Environmental Protection Program

The collective action of humans – developing and paving over the landscape, clear-cutting forests, polluting rivers and streams, altering the atmosphere's protective ozone layer, and populating nearly every place imaginable – are bringing an end to the lives of creatures across the Earth. Extinction of biological species is not necessarily a phenomenon initiated by human activity, some argue. Although the specific role of extinction in the process of evolution is still being researched and debated, it is generally accepted that the demise of any biological species is inevitable. Opponents of special efforts to protect endangered species invariably point this out. They also suggest that the role of homo sapiens in causing extinction should not be distinguished from that of any other species. This position, most often espoused by individuals whose other views are curiously much more anthropocentric, is contrary to some well established facts. Unlike other creatures that have inhabited the Earth, human beings are the first to possess the technological ability to cause wholesale extermination of species, genera or even entire families of living creatures. This process is accelerating. Wildlife management efforts initiated during this century have been unsuccessful in stemming the tide. Most public attention given to endangered species has focused on mammals, birds, and a few varieties of trees. Ecologists recognize a far greater threat to the much larger number of species of reptiles, fish, invertebrates, and plants that are being wiped out by human activity. In the past few decades, vast areas in several regions of the world have been cleared to make room for urban development or for food production. Modern agriculture techniques and industries' need for raw material have contributed to the epidemic of extinction. During the last few centuries, growth in the human population and intensification of our use of resources has greatly increased the rate of species extinction. Today, this rate is at least 1,000 times higher than it was when the genus Homo made its appearance about 2 million years ago. According to the best estimates, an average of 200 species vanishes from the Earth every day. By the year 2025, an estimated 20 percent of Earth's species may have been pushed to extinction – a loss of species unmatched since the end of the Mesozoic 65 million years ago. For human beings, the consequences of this extensive wave of extinction's will be severe, whether they are viewed from a moral, aesthetic, scientific, or economic perspective. Scientists fear that the vitality of our ecology may be seriously threatened by the reduction of biological diversity resulting from the lost genetic resource contained in the extinct species. They note that the ability of species to evolve and adapt to environmental change depends on the existence of a vast pool of genetic material. This problem joins the issue of endangered species with that of wilderness preservation. Unfortunately, the need to set aside vast undeveloped areas to prevent wholesale extinction is more acute in the poorer, more crowded regions of the world where people are pressured by both their own basic needs and the demand of the industrialized world for their resources. The concept of biodiversity helps capture the magnitude of the problem. Biodiversity is the variety of, and interaction among, living organisms and the ecological complexes that they occur in, from the smallest habitat to the Earth as a whole. The concept also includes the genetic variability within these species, the raw material of both evolutionary adaptation and selective breeding by humans. In terms of biodiversity, extinction is more than the loss of individual species, it is the degradation of the ecological complexes that support all life on this planet. The set of plant, animal, fungus and microorganism species that occur together at a particular place make possible the functioning of an ecosystem at that place. Undisturbed ecosystems, with their natural level of biodiversity – regulate the flow of energy and the cycling of nutrients, which all life depends on. The ongoing elimination of a sizable portion of the Earth's biota is probably the clearest sign that the manner in which we use the natural environment is not sustainable. The intensity of our exploitation of natural resources is simply too great. In the past 40 years, human beings have wasted over a fifth of the Earth's topsoil, destroyed more than half of its forests, polluted most fresh and onshore marine waters, and profoundly changed the characteristics of the atmosphere. It is easy to put much of the blame on population growth. The human population has more than doubled over the past 40 years to reach the present level of more than 5. 5 billion. Each new person puts an added burden on the natural environment. Yet if we are to understand the roots of the problem and work towards real solutions, we need to look at other factors besides population growth. As living organisms, we must utilize the natural environment to satisfy our basic needs. The manner in which we do this, however, is as variable as human culture. The problem is that present social, economic, and political structures encourage us to maximize our use of natural resources rather than use them wisely. In today's world, economic resources are highly concentrated in industrialized countries, where most of the world's goods are consumed by a minority of the global population. Seventy-seven percent of the people in the world – most of whom live in less-developed nations – have only about 15 percent of the world's wealth, consume only 10 to 15 percent of the world's natural resources, and generate about 10 to 15 percent of the world's pollution. This global inequality is one of the major factors contributing to overuse of resources and destruction of natural habitats. At present, our ignorance of biodiversity is telling: scientists believe that the total number of species on Earth may be about 10 million, although only 1. million have been named and classified. Such knowledge is of great importance in itself, and of fundamental importance to achieving sustainable productivity. But it is only one of many prerequisites; another is a stable human population. Unfortunately – and only if we sustain our attention to family planning around the world – two to three times the current number of people may be alive when the human population levels out. At that point, the intelligent use of organisms and other natural resources will be absolutely essential for future stability. A stable human population, however, will not in itself allow us to attain a stable world. We must also address much more effectively the problems of poverty and lack of social justice throughout the world. This must include pursuing sustainable agricultural development in a way that guarantees more people access to the land they must have to meet their own needs. The role of women must also be enhanced throughout the world, in relation to health and family planning, literacy and school involvement, and participation in the work force. Another problem to confront is overconsumption of the world's resources by people in industrialized countries. Plans to preserve biodiversity and utilize it sustainably will fail as long as the global community continues to promote growth and consumption rather than reduce them. In addition, it is important to augment the number of educators, scientists, and engineers who live in developing countries, only about one in twenty of the world's scientists and engineers live there. Without technical knowledge and expertise, the chances for most less-developed nations to achieve sustainable productivity are poor. All nations must be given the opportunity to explore multiple paths, consistent with their own social values, for making biodiverisity an indispensable ingredient of socioeconomic, cultural, and scientific development. Without the achievement of a stable global population and the implementation of social justice, it simply will not be possible to learn about, manage, preserve, and benefit from what is left of the world's biodiversity. Understanding the connections between biodiversity, human institutions, and our long-term survival is the first step in learning to manage the biological resources of the planet Earth, our common home, for our mutual benefit. The sixth extinction is not inevitable. If humans are the cause, they can also be the solution. Conservation law in this country has taken a new turn, and in many ways California is leading the charge. The next decade will be an exciting and critical time for this state and the nation. The future of our natural resources and of our quality of life may well depend upon the choices and commitments we make over the next few years. If you travel the length or breadth of the state of California, you experience its diversity as a progression of distinct environments, each with characteristic plant species and climatic conditions. To highlight such contrasts, scientists have divided the state into large bioregions, each of which encompasses environments with broadly similar characteristics. A bioregion is itself a mosaic of unique aquatic and terrestrial environments-marshes, grasslands, woodlands, forests. California is composed of 11 major biogeographic areas, or bioregions. The great diversity of habitats within the state has allowed California to serve as a final refuge for species once dispersed throughout the West. The isolation provided by restricted habitats has allowed them to act not only as refuges, but also as centers of evolution for new species. Hence, California has a remarkably high degree of endemism – of species found nowhere else – in much the same way that an island often has endemic species. The two most important arbiters of California's natural landscapes are its Mediterranean climate and its varied topography. These factors are interconnected: landforms modify the climate, producing local variations in temperature and precipitation, and climate determines the nature and rate of erosion and soil deposition. Over eons, these and other factors have interacted to produce an amazing diversity of both landscapes and species. More than a third of the plants native to California are endemic, either evolving here in response to the continual opening up of new ecological niches, or finding refuge here after geologic change had altered their homelands. In California, population growth is obviously a direct cause of spreading urbanization. New housing developments and freeways overwhelm woods, meadows, and chaparral, destroying unique habitats full of evolutionary novelties, placing many native plant and wildlife species in imminent danger of extinction. It is tempting to blame our problems on overpopulation. The California that once supported 300,000 native Americans is now teeming with about 31. 5 million inhaitants-and their automobiles. It may be that the state's environment cannot support this many people, but we also should remember that incredible environmental damage had already been done when the state's human population numbered 1 million or fewer. It may be more appropriate to look at the nature of our economic system, a system oriented toward and dependent upon continuous growth, and one that operates on the fixed assumptions that there are potentially unlimited resources at one end of our economic pipeline and, at the other, a bottomless sink for disposal of wastes. Of course, there is neither. The first inhabitants of California lived for centuries within the limits of their environment, and the Spanish and Mexican economy was oriented more toward stability than growth. Unfortunately, the â€Å"get-rich-quick† mentality of the Gold Rush pioneers who followed them continues to play a role in California even now. The view of the natural world as a place to live, and therefore to care for, has not held its own against the view of nature as something to exploit. We have reached our present dilemma: Now we must balance the need to protect and maintain what is left of California's once renowned biodiversity against the need to care for the well-being of its human population. Yet protecting nature is no longer merely an option; the survival of humanity depends on the survival of our cohabitants on Earth.

Marketing Strategies of Nestle and Unilever

CHAPTER – ONEConceptual framework and basic issues 1. 1 INTRODUCTION India is one of the largest economies in the world in terms of purchasing power and is among the fastest-growing, with a population of around 1. 12 billion people, with huge natural resources, and with costs that are at the very low end of the global average. All major consumer companies of India have sophisticated marketing and product development plans. Moreover, the multinationals that are operating in India have business models that are tailor-made to local markets and customs. After the economic liberalization of 1991, many MNCs have entered India. Today, global companies having subsidiaries in India include Unilever, Nestle, BATA, Colgate Palmolive, Procter & Gamble, General Electric, General Motors, Ford, Pepsi and Coca-Cola. Historically, the main reason for the entry of MNCs into India was to jump the tariff wall. High import duties ruled out the option of exporting finished goods from the home country to India. On the other hand, once they entered the country and set up operations, the country’s high tariffs guaranteed adequate protection. In some cases, the need to customize products necessitated a strong local presence. The multinational companies in India represent a diversified portfolio of companies from different countries. There are a number of reasons why the multinational companies are coming down to India. India has got a huge market. It has also got one of the fastest growing economies in the world. Besides, the policy of the government towards FDI has also played a major role in attracting the multinational companies in India. While several MNC’s have entered India, However, even within a given industry, some MNCs seem to be doing better than the others. Consider the automobile industry. Here, Suzuki and Hyundai are way ahead of formidable rivals such as General Motors, Honda and Ford. Similarly in the FMCG sector, even after allowing for its relative late entry, Hindustan Unilever Limited and Nestle remains a big player in the Indian market. FMCG are products that have a quick shelf turnover, at relatively low cost and don't require a lot of thought, time and financial nvestment to purchase. Three of the largest and best known examples of Fast Moving Consumer Goods companies in India are Nestle, Hindustan Unilever limited and Procter ; Gamble. The Indian FMCG sector is an important contributor to the country's GDP. It is the fourth largest sector in the economy. It has a strong MNC presence and is characterized by a well established distribution network, intense competition between the organized an d unorganized segments and low operational cost. The Indian FMCG sector is the fourth largest sector in the economy. It has a strong MNC presence and is characterized by a well-established distribution network, intense competition between the organized and unorganized segments and low operational cost. Availability of key raw materials, cheaper labour costs and presence across the entire value chain gives India a competitive advantage. The FMCG sector consists of three product categories, each with its own hosts of products that have relatively quick turnover and low costs: * Household Care * Personal care * Food and Beverages Food and Beverages * Health beverages; soft drinks Staples/cereals * Beverages bakery products (biscuits, bread, cakes) * Snack food * Chocolates * Ice cream * Tea * Coffee * Soft drinks * Processed fruits, vegetables * Dairy products * Bottled water * Branded flour Household care * Fabric wash (laundry soaps and synthetic detergents) * Household cleaners(dish/utensil cleaners, floor cleaners, toilet cleaners, air fresheners, insecticides and mosquito repellents, metal polish and furniture polish) Personal Care * Oral care, hair care, skin care, personal wash (soaps) * Cosmetics and toiletries deodorants Perfumes * Feminine hygiene * Paper product 1 †¢ Food & Beverage My project topic is on the study of Hindustan Unilever limited and Nestle India, which are major MNC’s (FMCG) in India. Fast Moving Consumer Goods (FMCG) goods are popularly named as consumer packaged goods. Items in this category include all consumables (other than groceries/pulses) people buy at regular intervals. The most common in the list are toilet soaps, detergents, shampoos, toothpaste, shaving products, shoe polish, packaged foodstuff, and household accessories. In India, companies like HUL, P& G and Nestle have been a dominant force in the FMCG sector . These companies were, therefore, able to charge a premium for their products. With the gradual opening up of the economy over the last decade, FMCG companies have been forced to fight for a market share. An average Indian spends around 40 per cent of the income on grocery and 8 per cent on personal care products. The large share of fast moving consumer goods (FMCG) in total individual spending along with the large population base is another factor that makes India one of the largest FMCG markets. Source: KSA Technopak Consumer Outlook 2004. Figure:1. 1 Even on an international scale, total consumer expenditure on food in India at US$ 120 billion is amongst the largest in the emerging markets, next only to China. Figure 1. 2 TOP 10 Fmcg companies in India 1. Hindustan Unilever Ltd. 2. ITC (Indian Tobacco Company) 3. Nestle India 4. AMUL 5. Dabur India 6. Britannia 7. Cadbury India 8. Pepsico 9. Procter & Gamble Hygiene and Health Care 10. Marico Industries The FMCG sector has traditionally grown at a very fast rate and has generally outperformed the rest of the industry. Given the large market and the requirement for continuous repurchase of these products, FMCG companies continue to do well . Moreover, most of the companies are concentrating on cost reduction and supply chain management and sustainable competitive advantage. FMCG must keep fine-tuning their strategy till they have a winning formula in place. It is FMCG’s which show both commitment and flexibility that are most likely to succeed in India 1. 2 Need of the study Marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and chieve a sustainable competitive advantage. The need of the study of this project entitled ‘Comparative study on the marketing strategies of the HUL and Nestle in India’ is to understand whether the marketing strategies is suited to the Indian market because each markets in India follow different political and cultural environment, therefore different marketi ng practices are implemented to get the desired outcome, that is profit, so there is a need to study how these MNC’s adapt to Indian markets. 1. 3 Objective of the study To identify and compare the marketing strategies of Hindustan Unilever Limited and Nestle India * To identify the SWOT analysis. * To identify the marketing mix of both the companies * To analyse the various strategies adopted by both the companies to gain competitive advantage CHAPTER – TWO 2. 1 Profile of Unilever Unilever is a British-Dutch multinational corporation that owns many of the world's consumer product brands in foods, beverages, cleaning agents and personal care products and operates in around 100 countries. Unilever is a dual-listed company consisting of Unilever N. V. in Rotterdam, The Netherlands and Unilever PLC in London, United Kingdom. Both Unilever companies have the same directors and effectively operate as a single business. The current non-executive Chairman of Unilever N. V. and PLC is Michael Treschow while Paul Polman is Group Chief 2. 1. 1 History of Unilever Unilever was created in 1930 by the amalgamation of the operations of British soap maker Lever Brothers and Dutch margarine producer Margarine Unie, a merger as palm oil was a major raw material for both margarines and soaps and could be imported more efficiently in larger quantities. In the 1930s the Unilever business grew and new ventures were launched in Latin America. In 1972 Unilever purchased A;W Restaurants' Canadian division but sold its shares through a management buyout to former A&W Food Services of Canada CEO Jefferson J. Mooney in July 1996. By 1980 soap and edible fats contributed just 40% of profits, compared with an original 90%. In 1984 the company bought the brand Brooke Bond (maker of PG Tips tea). In 1987 Unilever strengthened its position in the world skin care market by acquiring Chesebrough-Ponds, the maker of Ragu, Pond's, Aqua-Net, Cutex Nail Polish, and Vaseline. In 1989 Unilever bought Calvin Klein Cosmetics, Faberge, and Elizabeth Arden, but the latter was later sold (in 2000) to FFI Fragrances In 1996 Unilever purchased Helene Curtis Industries, giving the company â€Å"a powerful new presence in the United States shampoo and deodorant market†. The purchase brought Unilever the Suave and Finesse hair-care product brands and Degree deodorant brand. In 2000 the company absorbed the American business Best Foods, strengthening its presence in North America and extending its portfolio of foods brands. In April 2000 it bought both Ben ; Jerry's and Slim Fast. The company is multinational with operating companies and factories on every continent (except Antarctica) and research laboratories at Colworth and Port Sunlight in England; Vlaardingen in the Netherlands; Trumbull, Connecticut, and Englewood Cliffs, New Jersey in the United States; Bangalore in India and Shanghai in China. The US division carried the Lever Brothers name until the 1990s, when it adopted that of the parent company. The American unit has headquarters in New Jersey, and no longer maintains a presence at Lever House, the iconic skyscraper on Park Avenue in New York City. The company is said to promote sustainability and started a sustainable agriculture programme in 1998. In May 2007 it became the first tea company to commit to sourcing all its tea in a sustainable manner, employing the Rainforest Alliance, an international environmental NGO, to certify its tea estates in East Africa, as well as third-party suppliers in Africa and other parts of the world. It declared its aim to have all Lipton Yellow Label and PG Tips tea bags sold in Western Europe certified by 2010, followed by all Lipton tea bags globally by 2015. In 2008 Unilever was honored at he 59th Annual Technology & Engineering Emmy Awards for â€Å"Outstanding Achievement in Advanced Media Technology for Creation and Distribution of Interactive Commercial Advertising Delivered through Digital Set Top Boxes† for its program Axe: Boost Your ESP On September 24, 2010, Unilever announced that it has entered into a definitive agreement to sell its consumer tomato products business in Br azil to Cargill and on September 27, 2010, Unilever purchased Alberto-Culver, the maker of personal care and household products such as VO5, Nexxus, TRESemme, and Mrs. Dash for $US3. 7 billion. On September 28, 2010, Unilever and EVGA announced that they have signed an agreement under which Unilever will acquire EVGA’s ice cream brands (amongst others, Scandal, Variete and Karabola) and distribution network in Greece, for an undisclosed amount. 2. 1. 2 Mission Unilever's mission is to add Vitality to life. We meet everyday needs for nutrition; hygiene and personal care with brands that help people feel good, look good and get more out of life. 2. 1. Vision We work to create a better future every day, help people feel good, look good and get more out of life with brands and services that are good for them and good for others and will inspire people to take small, everyday actions that can add up to a big difference for the world, develop new ways of doing business with the aim of doubling the size of our company while reducing our environmental impact and fully recognize that we will need to develop a new model for business growth. We are embarking on a long-term programme of work with our employees,  suppliers, customers and other partners to realize this goal. With our portfolio of strong brands, presence in emerging markets and long-standing commitment to shared value creation, we believe we are well placed to deliver on this ambition. 2. 1. 4 Brands * Food brands Becel, flora, Bertolli, Blue band Rama, Heartbrand, Hellmann’s, Amora, Knorr, Lipton, Slim-Fast * Homecare Brands Cif, Comfort, Domestos, Omo, Radiant, Sunlight, Surf * Personal Care brands Axe, Dove, Lux, Lifebuoy, Ponds’, Rexona, Signal, Close-up, Sunsilk, Tigi, Vaseline 2. 1. 5 Purpose ; principles Our corporate purpose states that to succeed requires â€Å"the highest standards of corporate behaviour towards everyone we work with, the communities we touch, and the environment on which we have an impact. † * Always working with integrity Conducting our operations with integrity and with respect for the many people, organizations and environments our business touch has always been at the heart of our corporate responsibility. Positive impact We aim to make a positive impact in many ways: through our brands, our commercial operations and relationships, through voluntary contributions, and through the various other ways in which we engage with society. * Continuous commitment We're also committed to continuously improving the way we manage our environmental impacts and are working towards our longer-term goal of developing a sustainable business. * Setting out our aspirations Our corporate purpose sets out our aspirations in running our business. It's underpinned by our code of business Principles which describes the operational standards that everyone at Unilever follows, wherever they are in the world. The code also supports our approach to governance and corporate responsibility. * Working with others We want to work with suppliers who have values similar to our own and work to the same standards we do. Our Business partner code, aligned to our own Code of business principles, comprises ten principles covering business integrity and responsibilities relating to employees, consumers and the environment. . 1. 6 Management Our  operating  model  is designed to  deliver faster decisions. Learn more about our senior corporate officers and  the  Unilever Executive. The Executive directors are those members of the Unilever executive (UEX), including the group chief executive, who are also directors of Unilever. NAME | DESIGNATIONS| Paul Polman | Chief Executive Officer, Executive Director to the Boards of Unilever PLC and Unilever NV | Jean-Marc Huet | Chief Financial Officer. | The Unilever executive (UEx) is responsible for managing profit and loss, and delivering growth across our regions, categories and functions NAME| DESIGNATION| Professor Genevieve Berger | Chief Research and Development Officer| Jean-Marc Huet| Chief financial officer| Pier Luigi Sigismondi| Chief Supply Chain Officer| Keith Weed | Chief Marketing and Communication Officer | Douglas Anderson Baillie Chief HR Officer| Chief HR Officer| Non-executive directors The non-executive directors are the independent element in Unilever's governance. NAME| DESIGNATIONS| Michael Treschow | Chairman Unilever N. V. and PLC, Member of Unilever’s Nomination and Remuneration Committees. | The Rt Hon Sir Malcolm Rifkind, MP| Chairman of the Corporate Responsibility and Reputation Committee| Hixonia Nyasulu | Member of Unilever’s Corporate Responsibility and Reputation Committee| Paul walsh| Member of Unilever’s Nomination and Remuneration Committees. | 2. 1. 7 Financials Items | Amounts | Revenue| â‚ ¬44,262  billion (2010)| Operating Income| â‚ ¬6,339  billion (2010)| Net Income | â‚ ¬4,598  billion (2010)| Source:-www. unilever. com 2. 2 HINDUSTAN UNILEVER LIMITED Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods Company with a heritage of over 75 years in India and touches the lives of two out of three Indians. HUL works to create a better future every day and helps people feel good, look good and get more out of life with brands and services that are good for them and good for others. With over 58 brands spanning 20 distinct categories such as soaps, detergents, shampoos, skin care, toothpastes, deodorants, cosmetics, tea, coffee, packaged foods, ice cream, and water purifiers, the Company is a part of the everyday life of millions of consumers across India. Its portfolio includes leading household brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair ; Lovely, Pond’s, Vaseline, Lakme, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Wall’s and Pureit. The Company has over 15,000 employees and has an annual turnover of Rs. 17,873. 44 crores (financial year 2009 – 2010). HUL is a subsidiary of Unilever, one of the world’s leading suppliers of fast moving consumer goods with strong local roots in more than 100 countries across the globe with annual sales of about â‚ ¬44. billion in 2010. Unilever has about 52% shareholding in HUL. 2. 2. 1 History of Hindustan Unilever limited In the summer of 1888, visitors to the Kolkata harbor noticed crates full of Sunlight soap bars, embossed with the words â€Å"Made in England by Lever Brothers†. With it began an era of marketing branded Fast Moving Consumer Goods (FMCG). Soon after Lifebuoy was launched in 1895 a nd other famous brands like Pears, Lux and Vim. Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937. In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing Company, followed by Lever Brothers India Limited (1933) and United Traders Limited (1935). These three companies merged to form HUL in November 1956; HUL offered 10% of its equity to the Indian public, being the first among the foreign subsidiaries to do so. Unilever now holds 52. 10% equity in the company. The rest of the shareholding is distributed among about 360,675 individual shareholders and financial institutions. The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited was formed. Brooke Bond joined the Unilever fold in 1984 through an international acquisition. The erstwhile Lipton's links with India were forged in 1898. Unilever acquired Lipton in 1972 and in 1977 Lipton Tea (India) Limited was incorporated. Pond's (India) Limited had been present in India since 1947. It joined the Unilever fold through an international acquisition of Chesebrough Pond's USA in 1986. Since the very early years, HUL has vigorously responded to the stimulus of economic growth. The growth process has been accompanied by judicious diversification, always in line with Indian opinions and aspirations. The liberalization of the Indian economy, started in 1991, clearly marked an inflexion in HUL's and the Group's growth curve. Removal of the regulatory framework allowed the company to explore every single product and opportunity segment, without any constraints on production capacity. Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of the most visible and talked about events of India's corporate history, the erstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective from April 1, 1993. In 1996, HUL and yet another Tata company, Lakme Limited, formed a 50:50 joint venture, Lakme Unilever Limited, to market Lakme's market-leading cosmetics and other appropriate products of both the companies. Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its 50% stake in the joint venture to the company. HUL formed a 50:50 Joint venture with the US-based Kimberly Clark Corporation in 1994, which markets Huggies Diapers and Kotex Sanitary Pads. HUL has also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and its factory represents the largest manufacturing investment in the Himalayan kingdom. The UNL factory manufactures HUL's products like Soaps, Detergents and Personal Products both for the domestic market and exports to India. The 1990’s also witnessed a string of crucial mergers, acquisitions and alliances on the Foods and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari General Foods, with significant interests in Instant Coffee. In 1993, it acquired the Kissan business from the UB Group and the Dollops Ice cream business from Cadbury India. As a measure of backward integration, Tea Estates and Doom Dooma, two plantation companies of Unilever, were merged with Brooke Bond. Then in 1994, Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL), enabling greater focus and ensuring synergy in the traditional Beverages business. 1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. By the end of the year, the company entered into a strategic alliance with the Kwality Ice cream Group families and in 1995 the Milk food 100% Ice cream marketing and distribution rights too were acquired. Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The two companies had significant overlaps in Personal Products, specialty Chemicals and Exports businesses, besides a common distribution system since 1993 for Personal Products. The two also had a common management pool and a technology base. The amalgamation was done to ensure for the Group, benefits from scale economies both in domestic and export markets and enable it to fund investments required for aggressively building new categories. In January 2000, in a historic step, the government decided to award 74 per cent equity in Modern Foods to HUL, thereby beginning the divestment of government equity in public sector undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic extension of the company's wheat business. In 2002, HUL acquired the government's remaining stake in Modern Foods. In 2003, HUL acquired the Cooked Shrimp and Pasteurized Crabmeat business of the Amalgam Group of Companies, a leader in value added Marine Products exports. HUL launched a slew of new business initiatives in the early part of 2000. Project Shakti was started in 2001. It is a rural initiative that targets small villages populated by less than 5000 individuals. It is a unique win-win initiative that catalyses rural affluence even as it benefits business. Currently, there are over 45,000 Shakti entrepreneurs covering over 100,000 villages across 15 states and reaching to over 3 million homes. In 2002, HUL made its foray into Ayurvedic health ; beauty centre category with the Ayush product range and Ayush Therapy Centres. Hindustan Unilever Network, Direct to home business was launched in 2003 and this was followed by the launch of ‘Pureit’ water purifier in 2004. In 2007, the Company name was formally changed to Hindustan Unilever Limited after receiving the approval of share holders during the 74th AGM on 18 May 2007. Brooke Bond and Surf Excel breached the Rs. 1,000 crore sales mark the same year followed by Wheel which crossed the Rs. 2,000 crore sales milestone in 2008 and on 17th October 2008, HUL completed 75 years of corporate existence in India. 2. 2. 2 Management The fundamental principle determining the organization structure is to infuse speed and flexibility in decision-making and implementation, with empowered managers across the company’s nationwide operations. Management Committee The day-to-day management of affairs of the Company is vested with the Management Committee which is subjected to the overall superintendence and control of the Board. The Management Committee is headed by Mr. Nitin . Paranjpe and has functional heads as its members representing various functions of the Company and Management committee includes the members in the Executive directors Executive directors The Executive directors are members of the HUL Management Committee as well as the Board of HUL. NAME| DESIGNATION| Nitin Paranjpe| CEO and Managing Director| R. Sridhar| Chief Financial Officer| Gopal Vittal| Executive Director, Home ; Personal Care| Pradeep Banerjee| Executive Director, Supply Chain| Shrijeet Mishra| Executive Director, Foods| Hemanth Bakshi| Executive Director| Ms. Leena Nair| Executive Director, HR| Dev Bajpai| Executive Director, Legal and company Secretary| Non-executive directors The non-executive directors are the independent directors in the HUL Board NAME| DESIGNATION| Mr. Harish Manwani| Chairman of the Company| Mr. D. S. Parekh| Indepedent  Director| Mr. A. Narayan| Independent  Director| S. Ramadorai| Independent  Director| Dr. R. A. Mashelkar| Independent  Director| 2. 2. 3Financials of HUL Items | Amounts | Revenue| 17,873. 44 crore (2009-2010)| Net income| 2,202. 03 crore (2009-2010)| Source:-www. hul. co. in 2. 3 Profile of Nestle 2. 3. 1 History Nestle with headquarters in Vevey, Switzerland was founded in 1866 by Henri Nestle and is today the world's biggest food and beverage company and the world's leading Nutrition, Health and Wellness Company. Our mission  of â€Å"Good Food, Good Life†Ã‚  is to provide consumers with the best tasting, most nutritious choices in a wide range of food and beverage categories and eating occasions, from morning to night. Today, the company operates in 86 countries around the world and employs nearly 280,000 people and has factories or operations in almost every country in the world. The Company's strategy is guided by several fundamental principles. Nestle's existing products grow through innovation and renovation while maintaining a balance in geographic activities and product lines. Long-term potential is never sacrificed for short-term performance. The Company's priority is to bring the best and most relevant products to people, wherever they are, whatever their needs, throughout their lives The company dates to 1867, when two separate Swiss enterprises were founded that would later form the core of Nestle. In the succeeding decades the two competing enterprises aggressively expanded their businesses throughout Europe and the United States. In August 1867 Charles A and George Page, two brothers from Lee County, Illinois, USA established the Anglo-Swiss Condensed Milk Company in Cham. Their first British operation was opened at Chippenham, Wiltshire in 1873 and In September 1867, in Vevey, Henri Nestle developed a milk-based baby food and soon began marketing it. The following year, 1868 saw Daniel Peter begin seven years of work perfecting his invention, the milk chocolate manufacturing process; M. Nestle's was the crucial cooperation M. Peter needed to solve the problem of removing all the water from the milk added to his chocolate and thus preventing the product from developing mildew. Henri Nestle retired in 1875, but the company, under new ownership, retained his name as Farine Lactee Henri Nestle. In 1877 Anglo-Swiss added milk-based baby foods to its products, and in the following year the Nestle Company added condensed milk, so that the firms became direct and fierce rivals. In 1905 the companies merged to become the Nestle and Anglo-Swiss Condensed Milk Company, retaining that name until 1947, when the name Nestle Alimentana SA was taken as a result of the acquisition of Fabrique de Produits Maggi SA (founded 1884) and its holding company, Alimentana SA of Kempttal, Switzerland. Maggi was a major manufacturer of soup mixes and related foodstuffs. The company’s current name was adopted in 1977. By the early 1900s, the company was operating factories in the United States, United Kingdom, Germany and Spain. World War I created new demand for dairy products in the form of government contracts; by the end of the war, Nestle's production had more than doubled. After the war, government contracts dried up and consumers switched back to fresh milk. However, Nestle's management responded quickly, streamlining operations and reducing debt. The 1920s saw Nestle's first expansion into new products, with chocolate the company's second most important activity. Nestle felt the effects of World War II immediately. Profits dropped from US$20 million in 1938 to US$6 million in 1939. Factories were established in developing countries, particularly Latin America. Ironically, the war helped with the introduction of the company's newest product, Nescafe (â€Å"Nestle's Coffee†), which was a staple drink of the US military. Nestle's production and sales rose in the wartime economy. The end of World War II was the beginning of a dynamic phase for Nestle. Growth accelerated and companies were acquired. In 1947 came the merger with Maggi seasonings and soups. Crosse & Blackwell followed in 1950, as did Findus (1963), Libby's (1971) and Stouffer's (1973). Diversification came with a shareholding in L’Oreal in 1974. In 1977, Nestle made its second venture outside the food industry by acquiring Alcon Laboratories Inc. In 1984, Nestle's improved bottom line allowed the company to launch a new round of acquisitions, notably American food giant Carnation and the British confectionery company Rowntree Mackintosh in 1988, which brought the Willy Wonka Brand to Nestle. The first half of the 1990s proved to be favorable for Nestle: trade barriers crumbled and world markets developed into more or less integrated trading areas. Since 1996 there has been acquisitions including San Pellegrino (1997), Spillers Pet foods (1998), and Ralston Purina (2002). There were two major acquisitions in North America, both in 2002: in June, Nestle merged its U. S. ice cream business into Dreyer's, and in August a US$2. 6 billion acquisition was announced of Chef America, the creator of Hot Pockets. In the same time frame, Nestle came close to purchasing the iconic American company Hershey's, one of its fiercest confectionery competitors, though the deal fell through. Another recent purchase included the Jenny Craig weight loss program for US$600 million. In December of 2005, Nestle bought the Greek company Delta Ice Cream for â‚ ¬240 million. In January of 2006, it took full ownership of Dreyer's, thus becoming the world's biggest ice cream maker with a 17. 5% market share. In November of 2006, Nestle purchased the Medical Nutrition division of Novartis Pharmaceutical for $2. B, also acquiring in 2007 the milk flavoring product known as Oval tine. In April of 2007, returning to its roots, Nestle bought baby-food manufacturer Gerber for $5. 5 billion. In December of 2007, Nestle entered in a strategic partnership with a Belgian chocolate maker Pierre Marcolini. Nestle agreed to sell its controlling stake in Alcon to Novartis on 4 January, 2010. The sale was to form part of a broader US $39. 3 billion offer, by Novartis, for full acquisition of the world’s largest eye-care company 2. . 2 Mission Nestle strives to be a leader in nutrition, health and wellness, with the belief that  good food is central to health and wellness. At the Nestle Research Center, nutrition research meets food innovation to bring consumers of all ages and stages of life, foods and beverages that contribute to health and wellness, while offering remarkable taste and convenience 2. 3. 3 Vision At Nestle, we believe that research can help us make better food so that people live a better life. Good Food is the primary source of Good Health throughout life. We strive to bring consumers foods that are safe, of high quality and provide optimal nutrition to meet physiological needs. In addition to Nutrition, Health and Wellness, Nestle products bring consumers the vital ingredients of taste and pleasure. As consumers continue to make choices regarding foods and beverages they consume, Nestle helps provide selections for all individual taste and lifestyle preferences. Research is a key part of our heritage at Nestle and an essential element of our future. We know there is still much to discover about health, wellness and the role of food in our lives, and we continue to search for answers to bring consumers Good Food for Good Life† 2. 3. 4 Business Principles The Nestle Corporate Business Principles are at the basis of our company’s culture, which has developed over the span of 140 years. Corporate Business Principles will continue to evolve and adapt to a changing world, our basic foundation is unchanged from the time of the origins of our Company, and reflects the basic ideas of fairness, honesty, and a general concern for people. Nestle is committed to the following Business Principles in all countries, taking into account local legislation, cultural and religious practices: 1. Nutrition, Health and Wellness :-Our core aim is to enhance the quality of consumers lives every day, everywhere by offering tastier and healthier food and beverage choices and encouraging a healthy lifestyle. We express this via our corporate proposition Good Food, Good Life. 2. Quality Assurance and product safety everywhere in the world, the Nestle name represents a promise to the consumer that the product is safe and of high standard. . Consumer Communication :-We are committed to responsible, reliable consumer communication that empowers consumers to exercise their right to informed choice and promotes healthier diets. We respect consumer privacy. 4. Human rights in our business activities :-We fully support the United Nations Global Compact’s (UNGC) guiding principles on human rights and labor and aim to provide an example of good human rights’ and labor practices throughout our business activities. 5. Leadership and personal responsibility:- Our success is based on our people. We treat each other with respect and dignity and expect everyone to promote a sense of personal responsibility. We recruit competent and motivated people who respect our values, provide equal opportunities for their development and advancement, protect their privacy and do not tolerate any form of harassment or discrimination. 6. Safety and health at work:- We are committed to preventing accidents, injuries and illness related to work, and to protect employees, contractors and others involved along the value chain. 7. Supplier and customer relations:- We require our suppliers, agents, subcontractors and their employees to demonstrate honesty, integrity and fairness, and to adhere to our non-negotiable standards. In the same way, we are committed towards our own customers. 8. Agriculture and rural development :-We contribute to improvements in agricultural production, the social and economic status of farmers, rural communities and in production systems to make them more environmentally sustainable. 9. Environmental sustainability :-We commit ourselves to environmentally sustainable business practices. At all stages of the product life cycle we strive to use natural resources efficiently, favor the use of sustainably-managed renewable resources, and target zero waste. 10. Water:-We are committed to the sustainable use of water and continuous improvement in water management. We recognize that the world faces a growing water challenge and that responsible management of the world’s resources by all water users is an absolute necessity. 2. 3. 5 Management Nestle has a Board of Directors, led by our Chairman Peter Brabeck-Letmathe, who was the former Nestle CEO. There are 14 members of the Board of Directors. The day to day management of the Nestle business is taken care by the Executive Board members. The 13 designated Board Members manage diverse parts of the global business. Nestle Group is managed by geographies (Zones Europe, Americas and Asia/Oceania/Africa) for most of the food and beverage  business, with the exceptions of Nestle Waters, Nestle Nutrition, Nestle Purina Pet care, Nespresso, Nestle Professional and Nestle Health Science which are managed on a global basis – these we call the Globally Managed Businesses. We also have joint ventures such as Cereal Partners Worldwide and Beverage Partners Worldwide. NAME| DESIGNATIONS| Paul Bulcke | Chief Executive Officer, Nestle S. A. Member of Nestle Board of Directors: Chairman's and Corporate Governance Committee | Werner J. Bauer | Executive Vice President Chief Technology Officer Head of Innovation, Technology, Research and Development | Frits van Dijk | Executive Vice President Zone Director for Asia, Oceania, Africa and Middle East | Jose Lopez| Executive Vice President operations| John J. Harris| Executive Vice President Chairman and CEO of Nestle Waters| James Singh | Executive Vice President Finance and Control, Legal, IP, Tax, Treasury, Global Nestle Business Services | Laurent Freixe | Executive Vice President Zone Director for Europe| Petraea Heynike | Executive Vice President Responsible for the Strategic Business Units, Marketing, Sales and Nespresso | Chris Johnson| Executive Vice President Zone Director for United States of America, Canada, Latin America, Caribbean | Marc Caira | Deputy Executive Vice President CEO of Nestle Professional | Jean-Marc Duvoisin | Deputy Executive Vice President Head of Human Resources and Centre Administration | Nandu Nandkishore | Deputy Executive Vice President Head of Nestle Nutrition | David P. Frick | Senior  Vice PresidentCorporate Governance, Compliance and Corporate Services | Committees : Committees : Committees : Committees : 2. 3. 4 Financials Items | Amounts| Revenue| CHF 109. 72 billion (2010)| Operating Income| CHF 16. 19 billion (2010)| Profit | CHF 34. 23 billion (2010)| Source:-www. nestle. com 2. 4 Nestle India 2. 4. 1 History of Nestle India Nestle is one of the oldest food MNC operating in India, with a presence of over a century. For a long time, Nestle India’s operations were restricted to importing and trading of condensed milk and infant food. Over the years, the Company expanded its product range with new products in instant coffee, noodles, sauces, pickles, culinary aids, chocolates and confectionery, dairy products and mineral water. Nestle’s relationship with India dates back to 1912, when it began trading as The Nestle Anglo-Swiss Condensed Milk Company (Export) Limited, importing and selling finished products in the Indian market. Nestle has been a partner in India's growth for over nine decades now and has built a very special relationship of trust and commitment with the people of India. The Company's activities in India have facilitated direct and indirect employment and provides livelihood to about one million people including farmers, suppliers of packaging materials, services and other goods. Nestle India Ltd, 51% subsidiary of Nestle SA of Switzerland, is among the leading branded food player in the country. It has a broad based presence in the foods sector with leading market shares in instant coffee, infant foods, milk products and noodles. It has also strengthened its presence in chocolates, confectioneries and other semi processed food products during the last few years. With seven factories and a large number of co-packers, Nestle India is a vibrant company that provides consumers in India with products of global standards and is committed to long-term sustainable growth and shareholder satisfaction. The Company insists on honesty, integrity and fairness in all aspects of its business and expects the same in its relationships. This has earned it the trust and respect of every strata of society that it comes in contact with and is acknowledged amongst India's ‘Most Respected Companies' and amongst the ‘Top Wealth Creators of India'. After nearly a century-old association with the country, today, Nestle India has presence across India with 7 manufacturing facilities and 4 branch offices spread across the region. Nestle India’s first production facility, set up in 1961 at Moga (Punjab), was followed soon after by its second plant, set up at Choladi (Tamil Nadu), in 1967. Consequently, Nestle India set up factories in Nanjangud (Karnataka), in 1989, and Samalkha (Haryana), in 1993. This was succeeded by the commissioning of two more factories – at Ponda and Bicholim, Goa, in 1995 and 1997 respectively. The seventh factory was set up at Pantnagar, Uttarakhand, in 2006. The 4 branch offices in the country help facilitate the sales and marketing of its products. They are in Delhi, Mumbai, Chennai and Kolkata. The Nestle India Head office is located in Gurgaon, Haryana. The Company continuously focuses its efforts to better understand the changing lifestyles of India and anticipate consumer needs in order to provide Taste, Nutrition, Health and Wellness through its product offerings. The culture of innovation and renovation within the Company and access to the Nestle Group's proprietary technology/Brands expertise and the extensive centralized Research and Development facilities gives it a distinct advantage in these efforts. It helps the Company to create value that can be sustained over the long term by offering consumers a wide variety of high quality, safe food products at affordable prices. Nestle India has products of truly international quality under internationally famous brand names such as NESCAFE, MAGGI, MILKYBAR, KIT KAT, BAR-ONE, MILKMAID and NESTEA and in recent years the Company has also introduced products of daily consumption and use such as NESTLE Milk, NESTLE SLIM Milk, NESTLE Fresh ‘n' Natural Dahi and NESTLE Jeera Raita. Nestle India is a responsible organization and facilitates initiatives that help to improve the quality of life in the communities where it operates. 2. 4. 2 Management NAME| DESIGNATIONS| Antonio Helio Waszyk| Chairman and Managing DirectorMember of the the Shareholder / Investor Grievance Committee| Shobinder Duggal| Director   Ã¢â‚¬â€œ Finance & Control| Christian Schmid| Director – Technical| Michael W. O. Garrett| Non Executive DirectorMember of the Audit Committee| Dr. Rakesh Mohan| Non Executive Director| Ravinder Narain| Non Executive DirectorMember of the Audit CommitteeChairman of the Shareholder / Investor Grievance Committee| Dr. Swati A. Piramal| Non-Executive Director| Richard Sykes| Alternate Director to Mr. Michael W. O GarrettGeneral Counsel of Asia, Oceania ,Africa, Middle East Region| 2. 4. 3 Financials Items| Amounts | Revenue| 590102 lakhs (2009-2010)| Net income| 81866 lakhs(2009-2010)| Source:-www. nestle. in/financial statements CHAPTER – THREE 3. 1 THEORITICAL BACKGROUND International marketing (IM) refers to marketing carried out by companies overseas or across national borderlines. This strategy uses an extension of the techniques used in the home country of a firm. It refers to the firm-level marketing practices across the border including market identification and targeting, entry mode selection, marketing mix, and strategic decisions to compete in international markets. International marketing is more concerned with micro level of the market and uses the company as a unit of analysis. According to the American Marketing Association (AMA) â€Å"international marketing is the multinational process of planning and executing the conception, pricing, promotion and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational objectives. † Marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage. Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objective. Marketing strategy involves careful scanning of the internal and external environments which are summarized in a SWOT analysis . Internal environmental factors include the marketing mix, plus performance analysis and strategic constraints External environmental factors include customer analysis, competitor analysis, target market analysis, as well as evaluation of any elements of the technological, economic, cultural or political/legal environment likely to impact success. A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement. Combination of marketing elements used in the sale of a particular product. The marketing elements center around four distinct functions, sometimes called the Four Ps: Product, Price, Place (of distribution), and Promotion. All these functions are considered in planning a marketing strategy, and any one may be enhanced, deducted, or changed in some degree in order to create the strategy necessary to efficiently and effectively sell a product. The term marketing mix refers to the four major areas of decision making in the marketing process that are blended to obtain the results desired by the organization. The four elements of the marketing mix are sometimes referred to the four Ps of marketing. The marketing mix shapes the role of marketing within all types of organizations, both profit and nonprofit. Each element in the marketing mix, product, price, promotion, and place consists of numerous sub elements. Marketing managers make numerous decisions based on the various sub elements of the marketing mix, all in an attempt to satisfy the needs and wants of consumers. FIGURE 1. 3 3. 2 Product The first element in the marketing mix is the product. A product is any combination of goods and services offered to satisfy the needs and wants of consumers. Thus, a product is anything tangible or intangible that can be offered for purchase or use by consumers. A tangible product is one that consumers can actually touch, such as a computer. An intangible product is a service that cannot be touched, such as computer repair, income tax preparation, or an office call. Other examples of products also include places and ideas The strategies involved in the product mix includes:- 3. 2. 1 Product strategies in international market Although products in the international industrial market are more homogeneous than consumer products, there are more product variations internationally than domestically due to the greater number of international economic, cultural, and political/legal variables. 3. 3 Market segmentation Is a Process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs, wants, or demand characteristics. Its objective is to design a marketing mix that precisely matches the expectations of customers in the targeted segment. Few firms are big enough to supply the needs of an entire market. The four basic market segmentation-strategies are based on (a) behavioural (b) demographic, (c) psychographic, and (d) geographical differences. 3. 3. 1 Market Segmentation Strategies. * Behavioural Segmentation: Behavioural segmentation is based on the customer's needs and subsequent reaction to those needs or toward the purchase of intended products and/or services. This study is conducted on all variables that are closely related to the product itself, like loyalty to a particular brand, cost effectiveness in terms of benefits and usage, circumstances responsible for the purchase, whether the customer is a regular, a first timer or and has the potential to become a customer, and whether the readiness to buy is linked to status. * Demographic Segmentation: Demographic segmentation refers to a wide study of the potential customers. While marketing a product many variables like age, gender, education, income, size of the family, occupation, socioeconomic status, culture and religion, language and nationality are taken into account. There are many instances where such a segmentation has worked very profitably, toys and clothes for every age group, certain food products that do well in certain counties and don't in some, either due to cultural or religious reasons. Demographic segmentation plays a vital role in determining whether a product can be mass marketed * Psychographic Segmentation: Segmenting people according to their lifestyles and values, and how they translate into consumption or purchases of products of services is what psychographic segmentation is all about. How one's interest, opinions, values, attitude and the activities they perform, all affects how and why a group of people would lean towards one product more than others. A high status would translate into an expensive flying habit, while a thrift value will translate into an economy flight. * Geographical Segmentation: Geographical segmentation is done by dividing people (markets) into different geographical locations. The country, state, or neighbourhood, the king of gentry, climate, and size of a place segmented into size of its age wise population, etc. all play a role in devising market strategies. This helps the producer and the marketers to understand what will sell and what won't, For example, a market for winter wear would definitely not work in warm regions. 3. 3. 2 International market segmentation Segmentation, in marketing, is usually done at the customer level. However, in international marketing, it may sometimes be useful to see countries as segments. This allows the decision maker to focus on common aspects of countries and avoid information overload. 3. 4 Positioning In marketing, positioning has come to mean the process by which marketers try to create an image or identity in the minds of their target market for its product, brand, or organization. Although there are different definitions of Positioning, probably the most common is: identifying a market niche for a brand, product or service utilizing traditional marketing placement strategies (i. e. price, promotion, distribution, packaging, and competition). Also positioning is defined as the way by which the marketers creates impression in the customers mind. 3. 5 Targeting Targeting is the next step in the sequential process and involves a business making choices about segment on which resources are to be focused. There are three major targeting strategies: undifferentiated, concentrated, and differentiated. During this process the business must balance its resources and capabilities against the attractiveness of different segments. Target Marketing involves breaking a market into segments and then concentrating the marketing efforts on one or a few key segments. Target marketing can be the key to a business’s success. 3. 6 Product standardization Product standardization means that a product originally designed for a local market is exported to other countries with virtually no change, except perhaps for translation of words and other changes. It is an efficient method to reduce costs and increase quality. By minimizing the differences in your products, you are able to rapidly increase production, streamline distribution, decrease raw material costs and reinforce product branding. The best product standardization strategies allow you to balance the need for targeted adaptation with the cost savings of standardization. 3. 6. 1Benefits of product standardization in international marketing * Projecting a global product image. * Catering to customers globally . * Cost savings in terms of economies of scale in production. * Designing and monitoring various components of marketing mix economically 3. 7 Packaging strategy An important part of the product decision making process surrounds the packaging of the product. An effective packaging strategy can contribute to the firm’s competitive advantage. Some points to consider when developing a packaging strategy include 1. Make sure the packaging is unique. 2. Make sure it performs the function required. 3. Make sure packaging promotes your product and brand. 4. Make sure packaging is identifiable and reinforces the brand. Although not a separate part of the marketing mix, having a good packaging strategy is an essential part of the marketing strategy of a firm. A good strategy will comprise of the packaging being unique, functional, promotes the brand, reinforces the brand and is easily identifiable by the consumer. 3. 8 Product adaptation Marketing strategy whereby new products are based on modification or some improvement on existing or competing products, and not on pioneering innovations. It is the strategy of a follower. The need to develop an adaptation strategy can lead to changes in pricing, delivery and packaging 3. 8. 1 Benefits of product adaptation in international markets * Enable a firm to tap markets which are not accessible due to mandatory requirements * Helps in gaining a market share * Increase sales leading to economies of scale 3. 9 PRICE The second element in marketing mix is price. Price is simply the amount of money that consumers are willing to pay for a product or service. In earlier times, the price was determined through a barter process between sellers and purchasers. In modern time Pricing new products and pricing existing products require the use of different strategies. For example, when pricing a new product, businesses can use either market-penetration pricing or a price-skimming strategy. A market-penetration pricing strategy involves establishing a low product price to attract a large number of customers. By contrast, a price-skimming strategy is used when a high price is established in order to recover the Cost of a new product development as quickly as possible. 3. 9. 1 Pricing strategy in international marketing Although pricing practices appear to be no different internationally than nationally, in some respects there is wide divergence. These differences occur in the areas of transfer pricing, dumping, and governmental influence over price. 3. 9. 2Transfer Pricing Transfer prices are the prices placed on products as they are transferred between units belonging to the same company. Transfer prices can be used to mitigate the effects of government regulation. 3. 9. 3 Dumping. Dumping is disposing of goods in a foreign country at less than their full cost. Goods will sometimes be exported at prices that only cover direct costs to dispose of excess inventories. Companies sell their excess inventories overseas to avoid disturbing their own national markets (e. g. , reducing prices or causing price wars at home. ) There are five price-adjustment strategies: * Discount pricing and allowances include cash discounts, functional discounts, seasonal discounts, trade-in allowances, and promotional allowances. * Discriminatory pricing occurs when companies sell products or services at two or more prices. These price differences may be based on variables such as age of the customer, location of sale, organization membership, time of day, or season. * Geographical pricing is based on the location of the customers. Products may be priced differently in distinct regions of a target area because of demand differences. * Promotional pricing happens when a company temporarily prices products below the list price or below cost. Products priced below cost are sometimes called loss leaders. The goal of promotional pricing is to increase short-term sales. * Psychological pricing considers prices by looking at the psychological aspects of price. For example, consumers frequently perceive a relationship between product price and product quality. 3. 10 PROMOTION Promotion is the third element in the marketing mix. Promotion is a communication Process that takes place between a business and its various public. Public are those individuals and organizations that have an interest in what the business produces and offers for sale. Thus, in order to be effective, businesses need to plan promotional activities with the communication process in mind. There are four basic promotion tools: Advertising, sales promotion, public relations, and personal selling. Each promotion tool has its own unique characteristics and function. 3. 10. 1Promotional strategy in international marketing In the international industrial market, the primary element of the promotional mix is personal selling, for only through personal selling can the coordination so essential to the industrial buyer-seller interface be effectively achieved. Sales promotion in the form of trade fairs is playing an increasingly important role in international marketing because so many prospects can be contacted in one place and because they enable quick comparisons of products. Direct mail is also becoming popular, although mailing lists are usually difficult to obtain. The use of publicity, although growing in popularity, is limited due to language difficulties and media coverage. Advertising is given little attention in the international industrial market, perhaps because of the difficulties in determining media coverage and numerous, widely varying, governmental regulations. 3. 10. 2 Advertising It is described as paid, non personal communication by an organization by using various media to reach its various publics. The purpose of advertising is to inform or persuade a targeted audience to purchase a product or service, visit a location, or adopt an idea. Advantages of advertising include the ability to reach a large group or audience at a relatively low cost per individual contacted. Further, advertising allows organizations to control the message, which means the message can be adapted to either a mass or a specific target audience. Disadvantages of advertising include difficulty in measuring results and the inability to close sales because there is no personal contact between the organization and consumers. 3. 10. 2. 1 Advertising media There is a huge variety of media available through which a business can conduct an advertising campaign. * Advertising media includes * Newspapers * Magazines * Internet * Television * Radio * Cinema * Posters * Billboards 3. 10. 2. 2 Advertising appeals There are various appeals in advertising which aims aim to influence the way consumers view themselves and how buying certain products can prove to be beneficial for them. The most important types of advertising appeals include emotional and rational appeals. Emotional appeals are often effective for the youth while rational appeals work well for products directed towards the older generation. * Emotional Appeal An emotional appeal is related to an individual’s psychological and social needs for purchasing certain products and services. Many consumers are emotionally motivated or driven to make certain purchases. Advertisers aim to cash in on the emotional appeal and this works particularly well where there is not much difference between multiple product brands and its offerings. Emotional appeal includes personal and social aspects. * Fear Appeal Fear is also an important factor that can have incredible influence on individuals. Fear is often used to good effect in advertising and marketing campaigns of beauty and health products including insurance. Advertising experts indicate that using moderate levels of fear in advertising can prove to be effective. * Rational appeal Rational appeals as the name suggests aims to focus on the individual’s functional, utilitarian or practical needs for particular products and services. Such appeals emphasize the characteristics and features of the product and the service and how it would be beneficial to own or use the particular brand. Print media is particularly well suited for rational appeals and is often used with good success. It is also suited for business to business advertisers and for products that are complex and that need high degree of attention and involvement. * Endorsement appeal Celebrities and well known personalities often endorse certain products and their pitching can help drive the sales. 3. 10. 3Sales promotion The second promotional tool is sales promotion. Sales promotions are short-term incentives used to encourage consumers to purchase a product or service. There are three basic categories of sales promotion: consumer, trade, and business. Consumer promotion tools include such items as free samples, coupons, rebates, price packs, premiums, patronage rewards, point-of-purchase coupons, contests, sweepstakes, and games. Trade-promotion tools include discounts and allowances directed at wholesalers and retailers. Business-promotion tools include conventions and trade shows. Sales promotion has several advantages over other promotional tools in that it can produce a more immediate consumer response, attract more attention and create product awareness, measure the results, and increase short-term sales. 3. 10. 3. 1 Sales promotion in international marketing Sales promotion refers to any consumer or trade program of limited duration that adds tangible value to a product or brand. Sales promotion techniques in the international market consist of the following: promotional pricing tactics, contests, sweepstakes and games, premium and specialties, dealer loaders, merchandising materials, tie-ins and cross promotions, packaging, trade shows 3. 10. 4 Public relation Public relation is the third promotional tool. An organization builds positive public relation with various groups by obtaining favourable publicity, establishing a good corporate image, and handling or heading off unfavourable rumours, stories, and events. Organizations have at their disposal a variety of tools, such as press releases, product Publicity, Official communications, lobbying, and counselling to develop image. Public relations tools are effective in developing a positive attitude toward the organization and enhance the credibility of a product. Public relations activities have the drawback that May not provide an accurate measure of their influence on sales. 3. 0. 4. 1 Public relation in international marketing A company’s public relations (PR) effort should-foster goodwill and understanding among constituents both inside and outside the company. The basic tools of PR include news releases, newsletters, press conferences, tours of plants and ether company faciliti es, articles in trade or professional journals, company publications and brochures, TV a Similar essay: Reed Supermarkets: a New Wave of Competitors

Approaches to error correction in language teaching, and how it has Literature review

Approaches to error correction in language teaching, and how it has evolved - Literature review Example Language is correlated to culture, and understanding a people’s language is a prerequisite to understanding their culture. A second language is very vital to the lives of many people because it affects their careers, identities and future lives. It is therefore, an important task when one engages in helping people to acquire a second language (Cook, 2008, p. 1). In fact, it would be very difficult for tourists to enjoy their tour in a foreign country, for instance, if they were unable to express themselves in the language that is commonly spoken in that language or if the tour guides in the foreign country did not have sufficient spoken and written knowledge on the tourists’ language. However, language teaching, especially second language teaching, is associated with errors among learners. This means that language teaching incorporates error correction. Various approaches to error correction in language teaching have been proposed by various scholars and researchers. Initially, attention was focused on the language that the learner produced and the technique of error analysis focused on the differences between the learner’s speech and that of the native speaker. Language teachers or instructors were interested to know how the learner’s language was like (Cook, 2008, p. 6). Naturally, it is very difficult for a foreigner to attain the same language proficiency as that of a native speaker. Therefore, this approach could not be effective in evaluating achievement of a language learner because it is not guaranteed that such learner can attain absolute proficiency in spoken or written language. It has been noted that second language learners do not achieve proficiency in language which can measure up with native-speaking individuals in terms of speaking and writing. One of the reasons why this phenomenon is varied is becau se of instructional issues (House, 2011, p. 61). During the 1950s and 1960s, the

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

Reflection - Essay Example In essence, it is about grasping, the text, poem or idea from the bible and trying to make good meaning of the word as contained in the text. What makes the book even more valuable is the fact that the authors gave attention to both the word, as well as the sentences as they are presented in the paragraphs. As if not enough, the book outlines the practical challenges uncounted in interpreting, as well as applying the bible teachings. It talks about grasping from the very practical, literal sense of the hands-on and of the practical know-how. Through this, the book provides training on how to correctly interpret and handle God’s word. On the overall, the book is spiritually enriching given that its focus is on grasping the word of God. Through learning how to interpret the word of God, one would be able to get the very correct meaning of the biblical teaching as put down by scriptural scholars and it is through this that he/she would understanding God, as well as oneself. Certa inly, there are various concepts and skills the book equipped me with. As outlined in the above text, the skill of interpreting the bible is quite outstanding. The authors emphasized on the word to word, sentence to sentence, as well as paragraph to paragraph. For instance, in part 4 and part 5, the book talks about the interpretive journey New Testament and the interpretive journey Old Testament. ... It is worth noting, in this case, that the key purpose of this book is to help serious believer including college students learn how to read, interpret, and apply the word of God. Moreover, the distinction between the Old and the New Testament has been clearly been outlined in this book, and how the two merge in so far as the message contained in the two chapters is concerned. The outstanding concepts, on the other hand, includes the concept behind various version of the bible, the way of reading bible following sentence to sentence, the discourses, following paragraphs, the holy spirit concept, application concept, the biblical historical concept and other many concepts. Certainly, the various skills and concepts as attained in this class are quite meaningful to me. I would make use of these skills and concepts in enriching my personal life alongside other people in the society. Through the skill of interpretation and reading the bible, I was able to understand well how to interpret the bible and thus have enabled me to make a personal decision in moving closer to God given the right interpretation. I will use this skill to help most serious believers to get to understand the bible well. Other skills are also of paramount importance as far as their applicability is concerned. The concept behind the Holy Spirit and the word of God is also quite informative. The historical, biblical concepts would boost my understanding about the word of God and applying the many concepts shall enable me provide the right information about the word of God to those I interact with. There are various concepts, as well as skills I look forward to study and practice. Key among them is the concept behind the Gospels, the revelation, the narratives used, the laws, the

Glass as a symbol of panoptical ideology Essay Example | Topics and Well Written Essays - 750 words

Glass as a symbol of panoptical ideology - Essay Example Glass as a symbol of panoptical ideology-especially as utilized in Paxton's Crystal Palace-is especially open to interpretation; often interpretation that oversteps the boundaries of intention. The complete opacity of glass offers the spectator a glimpse into another room, yet also leaves the viewer vulnerable to becoming an object of voyeurism. This analytical line of reasoning is perfectly exemplified by Graeme Davison who writes about the Crystal Palace that it "reversed the panoptical principle by fixing the eyes of the multitude upon an assemblage of glamorous commodities. The Panopticon was designed so that everyone could be seen; the Crystal Palace was designed so that everyone could see" (Davison 1982). Although that statement sounds really intelligent and well-considered, the fact remains that the Panopticon was designed with a purpose of surveillance in mind; the Crystal Palace was designed merely to house the Great Exhibition of 1851. ... Kahn even positions her argument from the viewpoint that the political functions of architecture are covert, and yet still manages to tie this ideological meaning to a very utilitarian description: "the structure was suited to its park site, quickly designed, and easily assembled" (Kahn 1991). Paxton's sketches were quickly designed, almost offhandedly, giving him doubtless little time to think about such things as the ideological meanings behind using glass as a building material. For Paxton, glass was simply available and experiential: he had worked in the medium before. For Paxton glass held no deeper meaning, the call had gone out for a building in which to house an exhibition. An exhibition was something that by its very nature needed to engender an ease with which it could be viewed. It is not difficult to suppose that Camille Pissarro viewed the great glass structure in much the same way. Pissaro's painting of the Crystal Palace, a subject he went back to twelve times (Nochlin 1989), do not frame the subject of a glass building in a way that presupposes its function as an emblem of modernity or as an ideological statement. For Pissarro, like Paxton, the glass functions in a predominantly utilitarian way. For Paxton, glass functioned as the best way to achieve exhibition; for Pissarro the glass functioned in much the same was as the haystacks functioned for Monet, as an interesting subject for capturing the unique differences in the behavior of light. For the Impressionists, nothing matter more than light. Monet painted haystacks over and over at different times of day, capturing the effects of light upon his subject. Pissarro return to the Crystal Palace because he saw it as a perfect subject for capturing the effects of light. Architecture can and

How museums institutions shape the art world and in turn, how art and Research Paper

How museums institutions shape the art world and in turn, how art and artists have critiqued and sometimes transformed these institutions - Research Paper Example t goes back to the early 1866 in Paris when a group of Americans decided to create an institution and gallery of art so that the art and art education could reach to the people of America. The New York State Legislation then incorporated the Metropolitan Museum of Art with the Incorporation Act in 1870. The purpose of this act was to allow the Metropolitan Museum to serve as a Museum and Art Library in the city and further encourage and develop the study of fine arts and the application of arts in advancing the general knowledge. Eastman Johnson was the artist who acted as the co-founder of the museum, and the former Civil War Officer was the first director under the guidance of whom the holdings of the museum consisted of a roman stone sarcophagus and 174 European paintings. Since its formation, Metropolitan Museum of Art had many additions to its outside view and the building. It also had many additions in its collection of Art works, and is now holding some of America’s best art contributions. There are seventeen separate departments for the collections in Metropolitan. Each of the departments has specialised staff and a department of scientific research and conservation. The permanent collection that the museum holds includes paintings and sculptures of almost all the European masters, American and modern art, and also holding of the African, Asian, Oceanic, Islamic and Byzantine Art. Furthermore, the museum also has a collection of musical instruments and weapons from all around the world. The museum holds more than 13,000 artworks currently. Despite the controversies in 2009 related to the book Rogue’s Gallery by the journalist Michael Gross, and the criticisms that the museum faced, they plan to expand their collections and area in the future. The Metropolitan Museum of Art works under the policies of the State and acquires the world-class paintings. They have acquired artworks that hold immense value and have added to the contribution of promoting

2 seperate reaction papers on 2 to a multi-cultural education articles Essay

2 seperate reaction papers on 2 to a multi-cultural education articles - Essay Example The essay explains the highly contrasted difference between the history of the African nations and the literacy taught in the schools that were dominated by the Portuguese colonists since their rise as a sea and trading power. The authors point out the African backlash against an education system that had been established by the colonists and the resulting negative impact on literacy. Literacy carries with it much more than just the language. It provides the historical color and national identity of the population. The struggles of a people against oppression, invaders, or a colonizing force cannot be placed in the language of the colonizers. In the African colonies, all remnants of Portuguese history, geography, culture, and colonial ideology were purged from the literacy in an effort to create a school system with an African mentality (p.194). Still, once a language has reached dominance it can be destructive to eliminate all traces of it when there is no alternative for replacemen t. This is equivalent to an African-American that rebels against the dominance of the white culture, but is left with no adequate language, and little literacy, for self-expression. The problem of developing literacy pedagogy, measuring literacy, and developing a school curriculum, is based on the contentious and interpretive definition of literacy. The English speaking developed countries have held a traditional view that a student must be well read to be successful in academics. This often meant reading standardized texts based on English classics or the writings of Greek and Roman philosophers. These texts have little relevance to a multicultural classroom setting where history, social class, and culture play an integral part of education. In the lower grades, the educational system will set a goal of literacy and use a standard that requires the basic ability to read and write in the

Critical management perspectives Essay Example | Topics and Well Written Essays - 2500 words

Critical management perspectives - Essay Example When 70 percent of the surveyed individuals prefer to buy Company A’s products and services over the Company B’s competing products and services, Company A’s products and services has more value over the value of Company B. Value includes the value of the supply chaini. Academic theory /literature to justify my idea One research shows that the company must exert efforts to create and enhance business valueii. For the business entity, value equates to the quality of the services offered. A company that delivers the same product within two days has a lower value when compared to another company that offers to deliver the same product or service within a lesser time period. The research shows that value includes quality of the factors that contribute supplying the immediate needs of the company’s current and future customers. The factors include the suppliers’ delivery of the company’s raw materials and other quality supply needs on time. Furthe r, another research states that value creation and enhancement includes implementing the best alternative marketing and management plansiii. The research shows that value creation in the contemporary business organization is complex and many-phased topic that incorporates changing factors. For example, outsourcing will increase the company’s revenues. ... Economic principles dictate that as the demand for the company’s products and services decrease, the current and future customers demand for the company’s products and services increaseiv. Furthermore, another research indicates that business value investing and improvement should be prioritizedv. The value investing and improvement included companies are forecasted to have high value. There are many factors that contribute to increasing and retaining the company’s high business value. The factors include the company’s historical revenue trend. The company that shows it generated three prior year’s high revenue will have a higher business value compared to the company that has a tract record of three years of lackluster (low) revenue outputs. Additionally, the company that has shows it generated net profits for the past three years has a higher business value compared to a company that had generated net losses for the past three years. Moreover, bus iness combinations contribute to higher business valuevi. When a big company acquires a smaller company, the business value of the smaller company is catapulted to higher levels. Normally, big companies merge or combine with some of its competitors in order to increase its market presence. The increased market presence increase the company’s revenues and profits. Often, the fair market values of the separate companies are used when determining the higher business value of the merged or combined company. Further, the merger or consolidation of the two companies includes adding one company’s goodwill or good name in the new combined company’s higher business value. Goodwill can be defined as the popularity of the company’s name among

Online Dispute Resolution Essay Example | Topics and Well Written Essays - 1750 words

Online Dispute Resolution - Essay Example This paper will explain some of the advantages and disadvantages to the ODR scheme. One of the advantages of ODR over other dispute resolving methods, such as face-to-face arbitration, mediation and litigation is the cost factor.2 This factor is especially important, as many of the cyber disputes involve small dollar amounts. Many online problems would never be resolved if it were not for cost-saving. Inherent in this analysis is that the parties involved in the dispute do not have to hire attorneys, nor do they have to travel, which can add up to considerable costs in traditional dispute resolutions.3 Therefore, ODR has a great social implication, in that it ensures that everybody in the on-line world has access to justice. The prohibitive expense of litigation is a hindrance to this basic principal, because individuals without financial means cannot afford traditional litigation. But in the wonderful proletariat world of on-line dispute resolution, everybody has a fair shot in getting their disputes resolved, as the costs are minimal and attorneys are not necessary. It might be the great equalizer. Two different entities exemplify the cost-benefit analysis examined above: one is the WIPO Arbitration and Mediation Center, which is the dominant dispute resolution service provider with the Internet Corporation for Assigned Names and Number (ICANN) under its Uniform Domain Name Dispute Resolution Policy (UDRP).4 This entity is basically the go-to service for individuals with a domain name dispute, and has resolved some 9,000 such disputes since its inception in 1999. The other method examined is the SquareTrade, which is an ODR method that predominantly assists buyers and sellers on Ebay.5 In the ICANN and UDRP systems, a complaint by a trademark holder is deemed served upon the holder of the domain name if it is sent to his registered e-mail address. If the holder of the domain name

A Critical Response to the Editorial “Productive Labour” Essay Example for Free

A Critical Response to the Editorial â€Å"Productive Labour† Essay â€Å"A Productive Labour† is an editorial written by Roger Martin and James Milway. This tackles on the topic of productivity – what it is, what it does, and just how important it is for a country’s economy and living. The essay’s main point can be seen in its secondary title, which states that â€Å"the only limit to productivity growth is human ingenuity.† The article’s strength lies in this statement, and supported by the many reasons the authors discussed afterwards. Although the essay is strongly put together, with the main points being clearly stated, there is still the existence of some weaknesses, evident in many parts of the article. These loopholes are either poorly explained or there is no sufficient evidence presented to actually support it.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The authors, in this essay played the role as lecturers and persuaders at the same time. They started off by discussing productivity by stating it as a practical way to raise our living standards. They gave an assertion that the only limit to productivity is the human ingenuity, unlike other methods which would use up all of the natural resources, or the number of hours to work. From here they gave specifics on how to actually increase the productivity. One of their main arguments here is the use of what they called â€Å"new value creation† (par. 10). This, together with strategies leading to innovation will drive a country’s productivity higher. The editorial also contained written benefits of productivity, and how it can help a country’s growth.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   One interesting fact that the authors pointed out is that the limiting factor of increasing a country’s productivity lies in ingenuity. This seems to be partially true, because the article defined ingenuity as the only limiting factor, when in fact in a practical world it is not. The article in the succeeding paragraph stated that a â€Å"countrys ability to improve its standard of living over time depends almost entirely on its ability to raise its output per worker (par. 6). If productivity is the key to raising the standard of living, it is then limited by the output of each worker. And any worker, no matter how ingenious he or she may be, will only reach a certain level and never go beyond it. This is a practical theory of everything; no matter how long and how much energy you put into something, it will reach a point where there is no useful output produced. Then, the next step would be to find a new worker with new and fresh ideas. Over time, productivity will not only be limited by the workers’ ingenuity, but also by the number of workers available and efficient enough for the tasks.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Although compared with the limitations caused by natural resources, productivity still has an edge. Taking into account the length of a worker’s useful ingenuity and the possible number of workers available, the depletion of natural resources would come to dawn at time earlier than this.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Another eye opening fact is the information on new value creation (par 10). This is truly one important way of increasing productivity and it is covalently linked to ingenuity and innovation. These unique creations are a wonderful way to not only enhance a worker’s thinking skills, but also create an edge in the economical tug-of-war. Instead of trying to compete against a nation who perfected a certain technology, others can develop a technology different from it. And if that technology or product becomes a hit, the nation pioneering that new design would benefit greatly from it. This is just a way of showing how productivity can be translated to economics and businesses, just like the article suggests. But it should not forget the prerequisites for an actual new creation to be born. First would be the development of science and technology in the country. The chances of creating a new product would greatly rely on the technology readily available. A man may have designs on creating the world’s greatest car but if the society lacks the tools and techniques required in making one, these innovation would not be manifested as a usable object. Again, it is not always practical for a new creation to make its way into the conceiving stage.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Finally, the article speaks to a very broad audience. Its first paragraph ended with a challenge to governments, businesses, and citizens (par. 1). The whole article in a sense is then dedicated to every single one person of a country or nation. The productivity challenge is something that everyone must be a part of. It is true that although many think of productivity as a term only used in labour, or businesses, it should actually encompass every being that contributes to the society. Citizens, by the simple due of paying their taxes, enters the world of productivity and contributes a part of that to the government, which in turn must make use of these taxes in a very much productive way. For the work force, productivity would be of benefit for them since it means higher wages.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In a nutshell, the editorial speaks clearly of the purpose and strength of productivity in our daily lives. Its arguments are supported by concrete examples and the essay is in fact very persuasive. There are just some little details which may not be noticeable at first. These usually jump in the practicality of the suggestion. We must always take into consideration the practical events that would happen and define them differently from the hypothetical or theoretical events. This way, factors can be explained much better without bias. References Martin, R., Milway, J. A productive labour; the only limit to productivity growth is human ingenuity.

A review of capital structure theories

A review of capital structure theories 1.0 Introduction One of the most contentious financial issues that have provoked intense academic research during the last decades is the theory of capital structure. Capital structure can be defined as a Mix of different securities issued by a firm (Brealey and Myers, 2003). Simply speaking, capital structure mainly contains two elements, debt and equity. In 1958, through combining tax and debt factors in a simple model to price the value of a company, Modigliani and Miller firstly begin to explore a modern capital structure theory, and their work inspired this area study. However, the MM theory has no practical use because it lacks of direct guidance for companies to determine capital structure in real life (Baxter, 1967; Sarig and Warga, 1989; Vernimmen et al, 2005). During the past years, researchers strived to establish a more reasonable capital structure theory that can be put into practices efficiently, and they attempted to expand debt ratio and tax advantage factors into a new area. Myers (1984) states that only practical capital structure theories, which introducing adjustment cost that includes agency cost and information asymmetry problems, could provide a useful guidance for firms to determine their capital structure. However, from recent studies, Myers (2001) believes that how information differences and agency costs influence the capital structure is still an open question. From this perspective, it is very important to review the development of these two factors which make theoretical research having a strong relationship with reality. Thus, this project will summarize the capital structure theories orientated by agency cost and asymmetric information from extant literature. Also some gaps and conflicts among theories of capital structure will be found and discussed in order to further improve this area study. The rest of this project is arranged as follows. Section 2 will present the theories based on agency costs that causes the conflicts between equity holders and debt holders or managers. Section 3 will illustrate from two areas, interplay of capital structure and investment, followed by signal effect of debt ratio, to show the theories based on asymmetric information. In conclusion, Section 4 will summarize the entire essay and suggest further research direction of capital structure theory. 2.0 Capital structure theories based on agency costs Although Berry and Means (1931, cited in Myers, 2001) state an adverse relationship between the separated ownership and corporate control status, it commonly admits that Jensen and Meckling (1976) firstly conducted the research in how agency costs determine capital structure (Harris and Raviv, 1991). Over the past decades, researchers have tried to add agency costs to capital structure models (Harris and Raviv, 1991). The perfect alignment between firm investors and firm agencies, such as managers, does not exist (Myers, 2001). According to Jensen and Meckling (1976), company agents, the managers, always emphasize on their own interests, such as high salary and reputation. Also these company agents use entrenching investments, which make the asset and capital structure orientated by the managements knowledge and skills, to increase their bargaining power with the true company holders (Chen and Kensinger, 1992). However, Myers (2001) believes that the firm holders can reduce such transferred value through using different kinds of methods of control and supervising, but he further points out the weakness that these methods are expensive and reduce returns. As a result, the perfect monitoring system is out of work, and agency costs are produced from these conflicts. According to Jensen and Meckling (1976), the conflicts between investors and agencies are generally divided into two types. The first conflict occurs between debt holders and equity holders, and the second conflict is from between equity holders and managers. Consequently, all the capital structure theories based on agency costs can be also classified based on these two conflicts. In the rest of this section, each individual conflict will be separately discussed. 2.1 Conflicts between Debt holders and Equity holders Jensen and Meckling (1976) point out that agency costs problems happen in determining the structure of a firms capital when the conflict between debt holders and equity holders is caused by debt contracts. Similar to Jensen and Mecklings conclusion, Myers (1977) observes that since equity holders bear the whole cost of the investment and debt holders get the main part of the profits from the investment, equity holders may have no interest in investing in value-increasing businesses when companies are likely to face bankruptcy in the short term future. Thus, if debt occupies a large part of firms capital, it will lead to the rejection of investing in more value-increased business projects. However, in 1991, Harris and Raviv cast a contrasting opinion to adjust the capital structure theory based on this conflict. They point out that most debt contracts give equity holders a push power to invest sub-optimally investment project. If the investment fails, due to limited liability, debt holders bear the consequences of a decline of the debt value, but equity holders get most of yields if the investment could generate returns above the debt par value. In order to prevent debt holders from receiving unfair treatment, equity holders normally get less for the debt than original expectation from debt holders. Thus, the agency costs are created by equity holders who issue the debt rather than debt holders reason (Harris and Raviv, 1991). Tradeoff capital structure theory has a basic and strong relationship with this type of agency costs. However, different researchers hold various explanations of the relationship. Myers (1977) points out the debt cost reason, Green (1984) announces that convertible bonds can reduce the asset substitution problem which comes from the tradeoff theory, Stulz and Johnson (1985) consider about collateral effect. In the end, only Diamond model (1989) is widely accepted. If Equity holders do not consider reputational reason, they are willing to trade relatively safe projects, but this activity will lead to less debt financing (Diamond, 1989; Mike et al, 1997). Diamond model (1989) assumes two tradeoffs, risky and risk-free, to show that the debt repayment should consider both possible investment plans. Furthermore, Mike et al (1997) use empirical evidence to indicate how to use debt to trade off these two optional investment plans. Moreover, in 1991, Harris and Raviv expanded Diamonds model to three investment choices. They point out that one choice of investment can only contain the risk-free project, one option can invest in risk project and the last option combine both risk-free and risk projects. In fact, since the reputation factor is vital for a manager, managers are willing to choose risk-free investment projects that have more possibility of success. Consequently, the amount of debt is often reduced by managers. 2.2 Conflicts between Managers and Equity holders Jensen and Meckling (1976) also states that conflicts naturally arise between managers and equity holders since managers just hold parts of the whole firms capital. Consequently, firm mangers only benefit from part of the profit generated by their business activities, but they simultaneously bear the whole cost of these actions. However, Myer (2001) casts a different opinion about the reason of the conflict and claims that in fact, managers never bear the full costs of the business activities unless the manager is also the firms investor. He further maintains that the real cause of the conflict is due to an imperfect observable reward system between investors and managers, because both parties have different standpoints to measure their own interest, especially the rewards. There are two dominant models, the Harris and Raviv model and the Stulz model, to explain this area. Although both models have a common assumption that labor contracts cannot address the conflict between managers and equity holders, both models hold different opinions about debt release and the problem in the drawbacks of debt in the capital structure. According to Harris and Raviv model (1990), managers are designed to want to continue the companys current operations all the time even if equity holders prefer the liquidation of the company. However, in Stulz model (1990), managers are keen to invest all available funds even if the equity holders can benefit from paying out cash. Moreover, Harris and Raviv (1990) point out that debt alleviates the agency costs and the conflict results from giving equity holders the chance to speed up liquidation when cash flows are hard to predict. In contrast, Stulz (1990) based on Jenson model (1986) concludes that debt payments reduce free cash flow. He further maintains that the debt costs reduce the available funds of a profitable project, since the costs result from debt payment that more than exhausts free cash flow. As a result, capital structure can be determined by trading off debt advantages against debt costs. 3.0 Capital structure theories based on asymmetric information The development of information modeling provides a possible approach to explain capital structure. In these capital structure theories, company insiders, such as managers, are assumed to obtain all private information about the investment opportunities or investment return. Some theories try to find out how the allocation of capital structure passes the insiders information of a firm to outsiders. Meanwhile, in other theories, the purpose of the capital structure is to improve efficiencies in the companys investment activities under asymmetric information (Vernimmen et al, 2005). The rest of this section will be divided into two subsections based on both sets of theories mentioned above. 3.1 Interplay of capital structure and investment This area of research begins with two vital academic papers, Myers and Majluf (1984) and Myers (1984). According to Myers and Majluf (1984), the firms equity will be mispriced by the market when investors obtain less information of one firms assets value than the firms current insiders. Moreover, they further point out that if firms issue equity to absorb capital for a new investment, mispricing may make a net loss to the firms current shareholders. In Myers second paper (1984), he formally defines this as a pecking order capital structure theory. In this theory, a firms capital structure is determined by the purpose of the company to finance new investment. Furthermore, with the development of the Myers pecking order theory, researchers find some vital empirical implications of this theory. Krasker (1986) confirms the results of Myers theory (1984) and also shows that the larger the equity issue, the worse the asymmetric information problem and the firm with worse asymmetric information problems will often have a more under price problem. Ebsen (1986) finds that if managers could trade their firms new equity, the under price problem caused by asymmetric information will be reduced. Then Dierkens (1991) argues that the under price problem can be solved by information releases such as annual financial statement reports. However, some economists cast a doubt on the pecking order theory. These theoretical researches have a common feature that they all put investment situations under the pecking order theory but provide more finance choices for a firm. Brennan and Kraus (1987) state that it is not necessary for a firm to have a preference for financing through debt over equity and the under price problem can be addressed through various financing options and simple capital structure rather than solving asymmetry information problem. Their findings are also confirmed by Noe (1988). Moreover, in 1993, Nachman and Noe put Brennan and Kraus theory into practice and also come to the same conclusion. 3.2 Signal effect of debt ratio After discussing models which investigate the interplay of capital structure and investment, it is vital to turn to models in which investment is a fixed factor and only capital structure is regarded as a private information signal. The investigation of this area starts with the work of Ross (1977). According to Rosss capital structure theory, only firms insiders, such as managers, can get full information of the firms return distribution, but investors cannot. The main empirical implication of Ross theory is that there is a positive relation between firm value and debt ratio. However, further research combines debt and dividend policy together to show an opposite opinion that a firm value is determined by dividend and debt ratio rather than a single factor of debt ratio (Vernimem et al, 2005). Furthermore, in 1982, Heinkel improve Ross model. His model is similar to Ross but does not have the same assumption. Instead, high market value firms are assumed to have high total value but low quality debt, thus high market value firms has high equity value. This finding has been consistent with further capital structure theoretical research (Franke, 1987; John, 1987). Another debt ratio signal model is built by Poitevin (1989). He firstly points out the potential competition between an entrant and an incumbent under the asymmetric information. According to Poitevin model (1989), the marginal costs of entrant are private information obtained only by the entrant, and in a stable situation, the capital of high cost entrants does not issue any debt while low cost entrants never issue equity. However, Glazer and Israel (1990) cast a different conclusion against Poitevin. They maintain that low cost entrants are willing to issue equity since they can much easier use this finance approach to reduce marginal production costs than the high cost entrants. Nevertheless, Harris and Raviv (1991) point out the weakness of the Glazer and Israel model is that they ignore the dividends finance factor which has the same signal effect as debt. Normally, a capital structure theory should combine various basic finance factors together. In the end, Glazer and Israel recognize this weakness and claim that their results cannot be considered as a capital structure theory. 4.0 Summary and Conclusion To sum up, this literature review of capital structure theories is element arranged. The set of theories based on agency costs and the set of theories based on asymmetric information are separately presented in the passage. Moreover, each set of theories can also be divided into several subsections. Agency costs cause two types of conflicts among stakeholders, and these conflicts affect a firms choice of capital structure. Moreover, capital structure theories show that under an asymmetric information situation, capital structure has a strong reaction with investment activities and debt ratio has a signaling utility for the determination of capital structure. The range of the selected paper is from 1958 to 2005. These papers cover majority parts of the study including agency costs, interplay of capital structure and investment, imperfect information situations and debt signal effect. Also these papers are all from core financial journals, e.g. Journal of Finance, Journal of Financial Economics, Journal of Financial Management, American Economic Review and Review of Financial Studies. Thus, this literature review can be considered to be efficient and thorough. This essay covers a considerable number of literatures which can present modern theoretical findings of capital structure. However, it should be noticed that the blooming period of capital structure theory is between 1970s-1980s. After 1990, the theoretical research seems to have developed very slowly, and the majority of papers in this field just review former findings since few new theories of capital structure come out. The direction of the theoretical research of capital structure should incline to be more practical. 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