical lenders to pay for luxuries like Lyndons little walkway. Our children and grandchildren will have to pay back the unimaginable debt with which we are saddling them. Of course, the fallout from their forebears financial irresponsibility could first consume them in revolution, ruin or tyranny... Obama and congressional Democrats are making an already awful situation exponentially worse... Borrowing from foreigners to build paths in Lyndon is not only bad policy, but ought to also be unconstitutional. Stimulus Package Was Inadequate or Wrongly Focused Lamented liberal economist Paul Krugman, Even if the original Obama plan - around $800 billion in stimulus, with a substantial fraction of that total given over to ineffective tax cuts - had been enacted, it wouldnt have been enough to fill the looming hole in the U.S. economy, which the Congressional Budget Office estimates will amount to $2.9 trillion over the next three years. Yet the centrists did their best to make the plan weaker and worse. One of the best features of the original plan was aid to cash-strapped state governments, which would have provided a quick boost to the economy while preserving essential services. But the centrists insisted on a $40 billion cut in that spending. Moderate Republican David Brooks opined ... theyve created a sprawling, undisciplined smorgasbord, which has spun off a series of unintended consequences. First, by trying to do everything all it once, the bill does nothing well. The money spent on long-term domestic programs means there may not be enough to jolt the economy now... The money spent on stimulus, meanwhile, means there’s not enough to truly reform domestic programs like health technology, schools and infrastructure. The measure mostly pumps more money into old arrangements. Where It Stands Congressional Republicans tore into the Obama administration over the economic stimulus plan,... arguing that the White House is mishandling the distribution of the money while overstating the ability of the package to create jobs, reported CNN on July 8, 2009 about a contentious hearing before the House Oversight and Government Reform Committee. CNN continued, The White House Office of Management and Budget defended the plan, arguing that every federal dollar spent has, by definition, helped to ease the pain of the worst economic crisis since the Great Depression. A Second Stimulus Package? Obama economic advisor Laura Tyson, former Director of the National Economic Council, said in a July 2009 speech that the U.S. should consider drafting a second stimulus package focusing on infrastructure projects because the $787 billion approved in February was a bit too small per Bloomberg.com. In contrast, economist Bruce Bartlett, a conservative Obama supporter, pens in an article entitled Obamas Clueless Liberal Critics, that the argument for more stimulus implicitly assumes that the bulk of stimulus funds have been paid out and done their work. However, the data show that very little of the stimulus has actually been spent. Bartlett argues that stimulus critics are reacting impatiently, and notes that economist Christina Romer, who now chairs the Council of Economic Advisers, says the stimulus is working just as planned and that no additional stimulus is needed. Would Congress Pass a Second Stimulus bill? The burning, relevant question is: Is it politically possible for President Obama to push Congress into passing a second economic stimulus package in 2009 or 2010? The first stimulus package passed on a House vote of 244-188, with all Republicans and eleven Democrats voting NO. The bill squeezed by on a filibuster-proof 61-36 Senate vote, but only after making significant compromises to attract three Republican YES votes. All Senate Democrats voted for the bill, except those absent due to illness. But with public confidence falling in Obamas leadership in mid-2009 on economic matters, and with the first stimulus bill failing to quell unemployment, moderate Democrats cant be relied on to solidly support additional stimulus legislation. Would Congress pass a second stimulus package in 2009 or 2010? The jury is out, but the verdict, in summer 2009, doesnt look good for the Obama administration.
Thursday, November 21, 2019
Reaction essay of The Art of Lying By Gerald Torto
Reaction of The Art of Lying By Gerald Torto - Essay Example Effective lying may be hampered by an emotional relationship between the liar and those he/she knows because they can easily detect behavioral changes when one is lying. Psychopath lairs such as politicians show no guilt when lying and are thus able to convince others that they are telling the truth. There is also a co-relation between the symmetry of the face and the art of lying with psychologists citing that attractive people are easily trusted as opposed to unattractive people. Children who lie and get away with it develop a knack for lying thus becoming pathological liars. People with low self esteem also become habitual liars as they exaggerate facts to appear better than they actually are. It is often almost impossible to detect liars without the help of polygraph or brain printing machines, but common indicators include long pauses while talking, omission of details such as names and places, intensive facial expressions when
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